Innovative Problem Solving

using
Theory of Inventive Problem Solving (TRIZ)
(Teoriya Resheniya Izobretatelskikh Zadach)

Introduction to TRIZ
TRIZ Prof. P Achutha Rao, 1
CHANGE IS INEVITABLE

GROW TH IS OPTIONA L

INNOVATE OR PERISH
TRIZ Prof. P Achutha Rao, 2
 Creativity and Innovation

• Creativity = New Idea + Action

• Innovation = Creativity + Productivity
• Innovation = New Idea + Action + Productivity
• Innovation = theoretical conception + technical
invention + commercial exploitation.

Profitable Innovation = Innovation + Marketing

Marketing = Emotion and Expression (for Designers)

Marketing = Insight and Judgement (for Entrepreneurs)
Marketing = Product + Price + Place + Promotion (for MBA’s)

TRIZ Prof. P Achutha Rao, 3

 Creativity and Innovation

• Innovation is associated with value and usefulness

whereas creativity may not have any value unless it
leads to innovation.

• The goal of innovation is to create business value by

developing ideas from mind to market.

Human curiosity and desire drive the discovery and

Human NEED and WANT build the BUSINESS.

TRIZ Prof. P Achutha Rao, 4

 Changing Dimension Knowledge management,
Translate technological
of innovation – Past, developments from other fields

2000’s
Present & Future into own products, processes
and services

Globalisation, Cooperation with Market,

1990’s
Linked Customers to Product Development,
Focus innovation efforts to meet needs of its
customers, collaborative efforts
1980’s

Linking Technology, market and functions

of the organisation, tap new opportunities
offered by the technology
Volume Market Perspective, Efficient
1950’s, 1960’s

1970’s

Operation of the Whole Company,

Link internal abilities to external
operators and markets

Products based on Technological

Capabilities 5
TRIZ Prof. P Achutha Rao,
 What is Innovation?

• Innovation in an organization is aimed at increasing the

value of goods and services.

• The creation of substantial new value for customers and the

firm by changing one or more dimensions of the business
system.

• Innovation satisfies consumers’ future needs.

• Innovation can be incremental or radical.

• Innovation is a key to gaining competitive advantage.

TRIZ Prof. P Achutha Rao, 6

 What is Innovation?

Making Meaning

TRIZ Prof. P Achutha Rao, 7

 “Continuous Improvement”
Current
Situation
Law of Diminishing Returns
Start Here

The way most organizations THINK

Source: Darrell Mann, Hands-On Systematic Innovation, CREAX Press

TRIZ Prof. P Achutha Rao, 8
Current
Situation
“Continuous Improvement”

‘INNOVATION’

Source: Darrell Mann, Hands-On Systematic Innovation, CREAX Press

TRIZ Prof. P Achutha Rao, 9
Creativity

Creativity = THINKING DIFFERENTLY

Current Situation

Which direction to take to look for a creative solution?

TRIZ Prof. P Achutha Rao, 10

Innovation
Successful Exploitation of (New) Ideas

• New Ideas can come from • Systematic Generation of

– Other Industries New ideas
– your Competitors – Brainstorming
– Your Employees – Look at other’s
– Your Customers patented Inventions
– R&D ! (may be)

TRIZ Prof. P Achutha Rao, 11

Innovation

Innovation = DOING THINGS BETTER

Innovation = ACTION x KNOWLEDGE x CREATIVITY

TRIZ Prof. P Achutha Rao, 12

 Systematic Innovation
• Innovation requires creative ideas
• Is creativity random or systematic?
• Can we adopt the methods of the past –
trial and error now?

TRIZ Prof. P Achutha Rao, 13

 Creativity and Innovation

• Effective innovation requires productive-drive,

determination, and persistence.
• This effort needs to be ongoing, and efficient, and
Thomas Edison called it perspiration.

TRIZ Prof. P Achutha Rao, 14

 THOMAS EDISON
Inventor
1093 Patents
* Electric vote recorder
* Stock ticker
* Quadraplex telegraph
* Phonograph
* Light-bulb
* Electrical distribution system
* Motion picture camera
* Fluoroscope
* Dictating machine
* Telephone

“Genius is 1% inspiration and 99% perspiration.”

