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Quality Management – Prof. Schmitt Lecture 07
Quality Management in early phases – Focus: Product L 07 Page 0© WZL/IPT
© WZL/Fraunhofer IPT
Lecture Quality Management07 The Early Phases of Quality Management –
Focus: Product
Prof. Dr.-Ing. Robert Schmitt
Quality Management – Prof. Schmitt Lecture 07
Quality Management in early phases – Focus: Product L 07 Page 1© WZL/IPT
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Contents
QM - Program Planning
Planning the Product Characteristics
QFD - Quality Function Deployment
TRIZ – Development of Innovative Products and Processes
Pfeifer, T.: Qualitätsmanagement - Strategien Methoden Techniken. 3Auflage. Carl Hanser Verlag München Wien, 2001Pfeifer, T.; Schmitt, R.: Masing Handbuch Qualitätsmanagement, Hanser Verlag, München 2007Pfeifer, T.; Lesmeister, F.: Einsatz präventiver QM-Methoden. In: Der Qualitätssicherungs-Berater / Thomann, H. J. (Hrsg.). 25. Auflage. TÜV-Verlag, Köln, 1999Berekoven, L.; Eckert, W.; Ellenrieder, P.: Marktforschung: methodische Grundlagen und praktische Anwendung. 8. Auflage, Gabler, Wiesbaden, 1999Bös, K.: Integration der Qualitätsentwicklung in featurebasierte CAD/CAM Prozessketten. Karlsruhe, TH, Diss., 1994Eversheim, W.: Produktionssystematik in 4 Bänden. VDI-Verlag, Düsseldorf; 1988-1990Garbe, B.: Marktforschung im Industriegütersektor, vom Kundenwunsch zum Produktkonzept. In: Marktforschung: Methoden, Anwendungen, Praxisbeispiele / Homburg, C.; Herrmann, A. (Hrsg.). Gabler, Wiesbaden, 1999, S. 1109ffGraf, U.; Henning, H.-J.; Stange, K.: Formeln und Tabellen der mathematischen Statistik. Springer Verlag, Berlin, 1966Kamphausen, J.: Prozessmanagement in der Produktentwicklung. Diss. RWTH Aachen; Shaker Verlag, 1999Kirschling, G.: Qualitätssicherung und Toleranzen. Berlin; Springer Verlag, Heidelberg, 1988Linke, W.: Simultaneous Engineering - Neue Wege zu überlegenen Produkten, Hanser Verlag, München , Wien, 1995Melchior, W.; Kring, J.: Prüfplanung, in Masing, W.: Handbuch des Qualitäts-Management. Carl HanserVerlag, München 1999Terninko, J.; Zusman, A.; Zlotin, B.: TRIZ: Der Weg zum konkurrenzlosen Erfolgsprodukt. Verlag Moderne Industrie AG, Landsberg/Lech, 1998Vornkahl, H.: Marktforschung als Informationsverhalten von Unternehmen. Gabler, Wiesbaden, 1997Zeller, P.: Automatisierte Prüfplanerstellung und Prüfzeichnungsgenerierung. Aachen, RWTH, Diss., November 1990
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Growing Prosperity - Quality of Goods As a Sales Argument
• Reconstruction• Fulfilment of basic needs
Structure Phase
Producer market
•Availability
•Deficit
• Quantity
1945
• Prosperity• Security• Prestige
ConsolidationPhase
Period of transition
• Large demand• Good supply• National competition
• Rationalisation• Quantity/export• Automation
•Availability• Demand• Quality
1960
• Market position• Environment• QM-Leadership
Quality Phase
Consumer market
•Excess supply• Predatory pricing
• Flexibility• Innovation• Quality
• Quality• Practicality•Stability of value
1990
• Competition leader • Stakeholder-orientation• Mass customisation
BusinessExcellence Phase
Globalized customer market
• Quality / Prestige• Emotional context• Experience
• Innovation competition• Individuality, polarity• Globalisation
• User-specificproducts
• Zero-Fault-Principle•Total Quality Excellence• Innovative Technologies
2000
Production aims
Aims
Characteristics
Primary purchaseargument
The Early Stages of Quality ManagementThe change to global buyer markets made quality a key criteria for the companies success. High quality products are not only failure free but they also excite the customer.Fulfilling customers demands is one central challenge that companies have to face. This includes the determination of customer demands, the identification of the relevant quality characteristics and the realisation in product characteristics.
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Early Prevention of Failures Improves the Result
Besides saving time and money with failure prevention in early stages, the customer‘ssatisfaction will be increased.
