Poet ( PROCESS OPERATIONAL EXCELLENCE TECHNIQUE)

POET
Process Operational
Excellence Techniques
By
Technosolutions India Limited

Conceptual Way Forward Towards Business
Excellence
Click to see

Human Chain
Mutual Learning is
second to success
Pass it on…………
By

1. TRAINING TO EMPLOYEES1. TRAINING TO EMPLOYEES
QUICK
FOCUSSED
RELEVENT
EASY TO USE
SELF LEARNING

1.1Quick1.1Quick
No delay in flow of information &
performance
Groups of employees at all level
Each group of five members as link of
employee chain
Knowledge transmission to last member in
five days
Monitoring through links of chain

1.2 Focused1.2 Focused
To need of organisation
What can be translated in to performance
Easy to perform
Delivers results
Results visible

1.3 Relevant
Relevance is not how others benefit, but how
performer benefits
What can be understood by illiterate
Recognition by a word of praise
Develops ownership
Helps others to motivate

1.3 Easy to use1.3 Easy to use
Without waiting
Bare minimum writing work
Criteria for performance
Empowerment
Performance linkage with utility

1.3 Self Learning1.3 Self Learning
Knowledge & performance intertwined
Results motivates to learn moreResults motivates to learn more
Learning leads to initiateLearning leads to initiate
Initiation fills the gap for excellenceInitiation fills the gap for excellence
Excellence never ending, and accelerates the zeal toExcellence never ending, and accelerates the zeal to
innovateinnovate

2. Human Chain : 5x5 Guidelines2. Human Chain : 5x5 Guidelines
Plant Head
Dept. Head Dept. HeadDept. Head Dept. Head Dept. Head
Second
Layer
Second
Layer
Second
Layer
Second
Layer
Second
Layer
Third
Layer
Third
Layer
Third
Layer
Third
Layer
Third
Layer
1
Employee
Coverage
Even a big Organisation can Complete it’s information flow by Fifth
layer
6
31
156
781

1. Name & Team members
2. Date of Birth
3. Qualification
4. Experience
5. Family Information
2.1 To Know five personnel things2.1 To Know five personnel things……

1. Chairman , MD
2. Organisation structure
3. Where you are & your contribution
4. Company Mission & Vision
5. Group Companies
2.2 To Know Your Company2.2 To Know Your Company

Raw mills
Kilns
Packing
Despatch
Purchase
HRD
Marketing
2.3 Know your process2.3 Know your process
Complete process works on limited fundamentals.
The Quarry
Drive
Hydraulic
Pneumatics
Electricals
Electronics
Lubrication
Safety
Fasteners
Computers
Mc. Systems

• TPM Journey
• My Role in TPM
• Our achievements!
• Where &Why we failed?
• Our Plan for Business Excellence
etc.
2.4 To Know about TPM / Other Topics2.4 To Know about TPM / Other Topics

• What is 1S ?
• What is 2S & 3S ?
• What is 4S & 5S ?
• Benefits of 5S
• My Role in 5S
2.5 To Know about 52.5 To Know about 5’’SS

• Know about JH Steps
• What is there in Step -3?
• Benefits of Step-4 & 5
• What is there in Step-6 & 7 ?
• Autonomous Management
Exam
ple
2.6 To Know about Other Topics2.6 To Know about Other Topics

i SOP
Improved Standard
Operating Procedures
By

Need forNeed for iSOPiSOP
SOP’s are available but important process, operations are missing
SOP not updated : Rate of process updating is more than SOP updating
SOP’s too generalized : Subjective ; performance left to operator Judgments
SOP’s are complex to understand
Unskilled employee to perform on equipments
No understanding of importance of operations
No system to monitor whether SOP’s being followed

“ The Developed logical sequence of performance
by employees emphasising on the need for
maintaining optimum conditions to attain
designed requirement for product features ”
What isWhat is iSOPiSOP ??

