EFFECTIVE INNOVATION Don Clausing and Victor Fey Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a © 2004 by The American Society of Mechanical Engineers Three Park Avenue, New York, NY 10016 Co-published in the UK by Professional Engineering Publishing Limited, Northgate Avenue, Bury St Edmunds, Suffolk, IP32 6BW, UK ISBN: 1-86058-438-1 All rights reserved Printed in the United States of America Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher INFORMATION CONTAINED IN THIS WORK HAS BEEN OBTAINED BY THE AMERICAN SOCIETY OF MECHANICAL ENGINEERS FROM SOURCES BELIEVED TO BE RELIABLE HOWEVER, NEITHER ASME NOR ITS AUTHORS OR EDITORS GUARANTEE THE ACCURACY OR COMPLETENESS OF ANY INFORMATION PUBLISHED IN THIS WORK NEITHER ASME NOR ITS AUTHORS AND EDITORS SHALL BE RESPONSIBLE FOR ANY ERRORS, OMISSIONS, OR DAMAGES ARISING OUT OF THE USE OF THIS INFORMATION THE WORK IS PUBLISHED WITH THE UNDERSTANDING THAT ASME AND ITS AUTHORS AND EDITORS ARE SUPPLYING INFORMATION BUT ARE NOT ATTEMPTING TO RENDER ENGINEERING OR OTHER PROFESSIONAL SERVICES IF SUCH ENGINEERING OR PROFESSIONAL SERVICES ARE REQUIRED, THE ASSISTANCE OF AN APPROPRIATE PROFESSIONAL SHOULD BE SOUGHT ASME shall not be responsible for statements or opinions advanced in papers or printed in its publications (B7.1.3) Statement from the Bylaws For authorization to photocopy material for internal or personal use under those circumstances not falling within the fair use provisions of the Copyright Act, contact the Copyright Clearance Center (CCC), 222 Rosewood Drive, Danvers, MA 01923, tel: 978-750-8400, www.copyright.com Library of Congress Cataloging-in-Publication Data Clausing, Don Effective innovation : the development of winning technologies / Don Clausing and Victor Fey p cm Includes bibliographical references and index ISBN 0-7918-0203-5 Technological innovations Technological innovations—Management Inventions I Fey, Victor II Title T173.8.C58 2004 609—dc22 2003067453 Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a Table of Contents Preface xi Chapter 1: INTRODUCTION Chester Carlson—an Outstanding Innovator There are Inventions and Then There Are Inventions The Story of Television—Success With Innovation Summary: Effective Innovation Chapter 2: STEPS FOR SUCCESSFUL INNOVATION The Enterprise Context 11 The Product-Acquisition Context Effective Innovation Process 12 14 Interactive Activities for Effective Innovation 15 What Latent Needs are Unsatisfied 17 What Technology Integrations Are Important? 19 What Are the Important Market Segments? 20 Barriers to Beware of 20 Watt and the Steam Engine 21 Carlson and Xerography 21 Canon Copier Introduction Into the United States Cylinder-Valve Paving Breaker 22 Lessons Learned 23 Summary 22 24 Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a iv ■ TABLE OF CONTENTS Chapter 3: TECHNOLOGY STRATEGEY: CHOOSING DIRECTIONS The Challenge of Technology Innovation 25 27 Market Needs—Opportunities for Innovation Launch Innovations; Market Needs Growth Innovations; Market Needs 28 29 30 High-Potential Technologies to Satisfy Market Needs 31 Delphi method 31 Mathematical modeling 31 Scenario analysis 32 Morphological analysis 32 Introduction to TRIZ—Invention on Demand A Periodic Table for Technology Guiding Technology Evolution 33 35 38 Phase 1: Analysis of the Past System’s Evolution 40 Phase 2: Determination of Strategic Opportunities (High-Potential Inventions) 45 Law of Increasing Degree of Ideality 47 Law of Non-Uniform Evolution of Sub-Systems 48 System Conflicts and Architectural Innovations 52 Law of Transition to a Higher-Level System 55 Law of Increasing Flexibility 59 Law of Transition to Micro-Level 62 Law of Completeness 64 Law of Shortening of Energy Flow Path 66 Law of Harmonization of Rhythms 69 Applying the Laws and Lines of Technological System Evolution 70 Science, Technology, and the Market Summary 74 75 Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a TABLE OF CONTENTS ■ v