-.101.-
10.-
100.-
Cos
tspe
r fau
lt
Failureprevention
Failureelimination
Num
bero
f fau
lts
Development Manufacturing Usage Development Manufacturing Usage
Failureoccurrence
Failureelimination
Processorganization
Failureprevention
Necessity of Quality PlanningThe fact that 70% of the subsequent manufacturing costs are determined during the development and design phases of a product, points out the economic significance of Quality Planning.At the same time, the cause of approximately 70 to 80% of all product non-conformities is relatable to planning and design activities prior to manufacturing. However, most of the time failure elimination sets in too late; usually during final testing or even when the product is used in field.The objective is to decrease the number of failures and to shift their occurrence and detection into earlier stages of the product development process. With failure prevention and tight process organization less mistakes are made and troubleshooting gets faster and more precise. As a conclusion less failures occur and following costs are reduced (according to the second diagram „the rule of ten in failure costs“), but also customer satisfaction increases.
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Necessity of Quality Planning Process
engineeringProductionassembly Field/ UsageProduct
definition Marketing Development Construction
Field/Usage
QM - Program Planning
Quality Planning
Planning of product characteristics
Planning of technical feasibility
Requirements and demands• Product• Market/ Customer• Client
Activities• Definition of QM-Organisation• Product reliability• Release drawing• Preparing Inspection plan• etc.
Definition:
Definition of all activities, that areneeded to fulfil the product qualitycharacteristics
Early planning of QM-organizationDefinition and documentation ofall activitiesDefinition of dates and responsiblepersons
Quality PlanningNowadays, Quality Planning includes all pre-production planning activities. With regard to the customer demands all quality characteristics, technical feasibility and resources of the company (material, human and financial) are defined within Quality Planning. If quality is defined as the relationship between the required characteristics and the actually achieved characteristics, the used terms can be misleading: “Quality Planning” doesn’t mean to plan quality; it means planning and defining quality requirements.
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The Fulfilment of Requirements Produces Different Levels of Customer Satisfaction – Displayed By the Kano Model
Quality and performance requirements
Low fuel consumption
TIME
Dynamic navigation system
The requirement for characteristics which excite
Airbags
Fulfilment ofrequirements
Basic requirements
Cus
tom
ersa
tisfa
ctio
n
Planning Product Characteristics - Fulfillment of Customer RequirementsOnce the customer demands and expectations have been determined, they must be weighted in order to identify the points of emphasis for products that are about to be developed. According to Kano, the demands imposed by the customer on a product or a service can be divided into three categories. In the model which bears his name, Kano distinguishes between:- basic requirements (basic), - quality and performance requirements (performance), - and requirements for characteristics which excite (excitement).The fulfilment of requirements from these three categories causes completely different levels of satisfaction for the customer.The degressive curve in the model represents basic requirements (basic features) which the customer associates with a product or a service. The customer will not mention this requirement in any survey unless asked explicitly, but will silently assume that this requirement will be met.The linear curve in the model represents quality and performance requirements (performance). The customer will explicitly reference these requirements in a market survey.The progressive curve describes the product characteristics which cause excitement to the customer (excitement/ delighters). These are the characteristics that the customer does not expect and therefore does not mention when surveyed. They may be unique selling points to set off the own product towards thecompetitor‘s one.
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Protective Quality
o Navigation system Pluso Wooden steering wheelo Leathero Tire pressure contol system
Customer Demands Can Be Categorised
x
x
Equipment Product use
BA
Conformity ReliabilityA
f
Lifetime
1994
2010
Image Aesthetics
Subj
ectiv
ely
Obj
ectiv
ely
Perceived Quality
Quality As a Sales ArgumentDue to growing prosperity on the one hand and the transition from a consumers’ to a global buyers’ market on the other hand, the quality of goods as a sales argument has become more important. Obviously, for a long time buyers not only seek to satisfy their basic needs, they rather expect their personal aspirations to be fulfilled by the purchase of a product. Therefore, companies can only survive global competition if they can produce innovative and high-quality products.Protective Quality describes those quality characteristics, which prevent the customer from negative experiences with the product. These characteristics can be measured and quantified in general. Perceived Quality describes quality characteristics which provide a certain image of the product. These characteristics are of a more subjective character and are hard (or just with a high effort) to measure or quantify. Customer DemandsThe quality of a product must be seen as the fulfillment of all demands to the product, which are made by potential customers. The primary function of quality planning – and of quality management in general –must therefore be, to ensure that the product meets the customer’s demand profile as completely as possible. Quality requirements can be separated into seven different categories of product characteristics, which are described above.
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Perceived Quality
HapticHaptice.g. rough surfaces
Visual AppearanceVisual Appearancee.g. patchy gaps
Acoustic Acoustic e.g. noisy gearbox
Perceived QualityDuring the decision to buy a product the customer has expectations according to the product characteristics. When purchasing the product these expectations, which consist of a large variety of parameters, are matched to the product characteristics and an individual degree of satisfaction of the customer with the product is created. This phenomenon is called „perceived quality“. The perceived quality describes the overall perception of the product by the customer.