Carbon Light-bulb Filament - 6000+ experiments

Nickel/Iron Battery - 10,296 experiments

Creativity in Dark - Trial and Error Methods

Can we afford to follow these methods now?

TRIZ Prof. P Achutha Rao, 15
WHY Organizations Need New Methods?
1. Overcome Psychological Inertia
– Paradigms, habits
– Past successes, rewards & punishments
2. Individuals and organizations have
limited knowledge
3. Ordinary in one field, innovative in
another
– It is difficult to be expert in many areas

"Core competencies" can be limitations!

TRIZ Prof. P Achutha Rao, 16
 Genrich Altshuller

Invention derives from a problem

analysis revealing a contradiction
TRIZ Prof. P Achutha Rao, 17
 SELECT
DEFINE
TOOL

GENERATE
EVALUATE
SOLUTIONS

Excellence

Ideality
Philosophy Resource
Functionality
Contradiction
Space/Time/Interface

Method A complete problem

definition/solving process

Inventive Principles IFR

Trends
Tool S-Fields
Contradiction Matrix
Subversion
Function Knowledge/
Analysis
PI Tools Analysis Effects

Theory of Inventive Problem Solving (TRIZ) Trimming Resources Separation Principles

TRIZ Prof. P Achutha Rao, 18

TRIZ: Creativity when you want it!
• Data-based creativity and innovation
– Systematic
– Predictable
• Works for “left brain”
technical people and
“right brain” creative
people

TRIZ Prof. P Achutha Rao, 19

Major Themes of TRIZ

• Somebody, someplace, has already solved

your problem – or one very similar. Now
you need to find out how.
• Don’t compromise. SOLVE the problem, or
eliminate it, but don’t accept a compromise.

TRIZ Prof. P Achutha Rao, 20

TRIZ = Theory of Inventive Problem Solving

• Manages Complexity
• Defines & Solves Problems
• Puts Problems in the right context
• Distilled from Engineering Success
• 1500 person-years of research
• Applicable to technical and non-technical problems
• Controlled Creativity or ‘Systematic Innovation’

TRIZ Prof. P Achutha Rao, 21

 History
• 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

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
TRIZ Prof. P Achutha Rao, 22
Solve the Quadratic Equation

3x²+5x+2=0

TRIZ Prof. P Achutha Rao, 23

 Analogous Thinking

Abstract Problem Abstract Solution

ax²+bx+c=0 x=1/2a(-b±√b²-4ac)

3x²+5x+2=0 Specific Solution

x=-1,-2/3

TRIZ Prof. P Achutha Rao, 24

Inventive Problems
• The other type of problem is one with no
known solution. It is called an inventive
problem and may contain contradictory
requirements.
• In modern times, inventive problem solving has
fallen into the field of psychology where the links
between the brain and insight and innovation are
studied.
• Methods such as brainstorming and trial-and-
error are commonly suggested.
• Depending on the complexity of the problem,
the number of trials will vary.

TRIZ Prof. P Achutha Rao, 25

Inventive Problems
• If the solution lies within one's experience or
field, such as mechanical engineering, then
the number of trials will be fewer.
• If the solution is not forthcoming, then the
inventor must look beyond his experience
and knowledge to new fields such as
chemistry or electronics. Then the number of
trials will grow large depending on how well
the inventor can master psychological tools
like brainstorming, intuition, and creativity.

TRIZ Prof. P Achutha Rao, 26

Inventive Problems
• A further problem is that psychological tools
like experience and intuition are difficult to
transfer to other people in the organization.

• This leads to what is called psychological

inertia, where the solutions being
considered are within one's own experience
and do not look at alternative technologies to
develop new concepts

TRIZ Prof. P Achutha Rao, 27

Inventive Problems
• How can we improve a car headrest?