Chapter 4: CONCEPT DEVELOPMENT Functions Actions 77 81 83 The Ideal Technological System System-Conflict Diagrams 84 84 Resolving System Conflicts 85 Resolving System Conflicts: Elimination of the Conflicting Components 85 Ideality Tactic Ideality Tactic Ideality Tactic 86 88 92 Resolving System Conflicts: Changing the Conflicting Components 93 Separation of Opposite Separation of Opposite Separation of Opposite Separation of Opposite and Its Parts 99 States In Time—Soldering 95 Properties In Time—Paper Feeder Properties In Space 97 Properties Between the Whole Resolving System Conflict: Eliminating the Harmful Actions Resolving System Conflicts—Conclusion 103 96 100 The Basic Technological System: the Substance-Field Model 104 Sufield—Basic Concept 104 Sufields—Further Development 107 Using Sufields to Innovate 107 Structural Changes to Sufield Diagram 108 Changes to Fields 109 Changes to Substances 110 Types of Applications or Objectives 110 Standards For Sufield Transformation 111 Retard Roll 111 Take-away Rolls 112 Summary of Sufields 113 Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a vi ■ TABLE OF CONTENTS The Algorithm for Inventive Problem Solving Problem formulation 114 Breaking psychological inertia 115 Combining the powers of various tools of TRIZ Putting It All Together: an Example 114 116 121 Log Debarking—Resolving a System Conflict 123 Novel Peristaltic Pump—Identifying a New Physics 126 Summary 131 Chapter 5: CONCEPT SELECTION 133 Pugh Concept Selection (and Generation) Step Step Step Step Step Step Step Step Step Step 135 1—Choose Criteria 136 2—Form the Matrix 138 3—Clarify the Concepts 138 4—Choose the Datum Concept 139 5—Run the Matrix 140 6—Evaluate the Ratings 142 7—Attack the Negatives and Enhance the Positives 8—New Datum—Rerun the Matrix 143 9—Plan Further Work 143 10—Iterate to the Winning Concept 144 Applications of the Pugh Concept Selection Process 143 144 Chapter 6: ROBUST NEW CONCEPTS 147 Challenge: Make the Innovation Work Well for Customers 149 Noises—Challenges to the Innovation 150 Environmental Variations 150 Variations in Production 152 Variations as the Result of Time and Use 152 Variations in Product Characteristics 152 Functional Noises 153 Failure modes 153 Failure Mode Measurement Method Failure Mode Measurement Method 156 157 Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a TABLE OF CONTENTS ■ vii Failure Mode Measurement Method 157 Secondary and Tertiary Failure Modes 158 Conclusion About Failure Modes 158 Shortcomings of Traditional Development Approach 158 Case Study 159 Problem Reaction 159 Limits of Problem Reaction 161 Traditional Culture 163 Valid Role for Problem Solving 164 Operating Window—Key for Reliability Robustness—Development Process 165 166 Step 1—Identification of the Critical Functional Variables 166 Step 2—Resources for Robustness 167 Step 3—Identification of Failure Modes and the Noises that Cause Them 168 Failure Modes Noises 169 168 Step 4—P Diagram 171 Step 5—Operating Window Determination Step 6—Improving the Operating Window Step 7—Completion 175 All Failure Modes 177 Critical-Parameter Drawing 178 172 173 Operating Window and Physical Contradictions Case Studies—Success in Practice Case Study Case Study 180 180 180 Introduction to Taguchi Methods 181 Dynamic Methods 181 S/N Ratio 183 Two-Step Optimization 185 Comparison of Operating Window and S/N Ratio Benefits 179 185 186 Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a viii ■ TABLE OF CONTENTS CHAPTER 7: TECHNOLOGY-READINESS ADULT Why You Want to Do a Technology-Readiness Audit Technology-Readiness Event Readiness Criteria 187 189 191 192 Robustness 192 Critical Parameter Management 193 Ideal Function/Failure Modes 196 Failure Modes/Critical Functional Parameters 196 Critical Function Parameters/Critical Specifications 197 Critical Specification/Critical Production and Field-Service Quality 197 Summary of CPM 197 Other Readiness Criteria 198 Other Readiness