“ The Developed logical sequence of performance by employees emphasizing on the
need for maintaining optimum conditions to attain designed requirement for product
features ”
What is logical sequence ?What is logical sequence ?
“ Operations or chain of operations necessary to
be evaluated, monitored, measured and
performed keeping the immediate or derived
impact on defined process conditions. ”

“ The Developed logical sequence of performance by employees
emphasizing on the need for maintaining optimum conditions to attain
designed requirement for product features ”
What is Employees ?What is Employees ?
“ The personnel who translate the designed
process to practical performance. ”
Operators
Fitters
Electricians
Technicians
Supervisors/Engineers

“ The Developed logical sequence of performance by employees emphasising on the need for
maintaining optimum conditions to attain designed requirement for product features ”
What is Optimum conditions ?What is Optimum conditions ?
“ The defined process conditions contributing to
deviations in product features . ”

Logical steps ofLogical steps of iSOPiSOP
Step 1Step 1
Step 2Step 2
Step 3Step 3
Step 4Step 4
Step 5Step 5
Step 6Step 6
Step 7Step 7
EvaluateEvaluate
IdentifyIdentify
DevelopDevelop
ReviewReview
Audit Plan & AuditAudit Plan & Audit
Audit AnalysisAudit Analysis
Over view of TotalOver view of Total
ProcessProcess
7 Step Approach :7 Step Approach :

Step 1 : EvaluateStep 1 : Evaluate
“ Evaluation is a process to ensure and establish
that all the equipments, operations in the plant
are assessed for the need to generate iSOP. ”

Sub steps of evaluation :-
1.1 List down the equipments
1.2 Assess the conditions may affect the process
1.3 Establish the severity of conditions
Harm :Harm : Harm to man & machineHarm to man & machine
Quality :Quality : Equipment generated product or to ultimate productEquipment generated product or to ultimate product
Environment : Impact on the environment or working conditionsEnvironment : Impact on the environment or working conditions
at the point of operations or subsequentat the point of operations or subsequent
operations.operations.

Sr.No. Machine/Equipment Process conditions
1 Boiler 1. Temp
2. Pressure
Template for listing of equipment :-

Template for knowing severity of process conditions :-
SeveritySr Machine/
Equipment
Process
condition
Man Machine Quality Environment
1 Boiler Pressure √ √ X √

Step 2 : IdentifyStep 2 : Identify
Sub steps of identification :-
2.1 List down the available SOP’s against the evaluated
conditions
2.2 List down the missing SOP’s

Step 3 : DevelopStep 3 : Develop
Sub steps of Development :-
3.1 Develop new procedures for missing SOP’s
3.2 Incorporate new procedures with existing if available

Step 4 : ReviewStep 4 : Review
Sub steps of Review :-
4.1 Review existing procedures, modification in equipment
& operating condition
4.2 The clarity in the SOP

Step 4 : ReviewStep 4 : Review
What is mean by clarity in SOP?
4.1 It should be user friendly
4.2 It should be measurable
4.3 Easy to understand

Step 5 : Audit plan & AuditStep 5 : Audit plan & Audit
Plan the audits for the effective adherence to the SOP
Who should do ?
Cross functional team member who is having
adequate knowledge of particular process.
Where to do ?
Not in office or on table but at actual process location
How to do ?
Observe total cycle at least 3 times & then make
conclusion

Step 6 : Audit AnalysisStep 6 : Audit Analysis
Remember one thing that audits are not for fault finding.
The basic purpose of audit is to establish areas need
attention & improvements.

Step 6 : Audit AnalysisStep 6 : Audit Analysis
The audit result should :-
Define the deviation.
Suggest measure o develop a system
End goal should be :-
Cause of deviation should be addressed.

Step 7 : OverviewStep 7 : Overview
In overview basically one has to check :-
Whether iSOP is practically applicable?
Whether it is clear to all ?
Whether it is actually followed?
Whether any minor changes to be done ?