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The Value Function of Quality Characteristics
cpp: Masing
100%
150%
050%
Value
Velocity
Required velocityfreight vehicle
Required velocitysports car
Quality characteristics are evaluated by the customer according to his expectations. An accurate fulfillment of these expectations belonging to the addressed class is aspired.
The Value Function of Quality CharacteristicsAccording to Masing, quality characteristics can be classified. Within those classes the customer expects a specific target value. The comparison of values taken from different classes is misleading because e.g. the demands concerning the speed of a truck differ from those of a sports car. Depending on the fulfilment of these expectations the characteristic values are rated. A non-conformance (no fulfilment) will be not accepted by the customers. They won‘t buy the product or just buy it for a significantly reduced price. This is shown by the part of the Value Function which lies below a 100%-fulfilment and is correspondingly steep.An over-fulfilment on the other hand will only be rewarded to a minor degree. The customer accepts a product which is “too good“ but won‘t pay for the manufacturer’s additional costs. The part of the Value Function which shows the over-fulfilment is correspondingly leveled. Therefore, it is very important to know customer demands exactly and conduct an adequate design of all quality characteristics.
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Primary
Y
J
Y
NNNSurveytarget
achieved?
Surveytarget
achieved?
Surveytarget
achieved?Y
Presentation of the results
Sources of Information
Primary investigation:
InterviewsExpert talks with extern
expertsQuestionnaire
-by phone-in writing
Panel surveyetc.
SecondarySources within thecompany:
Customer requests and suppliesOrders and sales statisticsComplaintsGuarantee and customerserviceIntranetetc.
Sources outside thecompany:
Official statisticsAnalysis of competition
productsBusiness information
servicesDocumentation centreSupplier verificationProfessional journalsInternetetc.
Definition ofthe surveytarget
Cancel survey,target notachievable atthe moment
Sources of InformationEach analysis, no matter whether a strategic or operative one, needs to be provided with information –particularly the analysis of customer requirements. To get the information different sources are used. They are divided in two main kinds of sources: secondary and primary. Secondary means, that the customer is not directly involved in the data collection – only access to already existing information is used. Because of cost and time aspects this secondary sources of information are used first. If the results are not satisfying, sources outside the company, which are called primary sources, will be used. Therefore, the customer will be directly involved into a survey.
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Data Collection
written (postal) written (online) by phone verballyCosts low low medium low highRate of return variable high high highPrecision low variable variable highReliability variable variable medium high high
Way of questioningCriteria
- Presence of a third-party- Influencing (by clothing, language etc.)- Lack of understanding questions-Social desirability (sensitive topics)- Lack of opinion- Tendency to say „YES“
-Convey relevance of survey-Pretest-Uncommitted and trained interviewer-Simple language-No irritating expressions-Disarm sensitive topics-Restatement
Distorted and wrong answers can be caused by:
Reduction of failures
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House of Quality - Structure
1 6. .
CR: Customer RequirementsQC: Quality Characteristics
Customer Requirements
Impo
rtanc
e
Benc
hmar
king
(Cus
tom
ervi
ew)Correlation
betweenCR and QC
Directionof improvment
Correlation
QualityCharacteristics
Cus
tom
erR
equi
rem
ents1
2
4
Techn. evaluation5
Benchmarking(Technical
view)6 Important Quality
Characteristics
Cus
tom
erev
alua
tion
6
Steps for developing a House of Quality
3
Techn. difficulty6
QFD - Quality Function DeploymentHouse of QualityToday the House of Quality, a combination of various matrices, lists and tables, is one of the most commonly used tools for implementing Quality Function Deployment to support the individual transformation steps in QFD process. The combination of the contents of the different matrices and tables, which in done by weighted relations, supports and evaluates the transformation of customer demands into quality characteristics.
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House of Quality - Procedure
Correlationsof the different
Quality Characteristics
3
Assessing the correlationbetween Production Requirements
and Quality Characteristics
4
Determination ofCustomer Requirements
1
What?
Selection of importantQuality Characteristics
2
How?
Ranking theQuality Characteristics
5
How much?
Deriving new target valuesand other indicators
6
Why?
House of Quality – Procedure:
1. Determination of Customer Requirements (What?)2. Selection of important Quality Characteristics (How?)3. Correlations of the different Quality Characteristics 4. Assessing the correlation between Customer Requirements and Quality Characteristics5. Ranking the Quality Characteristics (How much?)6. Deriving new target values and other indicators (Why?)