Criteria—Technical 198 Other Readiness Criteria—Total Value Chain Readiness in the Corporate Culture Conclusion 199 199 200 CHAPTER 8: TECHNOLOGY TRANSFER AND INTEGRATION Technology Selection 201 203 Pugh Selection Process 204 Selection Team 204 Selection Criteria 204 Readiness 204 Cost/Performance Superiority Integration 206 Non-Technical Criteria 206 Selection Completion Effective Transfer Cultural Barrier Transfer People Commercialization 205 208 208 208 209 210 Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a TABLE OF CONTENTS ■ ix CHAPTER 9: MANAGEMENT OF EFFECTIVE INNOVATION 211 Leadership of Effective Innovation 213 Managing the EI Process Successfully Integrate EI Into Product Acquisition Integrate With the Enterprise 218 214 215 Xerox PARC and the Personal Computer 3M Corporation 219 Barrier Summary 220 New Business 220 Spend the Right Amount 221 Get the Right People 222 Successful Management Summary 224 Transition to Effective Innovation 225 Getting the Right People 225 Transition to the Effective Innovation Process JIT Training LUTI 226 219 225 226 Funding 227 Integrate 227 Cultural Change 228 Management Summary 228 CHAPTER 10: EFFECTIVE INNOVATION—BENEFITS New Products 231 233 Types of New Products 233 Blockbuster Products 234 Technologically Improved Products Revenue 235 Keeping Ahead of the Competition 234 236 BIBLIOGRAPHY 239 INDEX 243 Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a N ew technologies attract customers Holding fast to the tried-andtrue technologies is represented today by buggy whips, steam engines, the mechanical typewriter, and horse-watering troughs These were all fine products and services in their time However, companies that held fast to these are out of business today New technology development is represented today by a myriad of products such as the internet, CDs, the jet airplane, and electric trains that go in excess of 180 miles per hour The planned systematic high-rate introduction of new products produces high corporate growth rates of 7% or greater, a doubling of revenue in 10 years or less Mere polishing of existing products leads to growth rates of less than 3%, or all too often to a downward spiral that leads to business extinction New technologies lead to new products that lead to sustained high rates of business growth NEW PRODUCTS New technologies lead to new products What is the role of new technologies in the new products that sustain business growth? In the forefront of the ongoing industrial revolution that started in the mid-18th century and is still going strong at the onset of the 21st century are the blockbuster new-technology products that launched rapid industrial growth The list of these products is familiar: steam engine, spinning jenny, reaper, trains, telegraph, telephone, electric power, movies, automobiles, airplanes, synthetic fabrics, computer, xerographic copier, laser, and many others Usually there was some predecessor technology, but the old technology was not effective enough to enable the industry to grow The new technology greatly improved the effectiveness and efficiency of the industry, and thus led to rapid expansion These are the products that everyone wishes to have TYPES OF NEW PRODUCTS The blockbuster products are the dream of every corporate officer They enable huge growth rates and large profits However, they are relatively Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a 234 ■ EFFECTIVE INNOVATION few and far between Although the total number of blockbuster products since the start of the industrial revolution is large, they account for a relatively small fraction of all of the new products that have sustained successful companies The types of new products are: Blockbuster products (revolutionary technology, such as xerography); launch rapid industrial expansion Technologically improved products; incorporate growth innovations Rearchitectured products Products improved by knowledge-based engineering (KBE) Products