What anWhat an iSOPiSOP should include ?should include ?
Title that defines purpose of iSOP inclusion of word `safe or safely’ is must i.e. Safe operation of Boiler .
Or Operation of Boiler safely.
Use document ref. no , revision dates etc.
Identify the unit, department & specific point of activity for which iSOP is made.
State purpose of iSOP including specific use in 1-2 sentence.
Include information about process & regulatory standards i.e. both desirable & undesirable
. consequences
Write scope statement which tells what related subjects iSOP will not cover.
List by category any items , tools or kits required , environment condition, time condition i.e.. frequency . &
information source i.e.. from where.
Give an overview of steps in the iSOP that describes the process in terms of major functions including .
`SHE’.
Complete operating instructions contain overall description of major system & its components.
Define terms & concepts . Include simple list of terms & definition for easy understanding of user.
Place safety warning on top priority i.e. not on last page. If there are one or two warnings these might be .
placed at the top of first page of text rather than next page. i.e. Warning for Eye Hazard, Danger- High .
Voltage, Co2 emission, caution for flammable natural gases etc.
Provide more desirable explanation for fully understanding of users.
Provide reader alternative steps to be taken in case desired step does not work.
Indicate frequency , source & reference of data , use of graphics , photograph for clear understanding.
Test the iSOP in the field & then develop troubleshooting instructions
One way to anticipate safety, health, environment & operational problems is to ask inexperienced person .
to walk through &give his suggestions.

Typical Plan for implementation ofTypical Plan for implementation of iSOPiSOP **
M 1 M 2 M 3 M 4 M 5 M 6 M 7 M 8 M 9 M 10 M 11 M 12 M 13
1.List down the equipment or machine
2.Acess the conditions may effect the process
3.Establish severity of the condition
1.List down the available SOP's against
evaluated conditions
2. List down missing SOP's
1.Develop new procedures for missing SOP's
2.Incorporate new procedures with existing if
available
1.Review the existing procedure
2.Clarity in the SOP's
5 Audit Plan
1.Plan the audit for effective adherence to the
SOP's
6 Audit analysis
1.To esablish the areas needs attention &
improvement
7 Overview 1.Overview
Review
1
2
4
Develop3
Evaluate
Identify
Months
What to doSr.no Step
* Plan will change depend on size of the plant
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Process De-bottlenecking
A New Approach
Towards Zero
Stoppages
By

Daily Problems have no ownership & are accepted
as normal. It is a general tendency to focus on the
current major issues and conveniently ignore the
minor ones. All these minor problems accumulate
and become major hurdles towards the smooth
running of the business.
“Thinking to solve” is normally perceived
to be a top management activity. In spite of having
good technical & analytical ability of problem solving
and actually knowing the problems , frontline
personnel are seldom used for solving them.
Conventional Business ProcessConventional Business Process……....

Aim…..
Development of ownership concept
Addressing even the smallest issues at
evolution stage
Empowerment to the Front line crew
Use of Bottom up approach

Discussion with HODs explaining bottlenecks, concept and its
relation with Business Goals
Identify the personnel to work on the bottlenecks
Subdivide departments ; line wise, process wise and prepare
individual flowcharts
Defining contribution of each dept for achieving business goals
Identify the bottlenecks to achieve the target
Prioritise the bottlenecks
Approval from HODs
Based on the identified bottlenecks, prepare Master plan to
eliminate the same
Execution of Improvements
Evaluation of results ,Corrective action & Periodic review
Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Step 8
Step 9
Step 10
Revisionofbusinessgoals
Approach…

Let’s do it together……
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7 QC Tools
By

Checksheet
The function of a checksheet is to present
information in an efficient, graphical
format. This may be accomplished with a
simple listing of items. However, the utility
of the checksheet may be significantly
enhanced, in some instances, by
incorporating a depiction of the system
under analysis into the form.

Sample Checksheet
DATE TYPE OF WELDING
DEFECT
OBSERVED BY QUANTITY
01-01-2008 CRACK RAMESH 02
02-01-2008 POROSITY HARI 09
03-08-2008 SPATTER RAJU 14
04-08-2008 UNDER SIZE FILLET ABDUL 06
05-08-2008 UNDER CUT DILIP 16

Pareto Chart
Pareto charts are extremely useful because
they can be used to identify those factors that
have the greatest cumulative effect on the
system, and thus screen out the less
significant factors in an analysis. Ideally, this
allows the user to focus attention on a few
important factors in a process.
They are created by plotting the cumulative
frequencies of the relative frequency data
(event count data), in descending order.
When this is done, the most essential factors
for the analysis are graphically apparent, and
in an orderly format.

