The Altshuller Institute

for TRIZ Studies


Updated:29 December 2016

 

Dear TRIZ Colleagues,

Photo-UST-Nakagawa-130927From : Toru Nakagawa, Professor Emeritus, Osaka Gakuin University 

 

"TRIZ Home Page in Japan" has been updated tonight

   (dated Dec. 29. 2016) in the English and Japanese pages.

  

     http://www.osaka-gu.ac.jp/php/nakagawa/TRIZ/eTRIZ/

[1] Breakthrough Thinking with TRIZ for Business and Management

     (Valeri Souchkov; Japanese translation: Toru Nakagawa)

[2] A Training Seminar on 'How to Prepare and Write Reports'

     (Toru Nakagawa) (in Japanese page)

[3] Six-Box Scheme Representation of Published Papers

     (1) 18 Papers by Toru Nakagawa (2000 - 2016)

     (Toru Nakagawa)       (in English and in Japanese)

[4] Letters from Readers (Oct. - Nov., 2016)

   [4a] English page:   5 readers + Nakagawa

   [4b] Japanese page: 6 readers + Nakagawa

----------------------------------------------------

 

[1] Business TRIZ Introductory:

   Breakthrough Thinking with TRIZ for Business and Management: An Overview

     (Valeri Souchkov (The Netherlands);

     Japanese translation: Toru Nakagawa) (Nov. 23, 2016)

   An excellent introductory article by Valeri Souchkov posted

   in his Web site is translated into Japanese and is posted

   in the Japanese page of this site.

   In the English page, table of contents of his 20 page

   article is shown for your reference, together with the

   links to his earlier introductory articles appeared in

   the present site.

   The present article introduces TRIZ and its use for

   business and management to the ordinary business people

   in plain words without any prerequisite.  

   He puts stress on the way of thinking rather than tools.

   His way of using TRIZ for business and management has been

   proven to be easy to learn and effective to apply.  

 

[2] Conducting a Training Seminar on 'How to Prepare and Write Reports',

     (Toru Nakagawa)                         (Nov. 28, 2016)

   Every year since July 2010, I have conducted a training

   seminar on 'How to prepare and write reports' for 2 days

   (12 hours) to 50 nurses at Wakayama Prefectural Nursing

   Association.

   The seminar is a part of the First Level (for 150 hours) of

   the Course for Certified Nurse Administrators, organized

   by Japan Nursing Association.

   For the training text I use my article 'How to Prepare

   and Write Reports: Preparation of the Contents, Building

   the Structure, and then Writing Sentences', published in

   Communications of OGU and posted here on Oct. 10, 2010.

   I also give a presentation on 'How to Think for Creative

   Problem Solving', with 3 case studies,so as to demonstrate

   the Six-Box Scheme paradigm.

   Group exercises are also carried out.

   I use excerpts from OGU students' reports and ask the nurse

   trainees to brush them up.

   Then we go ahead to review and improve the nurses' own

   reports which were submitted beforehand for the course on

   the theme of 'Situations and tasks at my own work place'.

   See some more introduction in the English page.

   This training program has received much appreciation,

   to my pleasure.

 

[3] CrePS Research Note:   both in English and in Japanese Six-Box Scheme Representation of Published Papers

   (1) 18 Papers by Toru Nakagawa (2000 - 2016)

     (Toru Nakagawa)              (Dec. 27, 2016)

   18 papers which I published at international/domestic

   conferences every year since 2000 are represented in the

   overview format of the Six-Box Scheme,

   and are shown here together with their Abstracts,

   both in HTML (images) and in PDF .

   You may understand, I hope, the concept of the Six-Box

   Scheme, ways of representing works in the Six-Box Scheme overview, and also a history of my work for developing them.

   The Six-Box Scheme is a new paradigm of creative problem

   solving, which I found in 2004 in my study of TRIZ and USIT

   and I have been promoting activiely in a much more general

   context since 2012.  

   For the purpose of demonstrating the Six-Box Scheme, I have

   been trying till recently to make new case studies where

   various types of problems are solved along the Six-Box

   Scheme with some methods like USIT.  

   The demonstration has been proceeding only slowly with a

   limited number of case studies.

   I now realize, however, that almost all serious intellectual

   activities and their results can be described properly in

   the Six-Box Scheme.  

   Thus I made trials to describe a selection of my papers

   which I published in 2002, 2004-2005, 2012, and 2014,

   in the Six-Box Scheme.  

   Since the repesentations were found meaningful, I have

   described my 18 papers published every year from 2000 to

   2016 in the Six-Box Scheme, as you see here.

   Every published paper can be represented properly in the

   Six-Box Scheme, and should be worthy of doing so.  

   The Six-Box Scheme has such generality as a basic paradigm

   of creative problem solving.  

   Some of the papers, of course, emphasize some parts of the

   Six-Box Scheme and skipps some other parts.

   That is all right.

   The Six-Box Scheme representation plays the role of a

   template for describing intellectual activities/works,

   just like the standard format for filing patents.

 

[4] TRIZ Forum: Letters from Readers (Oct. - Nov., 2016)

[4a] English page:

   Michael Orloff (Germany), Syed Kamarulzaman Syed Kabeer

   (Malaysia), Sergey Sobolev (Russia),

   Valeri Souchkov (The Netherlands), Czes?aw CEMPELPoland);

   Toru Nakagawa

   M. Orloff writes the needs of modernizing and structuring

   TRIZ, and introduces his activities of educational and

   executive applications of his Modern TRIZ (MTRIZ).

   I made communications to V. Souchkov for preparing the

   Japanese translation of his article on 'TRIZ for Business

   and Management', and learned about a free software tool

   'yEd' for drawing diagrams.