with cosmetic changes Often new products are some combination of these In this book we have described the effective innovation practices that lead to the first two types of products These are the products that provide the foundation for large corporate growth rates Blockbuster Products These are great products They lead to a monopoly position for several years, 10 in the case of the xerographic copier However, their creation and commercialization has usually been chaotic and time-consuming Most of them have started outside of major corporations The effective innovation that has been described in this book will enable entrepreneurial innovators to quickly and smoothly get their innovations developed The time to market will be reduced from the traditional very long time, 22 years for xerography, to a few years Technologically Improved Products The bulk of the technological development activity is of this type Compare the automobile of 1900 with the automobile of 2000 The latter is vastly superior to the former The great improvements in speed, reliability, and comfort of automobiles were made by technological improvements to the subassemblies and components of automobiles An example is the electric starter, which made automobiles accessible to women Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a EFFECTIVE INNOVATION—BENEFITS ■ 235 These growth innovations are of two types: New ways of providing a function that are more attractive to customers New auxiliary functions An example of the first is brakes They went from simple carriage brakes to drum brakes with mechanical linkage to hydraulic drum brakes to hydraulic disc brakes All of these performed the same function of stopping the car The progressive improvements increased the safety of the automobile with acceptable increases in cost An example of the second type is the car radio, pioneered by Motorola in 1930 This did not improve the transportation function, but provided entertainment to make the trip less boring Revenue The several situations of the effect of new technology on revenue are shown in Figure 10.1 Here the blockbuster technologies have been further analyzed as initial blockbuster technologies and secondary blockbuster technologies • Initial Blockbuster Technology • Requires a large latent market Copying in 1960 is an example: There was a huge desire to make copies, but the existing technology was so poor that very few copies were being made • The technology of the main function is changed Changing the printing technology from wet photography to xerography is an example This blockbuster new technology greatly improves customer satisfaction, and thereby taps into the latent market • Secondary Blockbuster • As in the initial blockbuster, the technology of the main function is changed • However, there is no longer a large latent market, many competitors have entered the industry, so the revenue effect is very good, but not as sensational as the earlier time when the new technology tapped into the unsatisfied latent market Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a 236 ■ EFFECTIVE INNOVATION REVENUE SUSTAINED TECHNOLOGICAL GROWTH SECONDARY BLOCKBUSTER FAILURE TO INVEST EFFECTIVELY IN NEW TECHNOLOGY INITIAL BLOCKBUSTER TECHNOLOGY YEARS FIGURE 10.1 Effect of new technology on revenue • Sustained Technological Growth • Many new technologies maintain a very good growth rate of corporate revenue, typically 7% or higher These new technologies are revolutionary, but to supporting functions, not the main function; a better paper feeder is an example • Failure to Invest Effectively in New Technology • Inadequate investment, or • Ineffective investment; i.e., failure to use the effective investment approaches that are described in this book KEEPING AHEAD OF THE COMPETITION The effective innovation that has been described in this book will directly greatly improve any innovation activities: Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a