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House of Quality
Product B
Product A
Strong PositivePositive
Negative Strong Negative
Directionof Improvement
MaximumNeutral Minimum
++
--Strong Correlation = 9
= 3
= 1
Benchmarking- Customer View- Technical Evaluation
+-
Medium Correlation
Weak Correlation
cust
omer
eval
uatio
n
cap base shouldermaterial profil
customer requirements
importance % s
ilica
% fl
exib
ilise
r
quot
aof
trea
dde
epen
ings
tread
dept
h
dens
ety
hard
ness
angl
e
hard
ness
cust
omer
eval
uatio
n
rain capable 5
1 2 3 4 5 6
good emergency runningprosperties 1
low noise 3
low fuel consumption 4
high-speed capable 1
high durability 3
sportive handling 1
15% 10% 7% 6mm0,8
kg/dm390o
Shore A 10o 85o
Shore A
123456
69 75 94 78 51 43 6 107 8 10 8 6 5 1 1
technical evaluations
target values
absolute importanceimportance 1-10
- - + + +
qual
ity-
char
acte
ristic
s
Case study “car tyre”: Completely elaborated House of Quality
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Four Phases After ASI - American Supplier Institute
Easy-to-close doors
10N
Product planning
. . .
Extrusion pressure
30
Process planning
. . .
Extruder speed [n]
250
Production planning
. . .
Closing force [Fs]
7
sealing
Nmm²
Component planning
. . .
1min
Clo
sing
forc
e [F
s]
Pres
sing
pre
ssur
e [p
d]
Extru
der s
peed
[n]
Con
trolle
r
Four-Phases Model:Four different phases are usually distinguished in Quality Function Deployment. These phases relate to the QFD approach set up by the ASI (American Supplier Institute), which is the most strictly systematized one (Fig. 7.6-1). It distinguishes between:1. Product planning, 2. Component planning, 3. Process planning and 4. Production planning. Professor Akao, whose work the ASI approach is based on, does not make these sharp distinctions but defines four important areas of development: • Quality development, • Technology development, • Cost development and • Reliability development. The QFD process must be defined separately for each development project and consists of development activities from each of these four areas. However, the consistency of the development results shown in the figure above is lost most of the time.In almost every application case, companies acted according to ASI which ensures more systematic guidance but doesn’t attempt to integrate already existing development methods.
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Example: Gearbox
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QFD Gearbox Testing
Questions
Which tests have a high/ low influence on complaints?
Which complaints are insufficiently covered by test methods?
Analysis of QFD-MatrixSlightly correlated lines (complaints)
Slightly correlated lines point out complaints that are not adequately covered by test methods. It has to be figured out whether the applied test method can be improved concerning its effectiveness or if there are other suitable methods.
Slightly correlated columns (tests)Slighty correlated columns point out test methods which have a small influence on thepreceptibility of complaints. The effort has to be checked.
Supporting the Selection of Measuring DevicesThe QFD is a flexible tool which can be used for solving a huge variety of problems. One possible application of the QFD to support the selection of test procedures is given by this example. Therefore, the choice of measuring devices is adjusted to the prioritised complaints, by correlating them to the single devices.
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QFD Extract – Gearbox Testing Matrix
03Beschädigungen im R-Gang
Sch
altk
raft
und
-weg
0
No. 1 2 3 4 5 6 7 8 9
No. Complaint
Testing
Cus
tom
erpr
iorit
y
Rev
sm
easu
rem
ent
Dam
age
dete
ctio
n
Ord
er a
naly
sis
Det
ectio
nof
vib
ratio
ns
Sha
ftcl
amp
chec
k-up
Vis
ual c
heck
(com
plet
enes
s)
Oil
cont
rol
Con
trolo
f scr
ew-in
dept
h
Prod
ucts
umof
col
umns
1 3 9 272 3 9 273 3 045 9 9 816 7 3 217 5 9 458 9 9 819 9 9 81
147 27 27 0 0 0 81 81Oil-drain-screw inserted falslyProductsum of lines
Differential blockedDifferential rough runningWrong gear ratioOil level not okay
Noise in gears 1 to 5Damage in gears 1 to 5Noise reverse gear
Shi
fting
forc
e an
d di
stan
ce
3 0
0
Damages in reverse gear4
1
The chart shows a QFD for the choice of test procedures, using the example of a gearbox.The lines describe the coverage and therefore the detection of possible complaints by measuring devices. It turns out, that two possible complaints can’t be detected by the provided test methods (sum of line = 0). Ithas to be checked how these complaints could be eliminated. This procedure can also be applied in combination with a FMEA.The columns reflect the complaint-oriented benefits of the used test procedures. It turns out, that four test methods have no influence on the possible complaints (sum of column = 0) and it is therefore necessary to check whether or not these tests can be left out completely.
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Conflict of Aims Between Quality Characteristics Due To CustomerRequirements
Customer Requirements
Correlationbetween
CR und QC
Directionof Improvement
Korrelation
Quality Charcteristics
--
++Conflict betweenQuality Characteristics
Conjectural conflicts between different targets regarding quality characteristics may be solved by using inventive problem solving strategies like TRIZ.