   He mentions that he delivered a keynote lecture at a

   Russian domestic TRIZ conference to 350 participants and

   that in various countries in the world TRIZ proliferation

   activities are in good progress.

   C. Cempel is interested in the contradictions between

   Liberty and Love and further with Equality.

 

[4b] Japanese page:

   Akihiko Ikeda; Akio Harada; Tsunehisa Maekawa; Tatsuo Torii;

   Kozo Kuchitsu; Takehiko Itoh; Toru Nakagawa

   A. Harada mentions that the slogan of 'Liberty, Equality,

   and Love' of the modern world since the French Revolution

   may need to be reconsidered.

   Nakagawa responded: "Equality is a principle at the base of

   Fundamental Human Rights and hence at the core of Ethics.

   Since both Liberty (The 1st Principle) and Love (The 2nd

   Principle) are motivated and developed by Ethics, we may

   regard Ethics as The 0th Principle of Human Culture."

   T. Maekawa communicated about National Contest of

   Statistical Graphs for Elementary and Junior High School

   Pupils; 2 pages of his communication are posted in small

   images.

   The entrance page "Let's enjoy 'Think & Try' !" of the

   present home page has not been updated for over a year.

   I wish to have some voluntary co-Editor for this part.

   T. Torii writes "Toshio Takahara's theory is great for

   understanding contradictions systematically.

   I wish you dig much further concerning to the Principal

   Contradiction 'Liberty vs. Lave'."

   Professor K. Kuchitsu (who guided me as Associate Professor

   and Professor during my years of undergraduate, graduate,

   and Assistant) evaluated my recent article on 'How to

   prepare and write reports'.

   T. Maekawa communicated again about his episode that

   when he was a freshman at a company his boss guided him

   uniquely to write a report everyday; first a line,

   then a few lines, and finally a page.

 

Best wishes,

Toru Nakagawa

 

----------------------------------------------------------------

Toru Nakagawa, Dr., Professor Emeritus, Osaka Gakuin University

E-mail: This email address is being protected from spambots. You need JavaScript enabled to view it. [Main email address. for receiving.]

       This email address is being protected from spambots. You need JavaScript enabled to view it.   [for sending]

Editor of the "TRIZ Home Page in Japan":

   http://www.osaka-gu.ac.jp/php/nakagawa/TRIZ/eTRIZ/">URL:http://www.osaka-gu.ac.jp/php/nakagawa/TRIZ/eTRIZ/

Director of CrePS Institute:

   Publication of "TRIZ Practices and Benefits" book series

     (in Japanese)

   3-1-13 Eirakudai, Kashiwa, Chiba 277-0086, Japan.

----------------------------------------------------------------

By Haydn Shaughnessy, Contributor,

“I write about enterprise innovation”

Tech 3/07/2013 @ 6:32AM |50,392 views Forbes Magazine

Full article at: http://www.forbes.com/sites/haydnshaughnessy/2013/03/07/why-is-samsung-such-an-innovative-company/

Samsung is a global leader in screen technology, TVs, batteries, and chip design. So in terms of innovation it is doing a lot right. But we know very little about how.

Two developments convinced the company in the late 1990s and early 2000s that they could adopt a systematic approach to innovation and that is what seems to underpin their current success.

The first development provides a broader explanation for Samsung’s innovation capacity. In the late 1990s they were able to tap into a source of cheap scientific expertise in the former Soviet Union.

In 2009 BusinessWeek reported that Samsung relied on its relationships with Russian experts for its smartphone software development, adding: “Russian brains helped Samsung develop the image-processing chips in its digital TVs and refine its frequency-filtering technology that significantly reduced noise on its now-ubiquitous handsets.”

But a second effect of the relationship with Russian science was the introduction of TRIZ, an innovation method that Samsung adopted from 2000 onwards but which only reached American companies from the mid-2000s onwards (Intel is a user).

TRIZ is a methodology for systematic problem solving. Typical of its origins in Russia, it asks users to seek the contradictions in current technological conditions and customer needs and to imagine an ideal state that innovation should drive towards.

Samsung had early successes with TRIZ, saving over $100 million in its first few projects. It was also adopting Six Sigma at the time.

But it was TRIZ that became the bedrock of innovation at Samsung. And it was introduced at Samsung by Russian engineers whom Samsung had hired into its Seoul Labs in the early 2000s.

In 2003 TRIZ led to 50 new patents for Samsung and in 2004 one project alone, a DVD pick-up innovation, saved Samsung over $100 million. TRIZ is now an obligatory skill set if you want to advance within Samsung.

At the Samsung Advanced Institute for Technology, Hyo June Kim, who wrote The Theory of Inventive Problem Solving, a foundation text on TRIZ published in Korean, trained over 1,000 engineers across Samsung companies in 2004 alone.                  

What we know from this is how Samsung approaches innovation. Rather it is based on developing a creative elite. This explains how Samsung used TRIZ to get to its Super AMOLED displays.

Samsung Electronics has a sense of crisis that we have been a fast follower and we can not survive anymore in this position. Instead of leading the industry by developing innovative products, we have followed fast what the leading companies had developed. Top management pointed out this and asked employee not to be a fast follower, but to be an innovative leader.

At Samsung even the subsidiary CEO has to take TRIZ training. From looking at the various presentations I estimate that engineers get about 15 days of training plus 7 days specific project work. That’s quite an investment in method and people.

So the answer to why Samsung is so innovative – with at least two major product announcements this month – is that it is heavily invested in its people, it goes in search of special talent wherever it can find it, but specifically made astute moves into Russia early on; it targets its innovations towards specific competitors and patents that it wants to overhaul (as Apple did under Jobs); and it has an innovation culture based on extensive training, repeatable methodology and creative elite formation, backed by the highest levels of management.

To read the full article, click the link above.

donation

join now

Webinars