EFFECTIVE INNOVATION—BENEFITS ■ 237 Better performance/cost ratio Faster and smoother technology creation, transfer, and integration Much smoother entrance into production Shorter downstream development times Better teamwork between innovation and product commercialization The tremendous commercial benefits of effective new technology development are palpable The primary challenge is to introduce new technologies at a rate that will keep you ahead of the competition This will lead to business success when the other business functions are also performed with best-in-class performance Failure to introduce new technologies is guaranteed to cause business failure in any dynamic industry The connection between new technology development and economic success is clear “This work has permitted me to conclude fairly unambiguously that the association between technology and growth is indeed strong More of the same, in the absence of technology change, probably accounts for only a small portion, perhaps as little as 20% of total growth ” (Ranis, 1978) The large impact of effective new technology development on economic success is historically obvious Great Britain made great effort to retain its early technological leadership The export of workers was prohibited before 1825, and of machinery before 1842 The patent system is another large example of the value of new technology development The benefits of the new technology are reserved for a period of time for the original developers There is considerable evidence that successful corporations that are leaders of the old S-curve have trouble moving to the better S-curve An example is the cord that is used to reinforce the elastomer in tires The pattern in Figure 10.2, with a different company taking commercial leadership each time that the technology changed, is fairly common It is essential to apply the teachings in this book to move to the better Scurve before the competition takes away your revenue and profit 12After (Foster, 1986 (a,b)) Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a 238 ■ EFFECTIVE INNOVATION RELATIVE PERFORMANCE POLYESTER NYLON RAYON COTTON CUMULATIVE R&D EFFORT, $M 150 FIGURE 10.2 New technology in tire-cord material.12 If you not want to be left behind in the position of cotton while the leader has advanced to polyester, apply all of the elements of this book You will have fresh technologies that are ready to be flexibly applied in commercially powerful products Your competitors will be left behind, gasping We are confident that the effective innovation practices described in this book will greatly improve any innovation activity Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a BIBLIOGRAPHY Altshuller, G S., 1988(a) Creativity as an Exact Science, Gordon and Breach, New York, NY Altshuller, G S., 1988(b) “Algorithm for Inventive Problem Solving (ARIZ-85C),” The Thread in a Labyrinth, Karelia, Petrozavodsk, pp 11–50 (in Russian) Altshuller, G S., 1999 The Innovation Algorithm, The Altshuller Institute for TRIZ Studies, Worcester, MA Altshuller, G S and Shapiro, R B., 1956 “On the Psychology of Engineering Creativity,” Problems of Psychology, Vol 6, pp 37–49 (in Russian) Betz, F., 1993 Strategic Technology Management, McGraw-Hill, New York, NY Brealy, R A and Meyers, S C., 1991 Principles of Corporate Finance McGrawHill, New York, NY Brown, S and Rose, J., 1996 “FPGA and CPLD Architecture: A Tutorial,” IEEE Design and Test of Computers, Summer, pp 42–57 Brownlie, D T., 1992 “The Role of Technology Forecasting and Planning: Formulating Business Strategy,” Industrial Management & Data Systems, Vol 92, No 2, pp 3–16 Christensen, C., 1997 The Innovator’s Dilemma, Harvard Business School Press, Boston, MA Clausing, D., 1993 Total Quality Development—World-Class Concurrent Engineering, ASME Press, New York, NY Cohen, L., 1995 Quality Function Deployment, How to Make QFD Work for You Addison Wesley, Reading, MA Cusumano, M A and