Sample Pareto chart
45%
10%
5%
25%
15%

Flowchart
Flowcharts are pictorial
representations of a process. By
breaking the process down into
its constituent steps, flowcharts
can be useful in identifying
where errors are likely to be
found in the system.

Cause and Effect Diagram
This diagram, also called an Ishikawa diagram (or fish
bone diagram), is used to associate multiple possible
causes with a single effect. Thus, given a particular
effect, the diagram is constructed to identify and
organize possible causes for it.
The primary branch represents the effect (the quality
characteristic that is intended to be improved and
controlled) and is typically labelled on the right side of
the diagram. Each major branch of the diagram
corresponds to a major cause (or class of causes) that
directly relates to the effect. Minor branches correspond
to more detailed causal factors. This type of diagram is
useful in any analysis, as it illustrates the relationship
between cause and effect in a rational manner.

. Sample Cause and Effect diagram

Histogram
Histograms provide a simple,
graphical view of accumulated
data, including its dispersion and
central tendency. In addition to
the ease with which they can be
constructed, histograms provide
the easiest way to evaluate the
distribution of data.

Scatter Diagram
Scatter diagrams are graphical
tools that attempt to depict the
influence that one variable has on
another. A common diagram of
this type usually displays points
representing the observed value
of one variable corresponding to
the value of another variable.

Control Chart
The control chart is the fundamental tool of statistical
process control, as it indicates the range of variability
that is built into a system (known as common cause
variation). Thus, it helps determine whether or not a
process is operating consistently or if a special cause
has occurred to change the process mean or variance.
The bounds of the control chart are marked by upper
and lower control limits that are calculated by applying
statistical formulas to data from the process. Data
points that fall outside these bounds represent
variations due to special causes, which can typically be
found and eliminated. On the other hand,
improvements in common cause variation require
fundamental changes in the process.

Sample Control Chart
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Failure Mode & Effect Analysis
(FMEA)
An Overview
By

Failure mode and effects analysis
(FMEA)
A Failure mode and effects analysis (FMEA) is a
procedure for analysis of potential failure modes
within a system for the classification by severity
or determination of the failures' effect upon the
system. It is widely used in the manufacturing
industries in various phases of the product life
cycle and is now increasingly finding use in the
service industry as well. Failure causes are any
errors or defects in process, design, or item
especially ones that affect the customer, and can
be potential or actual. Effects analysis refers to
studying the consequences of those failures.

Failure mode: The manner by which a failure is observed; it
generally describes the way the failure occurs.
Failure effect: The immediate consequences a failure has on the
operation, function or functionality, or status of some item
Indenture levels: An identifier for item complexity. Complexity
increases as the levels get closer to one.
Local effect: The Failure effect as it applies to the item under
analysis.
Next higher level effect: The Failure effect as it applies at the next
higher indenture level.
End effect: The failure effect at the highest indenture level or total
system.
Failure cause: Defects in design, process, quality, or part
application, which are the underlying cause of the failure or
which initiate a process which leads to failure.
Severity: The consequences of a failure mode. Severity considers
the worst potential consequence of a failure, determined by the
degree of injury, property damage, or system damage that could
ultimately occur.
(FMEA)

FMEA is quite old, with the oldest form being trial and error. However, learning
from each failure is both costly and time consuming. As such, it is considered
better to first conduct some thought experiments.
FMEA was formally introduced in the late 1940s, with military purposes, by the
US Armed Forces. Later it was used for aerospace/rocket development to
avoid errors in small sample sizes of costly rocket technology. An example of
this is the Apollo Space program. The primary push came during the 1960s,
while developing the means to put a man on the moon and safely get him back.
In the late 1970s the Ford Motor Company introduced FMEA to the automotive
industry for safety and regulatory consideration after the Pinto affair. They
also used it to improve production and design.
Although initially developed by the military, the FMEA methodology is now
extensively used in a variety of industries including semiconductor
processing, food service, plastics, software, and healthcare. It is integrated
into Advanced Product Quality Planning (APQP) to provide primary risk
mitigation tools and timing in the preventing strategy, in both design and
process formats. Each potential cause must be considered for its effect on the
product or process and, based on the risk, actions are determined and risks
revisited after actions are complete. Toyota has taken this one step further
with its Design Review Based on Failure Modes (DRBFM) approach.
(FMEA)