Benchmarking(Technical view)
Techn. evaluation
Techn. difficulty
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Scattering of Ideas In Order To Solve Innovation Problems
Without explicit application of methods Application of TRIZ
Ideas to be found predominantly in direction of the „vector of psychological inertia“, few expandable ideas
Ideas to be found in all directions,many expandable ideas
Precise ideas within a narrow corridor
Problem Solution „Vector of psychological inertia“ Ideal final result
Application of classicalmethods of problem solving
• Time intensive
• Poor quality of results
• Time intensive
• Better quality of results
• Quickly found innovative solutions
• High quality of results
TRIZ – Developing Innovative Products and ProcessesScattering of ideas in order to produce an innovative solution.“TRIZ” is a Russian acronym and is translated as “Theory of Inventive Problem Solving (TIPS)”. TRIZ offers a more comprehensive beginning than the existing classical creativity techniques. By comparing this to the scattering of ideas, remarkable differences can be recognized. Without the explicit application of a method, only a few ideas, deviating from the familiar direction, can be developed. Ideally, typical creativity techniques such as brainstorming stimulate a lot of ideas. Usually, they even point in completely different directions and inspire many other ideas. The pursuit and investigation of these ideas can be very time-consuming. TRIZ allows an effective and efficient search for innovative solutions that is also oriented on an ideal final result. The TRIZ method limits the search field considerably, but supports creativity within that field. TRIZ also helps users to detach themselves from their psychological inertial vectors, i.e. from their usual thought patterns and structures.
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TRIZ - the Theory of Inventive Problem Solving
Key Findings
The precise description ofthe problem itself oftenleads to creative solutions.
Problems and solutionswere repeated across industries and sciences.
The evolution of engineering systems follows certain objective laws.
The inventive process canbe structured systematically.
Main ElementsThe Beginning
"Creativity is not a born gift.Every engineer
can learn to be inventive.“
Genrich Altschuller
There are universal principlesof invention that
are the basis for creativeInnovations.
Analysis of over 200 000Patents (up to 1985)
Regularities of the technical evolution
39 technical parameters
40 innovation principles
4 separation principles
Six ways to idealise
Material field analysis
76 standard solutions
Physical and technicaleffects
Basics of Theory of Inventive Problem SolvingThe TRIZ method is based on the findings of the Russian patent expert Genrich Altschuller from intensive patent analyses. He assumed that the paths which lead to inventions must follow certain regularities and which creativity can therefore be supported systematically. In his comparative examination of hundreds of thousands of patent specifications, Altschuller made some revealing discoveries. Armed with these findings, Altschuller developed his theory of inventive problem solving. He managed to condense the technical knowledge, which occurred in the patents, to convert it into an application-oriented tool, which can be applied easily, swiftly and without time-consuming research. One of the core elements of his work was the identification of 40 basic principles used repeatedly to solve technical problems with contradictory requirements or objectives. The TRIZ method has been extended by highly efficient tools and is now an empirical, highly systematic approach to innovation which represents the combined experience of over 2,5 million patents.
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40 Principles of Problem Solving by Altschuller (1/2)
1. Segmentation
2. Taking Out
3. Local Quality
4. Asymmetry
5. Merging
6. Universality
7. Nested Doll - Matrjoschka
8. Anti weight
9. Preliminarily anti action
10.Preliminarily action
11. Beforehand cushioning
12. Equipotentiality
13. The other way around
14. Spheroidality
15. Dynamics
16. Partial or excessive action
17. Another dimension
18. Mechanical vibrations
19. Periodic action
20. Continuity of useful action
Source: Quality Engineers
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40 Principles of Problem Solving by Altschuller (2/2)
21. Skipping
22. Blessing in disguise
23. Feed back
24. Intermediary
25. Self service
26. Copying
27. Cheap short living
28. Mechanics substitution
29. Pneumatics and hydraulics
30. Flexible shells an thin films
31. Porous materials
32. Colour changes
33. Homogeneity
34. Discarding and recovering
35. Change the state of physical property
36. Phase transitions
37. Thermal expansion
38. Strong oxidants
39. Inert atmosphere
40. Composite Materials
Source: Quality Engineers
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The 39 Features of Altschuller`s Contradiction Matrix 1 Weigh of moving object 21 Power *(jargon)
2 Weight of stationary object. 22 Loss of energy
3 Length of moving object 23 Loss of substance
4 Length of stationary object 24 Loss of information
5 Area of moving object 25 Loss of time
6 Area of stationary object 26 Quantity of substance/ the matter
7 Volume of moving object 27 Reliability
8 Volume of stationary object. 28 Measurement accuracy
9 Speed 29 Manufacturing precision
10 Force 30 External harm affects the object
11 Stress or pressure 31 Object-generated harmful factors
12 Shape 32 Ease of manufacture
13 Stability of the object`s 33 Ease of operation
composition 34 Ease of repair
14 Strength 35 Adaptability or versatility
15 Duration of action by a moving 36 Device complexity
object 37 Difficulty of detecting and measuring
16 Duration of action by a stationary. 38 Extent of automation
object 39 Productivity
17 Temperature 18 Illumination intensity * (jargon)
19 Use of energy by moving object
20 Use of energy by stationary objectSource: triz-journal
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Generating Breakthrough Solutions With TRIZ
TRIZ
Specificproblem
Inventive Problem:Improving one characteristicof a system without harmingother parts or characteristics.