• How do I minimize the damage from the

impact of the human head against a headrest
(anti--whiplash active headrest)
(anti

Will you look in the Base Ball Literature

TRIZ - Introduction Prof. P Achutha Rao

Inventive Problems
How can we improve a car headrest?

• How do I stop without harm a moving object that

suddenly stops? Where else does this happen?

HOW LONG HAVE CATCHERS’ MITTS BEEN

AROUND?

TRIZ - Introduction Prof. P Achutha Rao

 Inventive Problems
• 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.

TRIZ Prof. P Achutha Rao, 30

Inventive Problems
• This is seen in figure where the ideal solution is
electromechanical but is outside the experience of the
mechanical engineer and so remains untried and may even
be invisible

TRIZ Prof. P Achutha Rao, 31

Systematic Innovation

TRIZ Prof. P Achutha Rao, 32

 The TRIZ approach

World’s World’s
problems solutions

Your Your
Problem Solution

TRIZ Prof. P Achutha Rao, 33

The TRIZ approach

TRIZ Prof. P Achutha Rao, 34

Prof. P Achutha Rao TRIZ
Inventive Problems
• Altshuller screened over 200,000 patents looking for
inventive problems and how they were solved.
• Of these, only 40,000 had somewhat inventive solutions;
the rest were straight forward improvements.
• Altshuller defined an inventive problem as one in which
the solution causes another problem to appear, such
as increasing the strength of a metal plate causing its
weight to get heavier.
• Usually, inventors must resort to a trade-off and
compromise between the features and thus do not achieve
an ideal solution.
• In his study of patents, Altshuller found that many described
a solution that eliminated or resolved the contradiction
and required no trade-off.

TRIZ Prof. P Achutha Rao, 36

Inventive Problems - Levels
• In the 1960s and 1970s, he categorized the solutions into five
levels:
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.
TRIZ Prof. P Achutha Rao, 37
Inventive Problems – Levels
• In the 1960s and 1970s, he categorized the solutions into five
levels:

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 Prof. P Achutha Rao, 38

Inventive Problems
• He also noted that with each succeeding level, the source
of the solution required broader knowledge and more
solutions to consider before an ideal one could be found.
His findings are summarized in Table 1.

TRIZ Prof. P Achutha Rao, 39

 Over all Patent Search Strategy

PATENT

Establish Level
of Invention

Further
Analysis No
?

Contradiction Standards Knowledge / Trends

Analysis Analysis Effects Analysis

TRIZ Prof. P Achutha Rao, 40

Separation of stalk and seeds from the pod (sweet pepper)
COMPRESSED
AIR
STALK

POD

1. Place pods in an airtight container.

2. Increase pressure gradually to 8 atmospheres.
3. The pods shrink, and this results in fracturing at the weakest point ,
where the pod bottom joins the stalk .
4. Compressed air penetrates the pepper at the fractures . The inside and
outside pressures are equalized .
5. Release quickly the inside pressure.
6. Pod bursts at its weakest point and the pod bottom is ejected taking the
seeds with it.
TRIZ Prof. P Achutha Rao, 41
Shelling cedar nuts

1. Place under water in a pressure cooker

2. Heat until pressure reaches several atmospheres
3. Drop quickly the pressure to 1 atmosphere
4. After overheated high pressure water penetrates
the nuts,the sudden pressure drop, the resulting
strain, causes the shells to break and fly off.

TRIZ Prof. P Achutha Rao, 42

Husking sunflower seeds:

1. Load into a sealed

container
2. Increase pressure
3. Decrease pressure
quickly.
4. Air that penetrates the
husks under high
pressure expands as
pressure drops, there by
splitting and releasing
husks.
Producing sugar powder
Similar procedure as above using low pressure breaks crystals into
powder.