In FMEA, Failures are prioritized according to how serious
their consequences are, how frequently they occur and
how easily they can be detected. An FMEA also documents
current knowledge and actions about the risks of failures,
for use in continuous improvement. FMEA is used during
the design stage with an aim to avoid future failures. Later
it is used for process control, before and during ongoing
operation of the process. Ideally, FMEA begins during the
earliest conceptual stages of design and continues
throughout the life of the product or service.
The purpose of the FMEA is to take actions to eliminate or
reduce failures, starting with the highest-priority ones. It
may be used to evaluate risk management priorities for
mitigating known threat-vulnerabilities. FMEA helps select
remedial actions that reduce cumulative impacts of life-
cycle consequences (risks) from a systems failure (fault).
(FMEA)
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Value Engineering
An Over View
By

Concept…..
Value engineering is a systematic method
to improve the "value" of goods and
services by using an examination of
function. Value, as defined, is the ratio of
function to cost. Value can therefore be
increased by either improving the
function or reducing the cost. It is a
primary tenet of value engineering that
basic functions be preserved and not be
reduced as a consequence of pursuing
value improvements.

Concept
VE follows a structured thought process that is based
exclusively on "function", i.e. what something "does" not
what it is. For example a screw driver that is being used to
stir a can of paint has a "function" of mixing the contents
of a paint can and not the original connotation of securing
a screw into a screw-hole. In value engineering "functions"
are always described in a two word abridgment of an active
verb and measurable noun (what is being done - the verb -
and what it is being done to - the noun) and to do so in the
most non-prescriptive way possible. In the screw driver
and can of paint example, the most basic function would
be "blend liquid" which is less prescriptive than "stir paint"
which can be seen to limit the action (by stirring) and to
limit the application (only considers paint.) This is the
basis of what value engineering refers to as "function
analysis".

Concept…….
Value engineering uses rational logic (a
unique "how" - "why" questioning
technique) and the analysis of function to
identify relationships that increase value.
It is considered a quantitative method
similar to the scientific method, which
focuses on hypothesis - conclusion to
test relationships, and operations
research, which uses model building to
identify predictive relationships.

Concept……
Value engineering (VE) is also referred to as or
"value management" or "value methodology"
(VM), and "value analysis" (VA). VE is above all a
structured problem solving process based on
function analysis—understanding something
with such clarity that it can be described in two
words, the active verb and measurable noun
abridgement. For example, the function of a
pencil is to "make marks". This then facilitates
considering what else can make marks. From a
spray can, lipstick, a diamond on glass to a stick
in the sand, one can then clearly decide upon
which alternative solution is most appropriate.

Origin of VE
The Origins of Value Engineering
Value engineering began at General Electric
Co. during World War II. Because of the war,
there were shortages of skilled labour, raw
materials, and component parts. Lawrence
Miles and Harry Erlicher at G.E. looked for
acceptable substitutes. They noticed that
these substitutions often reduced costs,
improved the product, or both. What started
out as an accident of necessity was turned
into a systematic process. They called their
technique “value analysis”.

Implementation Steps
The Job Plan
Value engineering is often done by systematically following a
multi-stage Job Plan. Larry Miles' original system was a six-step
procedure which he called the Value Analysis Job Plan. Others
have varied the Job Plan to fit their constraints. Depending on the
application, there may be four, five, six, or more stages. One
modern version has the following eight steps:
PREPARATION
INFORMATION
ANALYSIS
CREATION
EVALUATION
DEVELOPMENT
PRESENTATION
FOLLOW-UP
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Industrial Engineering
Techniques
An Over view
By

Concept……
Industrial engineering is a branch of engineering
that concerns the development, improvement,
implementation and evaluation of integrated
systems of people, money, knowledge,
information, equipment, energy, material and
process. Industrial engineering draws upon the
principles and methods of engineering analysis
and synthesis, as well as mathematical, physical
and social sciences together with the principles
and methods of engineering analysis and design
to specify, predict and evaluate the results to be
obtained from such systems. In lean
manufacturing systems, Industrial engineers
work to eliminate wastes of time, money,
materials, energy, and other resources.