Standardproblem
AbstractionSubstitute the problem by another one which can be solved with known means.
StandardsolutionTRIZ Tool
Use TRIZ tools for problem solving
Innovativesolution
Application
Apply the standard solution to your problem
Solution:
Problem Solving with TRIZThe procedure for the development of innovative design concepts can be separated into three steps for which one or more tools of TRIZ can be used. If necessary the following methods and techniques from other disciplines can be supplemented:- Analysis of the problem situation - Definition and prioritization of sub-problems - Synthesis and analysis of solutions
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The 3 pillars of modern TRIZ
TRIZ
SystemsInnovativesituation
questionnaire
Problemformulation
Ideality
Trimming
Systems:Supporting the precise analysis of the problemIdentification and handling of sub-problems
Knowledge
Substance-Field-
Analysis
Database ofscientific effects
Contradiction analysis
Knowledge:Extensive know-how from mechanics, physics, thermodynamics and chemistry
Analogy40 Principles
Separationprinciples
Patterns of evolution
76 standardsolutions
Analogies:Summarize insights from analysis of hundreds of thousands of patents
Quality Management – Prof. Schmitt Lecture 07
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TRIZ - Example Pizza Box – Setting of Task
Pizza Box with holes
lukewarm“sloppy”
Traditional solution (Trade-Off):
Aims (conflict):
Requirements:
Pizza hotPizza crunchy
Pizza Box:
closedopen contra
diction
contradiction
Source: Quality Engineers
TRIZ: Pizza Delivery As an ExampleThe application of TRIZ can easily be understood considering the example of a pizza delivery. Every customer desires a pizza which is hot and crunchy (requirements).The box should be closed to maintain the right temperature, but should be open to let the steam exhaust in order to keep the pizza crunchy. This leads to a contradiction. The current existing solution is unsatisfying. Pizza boxes with holes cause lukewarm and also sloppy pizzas.
Quality Management – Prof. Schmitt Lecture 07
Quality Management in early phases – Focus: Product L 07 Page 27© WZL/IPT
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TRIZ - Example Pizza Box - Contradiction
Technical parameters for this conflict
– Increase of temperature (17)
– No decrease of solidness (14)
1 Gewicht eines bewegten Objektes 21 Leistung
2 Gewicht eines stationären Objektes 22 Energieverschwendung
3 Länge eines bewegten Objektes 23 Materialverschwendung
4 Länge eines stationären Objektes 24 Informationsverlust
5 Fläche eines bewegten Objektes 25 Zeitverschwendung
6 Fläche eines stationären Objektes 26 Materialmenge
7 Volumen eines bewegten Objektes 27 Zuverlässigkeit
8 Volumen eines stationären Objektes 28 Meßgenauigkeit
9 Geschwindigkeit 29 Fertigungsgenauigkeit
10 Kraft 30 äußere negative Einflüsse auf Objekt
11 Druck oder Spannung 31 negative Nebeneffekte des Objektes
12 Form 32 Fertigungsfreundlichkeit
13 Stabilität eines Objektes 33 Benutzungsfreundlichkeit
14 Festigkeit 34 Reparaturfreundlichkeit
15 Haltbarkeit eines bewegten Objektes 35 Anpassungsfähigkeit
16 Haltbarkeit eines stationären Objektes 36 Komplexität in der Struktur
17 Temperatur 37 Komplexität in Kontrolle oder Steuerung
18 Helligkeit 38 Automatisierungsgrad
19 Energieverbrauch eines bewegten Objektes 39 Produktivität
20 Energieverbrauch eines stationären Objektes
Parameters 14 und 17
Source: Quality Engineers
In order to technically describe the contradiction 39 technical parameters are introduced. The “Pizza-Box-Problem” can be described by parameters 14 and 17.