TRIZ Prof. P Achutha Rao, 43

TRIZ Features Unique Solution Generation Capabilities

TRIZ Systematic Innovation Scheme:

SELECT
DEFINE SELECT
DEFINE TOOL
SELECT
DEFINE TOOL
TOOL
IMPLEMENT
GENERATE
EVALUATE GENERATE
EVALUATE SOLUTIONS
GENERATE
EVALUATE SOLUTIONS
SOLUTIONS

DSSE - Define, Select, Solve, Evaluate

TRIZ Prof. P Achutha Rao, 44
 TRIZ TOOLS

• Thinking in Time and Space

– System Operator (9 Windows)
• Problem Definition
– Function Attribute Analysis
– S-Curve Analysis
– Ideal Final Result

TRIZ Prof. P Achutha Rao, 45

 TRIZ TOOLS
• Select tool
– Technical Contradictions/Inventive Principles(40 Principles )
– Physical Contradictions
– S-Field Analysis/Inventive Standards
– Trends of Technical Evolution
– Resources
– Knowledge/Effects
– Trimming
– Algorithm for Inventive Problem Solving (ARIZ)
– Ideal Final Result
– Subversion Analysis
• Solution Evaluation

TRIZ Prof. P Achutha Rao, 46

 Problem/Opportunity

BOUNDARY
S-CURVE
CONDITIONS ‘V A L U E ’ = B e n e fits /(C o s ts + P e n a ltie s )

DEFINE - Benefits FUNCTION

- Resources 3 r d G E N … ..
ANALYSIS
- Constraints 2nd GEN

- (‘Sore Point’) 1 st G EN

SELECT Direction
Y N
Clear?
* Knowledge
* Contradictions
* Ideality
ARIZ
* Trends
* S-Fields
* Trimming
SOLVE * Subversion
Analysis
* (non-TRIZ tools)

Solutions? N Operators
PI tools

EVALUATE Good N
Enough?

TRIZ Y Prof. P Achutha Rao, 47

Define Select Solve Evaluate Process

Ideal Function/
S-Curve Problem SELECT
Final
Analysis
Attribute
Explorer DEFINE
Result Analysis TOOL

GENERATE
EVALUATE
SOLUTIONS

TRIZ Prof. P Achutha Rao, 48

 PROBLEM SOLUTION

PROBLEM DEFINITION

‘If you can define a problem, it can be solved’ - Edwin Land

TRIZ Prof. P Achutha Rao, 49

What do you think of when we say

TREE
?

TRIZ Prof. P Achutha Rao, 50

Thinking In Time and Space

Tree

TRIZ Prof. P Achutha Rao, 51

Thinking In Time and Space

Plain Forest Coal

Seed Tree Timber

DNA Fruit Pie

TRIZ Prof. P Achutha Rao, 52

Thinking In Time and Space

Plain Forest Coal

Seed Tree Timber

DNA Fruit Pie

TRIZ Prof. P Achutha Rao, 53

SYSTEM OPERATOR (‘9 Windows’)

SUPERSYSTEM

SYSTEM

SUBSYSTEM

PAST PRESENT FUTURE

TRIZ Prof. P Achutha Rao, 54

SYSTEM OPERATOR (‘9 Windows’)

As soon as we define a problem, our brains immediately try and

focus in on this box

SUPERSYSTEM

SYSTEM

SUBSYSTEM

PAST PRESENT FUTURE

TRIZ Prof. P Achutha Rao, 55

SYSTEM OPERATOR (‘9 Windows’)

Use the other 8 windows to help think about what the ‘right’
problem is

SUPERSYSTEM

SYSTEM

SUBSYSTEM

PAST PRESENT FUTURE

TRIZ Prof. P Achutha Rao, 56

SYSTEM OPERATOR (‘9 Windows’)
Expand the Window
TIME:
Past, Near-Term Past,
Mid-term Past, Long-term
Past
SYSTEM:
Sub system, Sub-sub
system, Super System, SUPERSYSTEM
Super-super system etc.