Markides, C C., editors, 2001 Strategic Thinking for the Next Economy, Jossey-Bass, Boston, MA, p 159 Dessauer, J H., 1971 My Years With Xerox, Doubleday & Company, Inc., Garden City, NY Drexler, K and Eric, Y., 1992 Nanosystems: Molecular Machinery, Manufacturing and Computation, John Wiley & Sons, New York, NY Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a 240 ■ BIBLIOGRAPHY Fey, V and Rivin, E., 1996–2002 Fundamentals of TRIZ, ME 5470 Course Manual (Wayne State University), The TRIZ Group, Detroit, MI Fey, V R and Rivin, E I., 1997 The Science of Innovation: A Managerial Overview of the TRIZ Methodology, The TRIZ Group, Southfield, MI Fey, V and Rivin, E., 1998 “Guided Technology Evolution,” Proceedings of the 4th Symposium on Total Product Development, City of Industry, CA, pp 1–19 Fey, V R., Rivin, E I., and Vertkin, I M., 1994 “Application of the Theory of Inventive Problem Solving to Design and Manufacturing Systems,” Annals of the CIRP, Vol 41, pp 107–111 Fey, V., Bodine, N., and Rivin, E., 2001 “A Strategy for Effective Technology Investment,” http://www.trizgroup.com/strategy Feynman, R P., 1959 “There’s Plenty of Room at the Bottom: an Invitation to Enter a New Field of Physics,” http://www.zyvex.com/nanotech/feynman.html Foster, R N., 1986(a) Innovation: The Attacker’s Advantage, Summit Books/Simon & Schuster, New York, NY Foster, R N., 1986(b) “Timing Technological Transitions,” Technology in the Modern Corporation, Horwitch, M., editor, Pergamon Press, New York, NY Fowlkes, W Y and Creveling, C M., 1995 Engineering Methods for Robust Product Design, Addison-Wesley, Reading, MA Glasmeier, A., 1997 “Technological Discontinuities and Flexible Production Networks: the Case of Switzerland and the World Watch Industry,” Managing Strategic Innovation and Change, Oxford University Press, Oxford, England, pp 24–42 Henderson, R H and Clark, K B., 1990 “Architectural Innovation: the Reconfiguration of Existing Product Technologies and the Failure of Established Firms,” Administrative Science Quarterly, Vol 35, pp 9–30 Hiltzik, M., 1999 Dealers of Lightning HarperBusiness, New York, NY Holmes, M F and Campbell, Jr., R B., 2004 “Product Development Processes— Three Vectors of Improvement,” Research Technology Management Iansiti, M., 1998 Technology Integration, Harvard Business School Press, Boston, MA Leifer, R et al., 2000 Radical Innovation: How Mature Companies Can Outsmart Upstarts, Harvard Business School Press, Boston, MA Lynn, G S., Morone, J G., and Paulson, A S., 1997 “Marketing and Discontinuous Innovation: the Probe and Learn Process,” Managing Strategic Innovation and Change, Oxford University Press, New York, NY, p 357 Martino, J P., 1983 Technological Forecasting for Decision Making, Elsevier Science Publishing, New York, NY McCarthy, J., 1983 “Reminiscences on the History of Time Sharing,” http:// www-formal.stanford.edu/jmc/history/timesharing/timesharing.html Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a BIBLIOGRAPHY ■ 241 McGrath, M E., 2001 Product Strategy for High Technology Companies, McGrawHill, New York, NY Merkle, R C., 1997 “It’s a Small, Small, Small World,” MIT Technology Review, February/March, pp 25–32 Phadke, M., 1989 Quality Engineering Using Robust Design, Prentice Hall, Englewood Cliffs, NJ Pugh, S., 1991 Total Design, Addison-Wesley, Reading, MA Ranis, G., 1978 “Science, Technology, and Development: A Retrospective View,” Science, Technology, and Economic Development: A Historical and Comparitive Study, Beranek, Jr W., and Ranis, G., editors, Praeger, New York, NY Raskin, A., 2003 “A Higher-Plane of Problem-Solving,” Business 2.0, June, pp 54–56 Rivin, E I., 2000 “Tooling Structure: Interface Between Cutting Edge and Machine Tool,” Annals of the CIRP, Vol 49, No 2, pp 591–634 Salamatov, Y P., 1999 TRIZ: The Right Solution at the Right Time, Insytec, B V., The Netherlands Shiba, S., Graham, A., and Walden, D., 1993 A New American TQM, Productivity