Quality Management – Prof. Schmitt Lecture 07
Quality Management in early phases – Focus: Product L 07 Page 28© WZL/IPT
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TRIZ - Example Pizza Box – Contradiction Matrix
Principles of problem solving
– 10 : Preliminary action– 22 : Blessing in disguise– 30 : Flexible shells and thin films– 40 : Composite Materials
Contradiction MatrixNicht
erwünschteVeränderung
(Konflikt)
ZuverbessenderParameter
20
Wei
gh o
f mov
ing
obje
ct
Wei
gh o
f sta
tiona
ry o
bjec
t
Leng
th o
f mov
ing
obje
ct
Leng
th o
f sta
tiona
ry o
bjec
t
Area
of m
ovin
g ob
ject
Area
of s
tatio
nary
obj
ect
Volu
me
of m
ovin
g ob
ject
Volu
me
of s
tatio
nary
obj
ect
Spee
d
Forc
e
Stre
ss o
r pre
ssur
e
Shap
e
Sta
bilit
y of
the
obje
cts
com
posi
tion
1 4 8 122 3 5 6 7 9 10 11 13
- - 10,1435,40- 15,8
29,3429,1738,34 - 29,2
40,282,8
15,388,1018,37
10, 3637,40
1,3519,39
- 10,129,35
5,3514,2
13,1029,14- - 35,30
13,2 - - 8,1019,35
13,2910,18
26,391,40
8,1529,34 - - 1,8
10,29- 15,174 - 7,17
4,3513,4
817,10
41,835
1,815,34
- 35,82,14
13,1415,7
35,2840,29 - - 17,7
10,40 - - 28,10 1,1435
39,3735
2,1729,4 - - 5,34
29,4- 14,1518,4 - 7,14
17,429,304,34
19,3035,2
10,1536,28
11,213,39
- 26,79,39 - -30,2
14,18 - - - - 1,1835,36
10,1536,37 2,38
2,2629,40 - - 1,15
29,4- 1,74,35
1,74,17 - 29,4
38,3415,3536,37
6,3536,37
28,101,39
- 35,82,14
7,235
35,1019,14 19,14 - - - - 2,18
37 24,35 34,2835,40
2,2813,38 - - 35,15
18,34- 13,148
29,3034 - 7,29
3413,2815,19
6,1838,40
28,331,18
8,137,18 28,10 2,36
18,3710,3540,34
18,131,28
17,199,36
19,1015
1,1836,37
15,912,37
13,2815,12
18,2111
35,1021
10,3637,40
35,114,16 35,24 35,4
15,1013,2910,18
35,1036
10,1536,25
10,1535,37
6,3510
6,3536
36,3521
35,332,40
8,1029,40
13,1410,7
7,235
15,1026,3
29,345,4
5,344,10 - 14,4
15,2235,1534,18
35,1037,40
35,1510,14
33,118,4
21,352,39 37 34,28
35,4026,391,40
13,151,28
2,1113 39 28,10
19,3933,1528,18
10,3521,16
2,3540
22,118,4
1,840,15
15,1428,26
9,1417,15
10,3035,40
40,2627,1
1,158,35
3,3440,29
9,4028
10,1514,7
8,1326,14
´10,183,14
10,318,40
13,1735
19,534,31 - - 14,26
28,25- 2,199
3,1719 - 10,2
19,303,35
519,216
19,327
13,335
- 1,1035
35,3438 -6,27
19,16 - - - - - - - 39,335,23
36,226,38
15,199
35,64
14,2219,32
22,3532
15,199
3,3539,1835,38 34,39
40,182,2836,30
35,103,21
35,3919,2
1,3532
19,132 - - 32,302,35
3219,32
1619,32
26 - 2,1310
10,1319
26,196 - 32,3
2712,1828,31 - - 12,2
29- 12,28 15,1925 - 35,13
188,1535
16,2621,2
23,1425
19,1317,24
- - - -19, 96, 27 - - - - - 36,37 - 27,4
29,18
Weigh of moving object
Weigh of stationary object
Length of moving object
Length of stationary object
Area of moving object
Area of stationary object
Volume of moving object
Volume of stationary object
Speed
Force
Stress or pressure
Shape
Stability of the object`s composition
Strength
Duration of action by a moving object
Duration of action by a stationaryobjects
Temperature
Illumination intensity
Use of energy by moving object
Use of energy by stationary object
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
Stre
ngth
14
28,2718,4028,210,27
8,3529,34
15,1428,263,15
40,14
40
9,1415,7
9,1417,15
8,326,1435,1014,279,183,4030,1410,40
17, 915
27,310
-
10,3022,40
35,19
5,199,35
35
17 Temperatur 10, 3022, 40
14 F
estig
keit
Temperature
Stre
n gth
17
14
Source: Quality Engineers
The point of intersection in the contradiction matrix which belongs to the identified technical parameters provides principles by Altschuller that can be applied to the contradiction. For the “Pizza-Box-Problem”principles 10, 22, 30 and 40 are suitable.
Quality Management – Prof. Schmitt Lecture 07
Quality Management in early phases – Focus: Product L 07 Page 29© WZL/IPT
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TRIZ - Example Pizza Box - Contradiction Matrix
TRIZ Solution (source: Pizza Hut, NL)
Principle 40: Use of composite materials
Pizza lies on corrugated board withblotting paper
hot&
crunchy
Pizza
Source: Quality Engineers
Principle 40 was chosen: Use of composite materials. The Pizza Box is closed so the pizza remains hot. The pizza lies on corrugated board with blotting paper. So the steam is sponged and the pizza stays crunchy.