SYSTEM

SUBSYSTEM

PAST PRESENT FUTURE

TRIZ Prof. P Achutha Rao, 57

SYSTEM OPERATOR (‘9 Windows’)
Expand the Window

TRIZ Prof. P Achutha Rao, 58

SYSTEM OPERATOR (‘9 Windows’)
9 Window can be created
SUPERSYSTEM in different levels to
reflect levels of Progress:
Physical
SYSTEM Performance
Capabilities
Beliefs and values
SUBSYSTEM
Identity etc.
PAST PRESENT FUTURE

TRIZ Prof. P Achutha Rao, 59

 Identity

Beliefs & Values

Capabilities

Performance

Physical

TRIZ Prof. P Achutha Rao, 60

SYSTEM OPERATOR (‘9 Windows’)

System Operator - Pen Design

SUPERSYSTEM

SYSTEM

SUBSYSTEM

PAST PRESENT FUTURE

TRIZ Prof. P Achutha Rao, 61

System operator – Pen design

TRIZ Prof. P Achutha Rao, 62

Systematic Innovation

Contradictions
Conflict resolution

TRIZ Prof. P Achutha Rao, 63

Finding the Contradictions
• What are we trying to improve?
• What gets worse as we try and improve it?
What’s stopping us?

TRIZ Prof. P Achutha Rao, 64

The Design Process As A Fluid-Filled Bag

Weight
Cost
Volume

Environmental
Impact
Manufacturability

Use-ability Efficiency
Reliability
Performance
Durability

etc

TRIZ Prof. P Achutha Rao, 65

TRIZ - Contradiction Matrix Elements
– System characteristics
1. Weight of moving object
21. Power
2. Weight of stationary object
22. Waste of energy
3. Length of moving object
23. Waste of substance
4. Length of stationary object
24. Loss of information
5. Area of moving object
25. Waste of time
6. Area of stationary object
26. Amount of substance
7. Volume of moving object
27. Reliability
8. Volume of stationary object
28. Accuracy of measurement
9. Speed
29. Accuracy of manufacturing
10. Force
30. Object affected harmful effects
11. Tension, pressure
31. Object generated side effects
12. Shape
32. Manufacturability
13. Stability of object
33. Convenience of use
14. Strength
34. Repairability
15. Duration of action - moving object
35. Adaptability
16. Duration of action - stationary object
36. Complexity of device
17. Temperature
37. Complexity of control
18. Brightness
38. Level of automation
19. Use of energy by moving object
39. Productivity
20. Use of energy by stationary object
TRIZ Prof. P Achutha Rao, 66
TRIZ - The 40 Inventive Principles
1. Segmentation 21. Skipping
2. Extraction 22. ‘Blessing in Disguise’
3. Local Quality 23. Feedback
4. Asymmetry 24. Intermediary
5. Combination 25. Self-Service
6. Universality 26. Copying
7. ‘Nested Doll’ 27. Cheap/Short Living
8. Counterweight 28. Mechanics Substitution
9. Prior Counter-Action 29. Pneumatics and Hydraulics
10. Prior Action 30. Flexible Shells/Thin Films
11. Prior Cushioning 31. Porous Materials
12. Equi-potentiality 32. Colour Changes
13. ‘The Other Way Round’ 33. Homogeneity
14. Spheroidality 34. Discarding and Recovering
15. Dynamics 35. Parameter Changes
16. Partial or Excessive Action 36. Phase Transitions
17. Another Dimension 37. Thermal Expansion
18. Mechanical Vibration 38. Strong Oxidants
19. Periodic Action 39. Inert Atmosphere
20. Continuity of Useful Action 40. Composite Materials

TRIZ Prof. P Achutha Rao, 67

CONTRADICTIONS: TECHNICAL & PHYSICAL
TECHNICAL CONTRADICTION ANALYSIS
[INVENTIVE PRINCIPLES] [1956-
[1956-1971]

SYSTEM CHARACTERISTIC A x SYSTEM CHARACTERISTIC B

INVENTIVE PRINCIPLES

SEPARATION PRINCIPLES

SYSTEM CHARACTERISTIC A x SYSTEM CHARACTERISTIC A

PHYSICAL CONTRADICTION ANALYSIS

[SEPARATION PRINCIPLES][1979]