Concept………….
Industrial engineering is also known as
operations management, system
engineering, production engineering,
manufacturing engineering or manufacturing
systems engineering; a distinction that
seems to depend on the viewpoint or motives
of the user. Recruiters or educational
establishments use the names to
differentiate themselves from others. In
healthcare, industrial engineers are more
commonly known as management engineers
or health systems engineers.

Where as most engineering disciplines apply
skills to very specific areas, industrial
engineering is applied in virtually every
industry. Examples of where industrial
engineering might be used include
shortening lines (or queues) at a theme park,
streamlining an operating room, distributing
products worldwide (also referred to as
Supply Chain Management), and
manufacturing cheaper and more reliable
automobiles. Industrial engineers typically
use computer simulation, especially discrete
event simulation, for system analysis and
evaluation.

The name "industrial engineer" can be
misleading. While the term originally applied
to manufacturing, it has grown to encompass
services and other industries as well. Similar
fields include Operations Research,
Management Science, Financial Engineering,
Supply Chain, Manufacturing Engineering,
Engineering Management, Overall Equipment
Effectiveness, Systems Engineering,
Ergonomics, Process Engineering, Value
Engineering and Quality Engineering.
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PM Analysis
An Over view
By

Why PM Analysis ?
Time
Division Sporadic Loss Chronic Loss
Loss Mode Entirely new phenomenon suddenly occurs
.After exceeding certain dispersion range.
Phenomenon always occurs
within a certain dispersion range
• Repeated in short cycle
• With certain quantitative
dispersions.
Actualisation Recognised as loss compared with present
level
Actualised as loss compared
between maximum value &
technical level.
Cause Causal sequence is relatively monotonous .
Can be guessed by past experiences &
intuition in many cases.
Causal sequence is not clear &
cause system is compounding.
Past experience & intuition don’t
work.
Countermeasure Most cases can be solved on the spot .
Restorative measures will work.
Can not be solved even if
various actions are taken.
Renovating countermeasures
are needed.

When to Apply PM ?
Defect rate/
Failure Rate
Application of
Conventional
method
Application of
PM Analysis
(5-10%) (0.5%) (0%)
(eg. Why-Why analysis) (Aiming at reducing chronic
losses to zero)

What is PM Analysis ?
The term PM analysis comes
from the following origin,
Phenomena (non) Physical
Mechanism
Relationship (Machine, Man,
Material and method)
Analysis
P
M

Basic Approach
Capture phenomena by strictly following “Gemba-
Gembutsu" principles
Analyze mechanisms generating phenomena from the
standpoint of physical principles and rules
Understand functions and structures of machining
principles, processes, equipment and parts
Analyze minutely in relation to 4 M.
Abandon priority principle and ready-made ideas and
thoroughly eliminate ones which are dubious by
reasoning.

Eight steps of PM Analysis
1. Clarify the phenomenon/problem Classify precisely the phenomenon /problem
2. Conduct physical analysis of the
phenomenon List all contributing factors related to the phenomenon
3. List factors related to the phenomenon
4. Investigate relation to equipment, man,
materials and methods
5. Study what the normal conditions are
6. Plant the appropriate investigation
methods
7. Investigate malfunctions
8. Implement of improvements
List all contributing factors related to the phenomenon
Investigate the correlation between equipment, jigs and tools
under which failure conditions are generated and list up the
factors which might have cause and effect relationship
Study the optimal conditions for each factor related to the
mechanism, actual equipment, drawings and various standards
Study the methods to investigate the factors
List up the items which are deviating from the normal conditions
and items of incidental defects
Draw up and implement the improvement plan for the
malfunction points

Benefits of PM Analysis
Elimination of Chronic losses
Effective tool for solving phenomena due to
multiple causes
Enhancement of knowledge of project team
Towards to Zero Defect / Failure
Customer Delight
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Process Capability
By

Process Capability
Process capability compares the output
of an in-control process to the
specification limits by using capability
indices. The comparison is made by
forming the ratio of the spread between
the process specifications (the
specification "width") to the spread of the
process values, as measured by 6
process standard deviation units (the
process "width").