Quality Management – Prof. Schmitt Lecture 07
Quality Management in early phases – Focus: Product L 07 Page 30© WZL/IPT
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Example : Combination of QFD & TRIZ - Setting of Task
An overdose of sleeping pills is to be
anticipated
– Intentional overdose (suicide, …)
– Unintentional overdose (e.g. with elderor forgetful patients
Source: Quality Engineers
QFD and TRIZ CombinedThe following example will show how QFD and TRIZ can be used in combination. “How can an overdose of sleeping pills be anticipated?”
Quality Management – Prof. Schmitt Lecture 07
Quality Management in early phases – Focus: Product L 07 Page 31© WZL/IPT
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Example – Mind Map of Four Groups
1...10
11...20
21...30
31...40
Sleeping pill
Mix in an emeticDosing unit for pills with a lock
Instead
Autogenics
Sleeping chanel on pay TVCounting sheep on ARTETrain wagon on ARDCar on ZDF
Replace by wine
Abolish causes for sleeplessnessPack pills so complicated, that one falls asleep before second pill ist unpacked
Smaller package sizeBuy pills singleOnly one a day
Bitter substance Generate a bad taste
Implant segragating a daily doseMake pills large and angularDosing unit with a limit of outputReduce amount of activ agent inside the pillActiv agent will be excreted if concentration ist too high
Intelligent way of packing and meteringLower doseMix in placebos
Vomitting as feedbackPill includes anti-dote, which comes to work when a certain concentration is reached
Changes in colour Pills are resolved into water/ high concentration triggers change in colour
Aerosol instead of pills With time lock
EmeticSource: Quality Engineers
The ideas found can be checked by the means of a mind map. In this example the ideas are separated into the 40 principles of Altschuller.
Quality Management – Prof. Schmitt Lecture 07
Quality Management in early phases – Focus: Product L 07 Page 32© WZL/IPT
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Criteria For the Contribution To the Target
Acc
epte
d by
cus
tom
erPair-wise comparisontarget
Avoid overdoseObtain potencyAccepted by customer
Avoi
d ov
erdo
seO
btai
n po
tenc
y
Accepted bycustomer
Avoid overdose Obtain potency
Acc
epte
d by
cus
tom
er
Abs
olut
e im
porta
nce
Rel
ativ
e im
porta
nce
[1..1
0]
x
1 x
2 0
1
Source: Quality Engineers
Criteria, which contribute to the determination of the target, can be determined and evaluated by pair-wise comparison. In the example shown above, the Pareto Analysis provides the ranking of aim, that has to be achieved.
Quality Management – Prof. Schmitt Lecture 07
Quality Management in early phases – Focus: Product L 07 Page 33© WZL/IPT
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Criteria for Risk / Determination and Evaluation of Effort
Pair-wise comparisonrisk
Hard to realizeHigh effort
Time-to-marketCannibalism/ injurious malpractice
Har
d to
r eal
ize
Hig
h ef
fort
Tim
e-to
-mar
ket
Can
niba
lism
/ inj
urio
us m
alpr
actic
e
Hard to realizeHigh effortTime to MarketCannibalism/ injurious malpractice
1 2 0
1 0
0
Source: Quality Engineers
Besides achieving the aims, also risks have to be identified, which can also be done by pair-wise comparison. Canibalism and injurious malpractice represent the biggest risk.
Quality Management – Prof. Schmitt Lecture 07
Quality Management in early phases – Focus: Product L 07 Page 34© WZL/IPT
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QFD Rating Matrix
Ch e
mic
al c
o unt
er-m
e asu
r e
Abo
lish
slee
ples
snes
s
Alte
r nat
ive
to p
ills
Taki
ng u
npl e
asa n
t
Con
trolle
d ta
king
Target
Risk
Avoid overdoseObtain potencyAccepted by the customer
Hard to realizeHigh effortTime to MarketCannibalism/ injurious malpractice
7 9 3 33 33 3 3 39 910 9 33 31
5 3 9 13 33 9 1 33 92 3 39 31
10 0 99 00
Target PerformanceTarget Performance [1 ... 10]RiskRisks [1 ... 10]
180 6078 604010 34 3230 138180 30102 810 21
Source: Quality Engineers
A correlation matrix of the QFD divided into target and risk can provide an estimation of the ideas involved.
Quality Management – Prof. Schmitt Lecture 07
Quality Management in early phases – Focus: Product L 07 Page 35© WZL/IPT
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Portfolio of Concept Choice
Source: Quality Engineers
Risk
Targ
et
Chemical counter-measure
(emetic)
Abolish sleeplessness
Alternative to pillsControlled taking
Taking unpleasant
A Portfolio-analysis finally shows the solution that should be implemented by filling in the ideas into the four quadrants according to the results (target/risk). The idea which reaches the target best but also contains the lowest risk will be chosen.Here, an overdose will be prevented by adding emetics.