Press, Cambridge, MA Stevens, G A and Burley, J., 1997 “3,000 Raw Ideas = Commercial Success,” Research Technology Management, May–June pp 16–27 Taguchi, G., 1993 Taguchi on Robust Technology Development, ASME Press, New York, NY Taylor, M B., et al., 2002 “The Raw Microprocessor: a Computational Fabric for Software Circuits and General Purpose Programs,” IEEE Micro, March–April, pp 25–35 Ulwick, T., 2002 “Turn Customer Input Into Innovation,” Harvard Business Review, January pp 91–97 Wissema, J G., 1982 “Trends in Technology Forecasting,” R&D Management, Vol 12, No 1, pp 27–36 Worlton, J., 1988 “Some Patterns of Technological Change in High Performance Computers,” Proceedings Supercomputing ’88, International Supercomputing Institute, St Petersburg, Florida, pp 312–319 Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a Index A Actions 83 harmful 83 undesirable 83 Algorithm for inventive problem solving (ARIZ) 114 flowchart of 117 Altshuller, Genrikh 33 Analysis of the past system’s evolution 40 Application-Specific Integrated Circuits (ASIC) 61 Architectural innovations 52 AT&T 28 Automobile 234 Autonomous technological system 64 B Barriers 20 Basic technological system 104 Bell Labs 28 Bias cord technology 27 Bi-systems 55 completely convoluted 59 homogeneous 56 with shifted properties 57 heterogeneous 57 partially convoluted 59 Brakes 235 Build/test/fix 159 Business strategy/vision 12 C Canon copier 22 Car radio 235 Carlson, Chester Commercial benefits 237 Commercialization program 203 Compact Strip Production Technology (CSP) 27 Competitive advantage 75 Completely convoluted bi and polysystems 59 Compromise solutions 49 Concept development 39 generation 14 selection 14, 40 selection criteria 137 Conflicting components 84 Conjoint analysis 28 Contextual inquiry 18 Control means 64 Convolution 58 Coordination of periodic motions 70 Corning 28 Corporate culture 199 Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a 244 ■ INDEX Corporate growth rates 233 Critical functional variables 166 Critical parameter drawing 178 Critical Parameter Management (CPM) 179, 193 plan 193 process 195 Cultural barrier 209 Cultural resistance 228 Customer surveys 28 Cylinder-valve paving breaker 22 D Datum 140 Dean, Jr., Robert C 206 DEC 27 Degree of ideality 47 Delphi method 31 Detail design 179 Distribution of inventions by novelty level 42 Domination of higher-level systems 71 E Economic success 237 Effective innovation 12 implementation of 213 leadership of 213 six steps for 15 team 227 Electronic gearbox 69 Engine 64 Engineering fields 106 Enterprise activities 218 barriers 220 context 11 processes 11 F Failure mode 153, 168 primary 155 Fault tree 167 Field 107 changes to 109 Field-Programmable Devices (FPDs) 62 Focus groups 28 Functional tree 81, 167 Functional variables 153 Functions 81 action 81 object 81 tool 81 Fundamental fields 106 G General Motors 29 Goodyear 27 Growth innovations 5, 30 H Harmful (undesirable) 83 Hierarchical structure 50 High potential technologies 31 Holmes, Maurice 206 Hot-rolling technology 27 Human components 65 Hybrid concept 143 I Ideal conditions 149 Ideal Final Result (IFR) 116, 117 Ideal system 84 Ideal technological system 84 Ideality tactics 86 Ideality tactic 86 Ideality tactic 86, 88 Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a INDEX ■ 245 Ideality tactic 86, 93 Important market segments 15 Initial model 149 Initial reliability 149 Innovation activity 43 Integrated circuit 59 Interactions of several laws and lines of evolution 72 Interactive activities 16 Interface team 217 K Kano diagram 18 Kodak 27 L Laser 75 Latent demand 30 Latent market 75 Latent needs 15 Launch innovation 5, 29 Law of completeness 47, 73 Laws of evolution 38 Law of harmonization 47 of increasing controllability 47, 108, 109 of increasing degree of ideality 46 of increasing flexibility of system 46 of increasing substance-field interactions 108 of non-uniform evolution of subsystems 46 of shortening