Process Capability
A process capability index
uses both the process
variability and the process
specifications to
determine whether the
process is "capable"

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Process Capability

TRIZ
THEORY OF
INNOVATIVE
PROBLEM SOLVING

The History of TRIZ
There are two groups of problems people face: those with
generally known solutions and those with unknown
solutions. Those with known solutions can usually be
solved by information found in books, technical journals,
or with subject matter experts. These solutions follow the
general pattern of problem solving shown in figure 1. Here,
the particular problem is elevated to a standard problem of
a similar or analogous nature. A standard solution is
known and from that standard solution comes a particular
solution to the problem. For example, in designing a
rotating cutting machine(my problem), a powerful but low
100 rpm motor is required. Since most AC motors are high
rpm (3600 rpm), the analogous standard problem is how to
reduce the speed of the motor. The analogous standard
solution is a gear box or transmission. Then, a gear box
can be designed with appropriate dimensions, weight, rpm,
torque, etc. can be designed for my cutting needs.

PROBLEMS
There are two groups of problems
people face:
those with generally known
solutions
And
those with unknown solutions

NON INVENTIVE PROBLEMS
Those with known solutions can
usually be solved by information
found in books, technical
journals, or with subject matter
experts. These solutions follow
the general pattern of problem
solving

Here, the particular problem is
elevated to a standard problem of a
similar or analogous nature.
A standard solution is known and
from that standard solution comes a
particular solution

For example, in designing a rotating cutting
machine (my problem), a powerful but low 100
rpm motor is required.
Since most AC motors are high rpm (3600 rpm),
the analogous standard problem is how to
reduce the speed of the motor.
The analogous standard solution is a gear box
or transmission.
Then, a gear box can be designed with
appropriate dimensions, weight, rpm, torque, etc.
can be designed for cutting needs.

INVENTIVE PROBLEMS
The other type of problem
is one with no known
solution.
It is called an “inventive
problem”

INVENTIVE PROBLEMS
The problem contains
contradictory requirements for
solution.
As well as it may need to look
beyond own Experience, and
Knowledge for Solution

PSYCHOLOGICAL INERTIA
This leads to what is called psychological
inertia,
where only those solutions being
considered which are within one's own
experience
..and one do not look at alternative
technologies to develop new concepts.
This is shown by the psychological inertia

PSYCHOLOGICAL INERTIA
When we overlay the limiting
effects of psychological inertia
on a solution map covering
broad scientific and
technological disciplines, we
find that the ideal solution may
lie outside the inventor's field of
expertise

EFFECT OF PSYCHOLOGICAL
INERTIA
If problem solving was a random
process, then we would expect
solutions to occur randomly across
the solution space. Psychological
inertia defeats randomness and
leads to looking only where there is
personal experience.

Level Degree of
inventiveness
% of
solution
s
Source of knowledge Approximate # of solutions to
consider
1 Apparent solution 32% Personal knowledge 10
2 Minor improvement 45% Knowledge within company 100
3 Major improvement 18% Knowledge within the industry 1000
4 New concept 4% Knowledge outside the industry 100,000
5 Discovery 1% All that is knowable 1,000,000
Levels of Inventiveness.

Genrich S. Altshuller, the Father of
TRIZ
Level one. Routine design problems solved by methods well known
within the specialty. No invention needed. About 32% of the solutions fell
into this level.
Level two. Minor improvements to an existing system, by methods known
within the industry. Usually with some compromise. About 45% of the
solutions fell into this level.
Level three. Fundamental improvement to an existing system, by methods
known outside the industry. Contradictions resolved. About 18% of the
solutions fell into this category.
Level four. A new generation that uses a new principle to perform the
primary functions of the system. Solution found more in science than in
technology. About 4% of the solutions fell into this category.
Level five. A rare scientific discovery or pioneering invention of
essentially a new system. About 1% of the solutions fell into this
category.

TRIZ
What Altshuller tabulated was that over 90% of
the problems engineers faced had been solved
somewhere before.
If engineers could follow a path to an ideal
solution, starting with the lowest level, their
personal knowledge and experience
and working their way to higher levels, most of
the solutions could be derived from knowledge
already present in the company, industry, or in
another industry.

TRIZ
Altshuller distilled the
problems, contradictions,
and solutions in these
patents into a theory of
inventive problem solving
which he named TRIZ
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