of energy flow path 47 of transition from macro-to micro-level 46 of transition to a higher-level system 46, 73 Levels of inventions 42 Line of evolution 72 of increasing flexibility 37 primary 61 of technological system evolution 37 of transition to micro-level 64 of transition to self-adapting systems 62 M Macro-levels 63 Machine tool transmissions, evolution 68 Market-Attack Plan (MAP) 203 Market feedback 12 Market needs 29, 30 Master House of Quality 18 Mathematical modeling 31 MCI 28 Michelin 27 Micro-level structure 63 Microsoft 29 Maxi-problems 115 Mini-problems 115 Mistakes 159 Modularity 61 Mono-bi-poly 57, 59 Mono-systems 55 Morphological analysis 32 N Nanotechnology 63 Noise 150, 169 functional 153 three types of 150 Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a 246 ■ INDEX Novelty levels 41 Nucor steel 27 Number of inventions as a function of time 41 O Object 81 Operating window 165 Optical aligners 54 Real-options theory 222 Resource 117 Revenue 236 Right people 222 Robust 149 Robustness 161 development 14 rig 168 S P P diagram 171 Partially convoluted bi- and polysystems 58 Personal computers 61, 219 Physical contradiction 93 Polaroid 28 Poly-systems 55 completely convoluted 59 homogeneous 56 with shifted properties 57 heterogeneous 57 partially convoluted 59 Probe and learn process 28 Problem formulation 39, 114 Problem reaction 159 Problem solving 164 process 160 Process capability 194 Product acquisition 11 Product acquisition process 13 Product pipeline 12 Product-portfolio architecture 12 Psychological inertia, breaking 115 Pugh, Stuart 135 R Radial tire technology 27 Rapid industrial growth 233 Readiness 189 S-curve 38, 40, 70 Scenario analysis 32 Scientific effects 74 Selection team 204 Self-adapting systems 61 Separation of opposite properties between the whole and its parts 94 of opposite properties in space 93 of opposite properties in time 93 principles 93 Signal-to-noise ratio 183 Spiral of evolution 60 Steam engine 21, 74 Strategic Front End 216 Strategic opportunities 39 Stressing noises 173 Subordinate sub-systems 49 Substance changes to 110 Substance-field model 104 Substance-field resources 116 Sufield 104 complete 108 complex 108 double 107 initial 107 structural changes to diagram 108 standards for transformation 11 Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a INDEX ■ 247 symbols 105 triad 105 Swiss watch industry 74 Synchronization principle 71 System conflict 49 System-conflict diagram 84 T Taguchi, Genichi 150, 181 TechNav 38, 71 process for strategic technology development 39 tools of the process 122 Technology forecasting 31 integrations 15 interface 54 readiness 14, 189 readiness audit 191 strategy 14 transfer 14 Theory of Inventive Problem Solving 33 Thermodynamics 75 Time-sharing 70 Top-down budgeting 227 Total Quality Management (TQM) 160 Total value chain 198, 206 Tool 81 Trade-offs 49 Transfer team 210 Transistor 75 Transition to micro-level 63 Transmission 64 TRIZ 33 basic approaches 85 resolving system conflicts 85 structure 34 Two cultures 209 Two-dimensional operating window 177 Typical system-conflict diagrams 85 U U.S Steel 27 Use of resonance 70 W Working means 64, 65 X Xerox 1075 copier 180 Xerography 5, 21 Downloaded From: http://ebooks.asmedigitalcollection.asme.org/ on 01/05/2016 Terms of Use: http://www.asme.org/about-a ... least one of the steps is not done well, and the effectiveness of the innovation efforts suffers Often there is great emphasis on the step of Concept Generation the invention itself—and the other... reliability Innovation performance is measured by the number of new ideas per year, the hit rate2 of those ideas, the value to the customer of each successful idea, and the cost associated with the innovation, ... including the cost of development This book will help you greatly improve your hit rate and the value of the innovations, and greatly reduce the cost and time of innovation development If you follow the