TRIZ Prof. P Achutha Rao, 68

 Strong positive

Positive
6
Strong negative
Negative

3 Project objectives

Improvement rate
Angle of opening
Technical QFD applied to design
4

Opening steps
parameters

Em p ty weight

Closing force

Wear of loc k
of an Attaché case

Target value
Safety lock

Segm ents

Weight %
Material
Volum e

Weight
2 Product evaluation
1 importance 1 2 3 4 5
Easy to carry 54 6 6 2 4 1 2.00 6
Easy to open 20 60 4 5 1.7 6.8 20
60 180
Easy to fill contents 30 270
o 99 4 5 2.5 10 30
Adjustable capacity 27 9 9 9 1 4 1 1 3
Easy to close 36 36 3 4 1.3 3.9 12
108
Durable 15 45 5 4 1 5 15
135 135 135
Stable when standing 27 27 9 3 4 1 3 9
Privately accessible
5 2 3 1 2 6
54 18 6
138 150 57 333 305 150 99 153 231 1616 33.7 100
9 9 4 21 19 9 6 9 14 100

Deg-
Measurement unit Cm 3 Type Kg # # Type rees N #
Strong relationship(=9)
Our product 394 X 2.4 6 5 K 80 0.45 5000 7 Medium relationship(=3)

Competitive product 416 Y 2.2 4 6 L Weak relationship(=1)

85 0.32 3500
Our product
Target value 394 X 2.4 2 8 K 80 0.45 5500 9 Competitive product

TRIZ Prof. P Achutha Rao, 69

CONTRADICTION ELIMINATION PROCESS

ANALYZE THE TECHNICAL SYSTEM
– Determine the system characteristics required (or desired) to be
improved

STATE THE TECHNICAL CONTRADICTION
– Determine what system characteristics are not acceptable as
deteriorations while trying to improve the required (or desired) system
characteristics
– Identify contradictions to be eliminated or resolved

RESOLVE THE TECHNICAL CONTRADICTION
– Use contradiction matrix and look for recommended principles
– Study examples to understand how these principles have been used to
resolve the conflicts in past
– First think using recommended inventive principles as triggers to
probable solutions and later using other principles if it is not helping (or
otherwise)
– Note down your solutions and put them to evaluation to identify the most
effective
– If the solution is patentable, file for the patent

TRIZ Prof. P Achutha Rao, 70

Partial contradiction
Matrix

TRIZ Prof. P Achutha Rao, 71

 Worsening Factor
1 2 3 4 ……………………………………………………………… …………………..36 37 38 39
1
2 Physical
3
4
Concept/
Birth
Performance
Improving Factor

Efficiency

Growth

‘llity/Cost

Maturity /

36 Retirement
37
38
39

Sequence of Parameters and Relationship to Evolutionary S - Curve

TRIZ Prof. P Achutha Rao, 72
 Physical

Performance

Efficiency

‘ility

Manufacture/Cost

TRIZ Prof. P Achutha Rao, 73

 WEIGHT of STATIONARY OBJECT

DURATION of ACTION of MOVING

USE of ENERGY by STATIONARY

OBJECT-GENERATED HARMFUL
AREA OF STATIONARY OBJECT

ADAPTABILITY or VERSATILITY
OBJECT-AFFECTED HARMFUL

DIFFICULTY of DETECTING and

LECNGHT OF MOVING OBJECT

MANUFACTURING PRECISION
VOLUME OF MOVING OBJECT

DURATION of STATIONARY of
WEIGHT OF MOVING OBJECT

MEASUREMENT ACCURACY
USE of ENERGY by MOVING
AREA OF MOVING OBJECT

QUALITY of SUBSTANCE /
VOLUME OF STATIONARY
LENGTH OF STATIONARY

ILLUMINATION INTENSITY

EXTENT of AUTOMATION
EASE of MANYFACTURE
WORSENING FEATURE

STABILITY of OBJECT'S
STRESS OR PRESSURE

LOSS of INFORMATION
LOSS of SUBSTANCE

DEVICE COMPLEXITY
EASE of OPERATION
FORCE (INTESITY)

LOSS of ENERGY
MOVING OBJECT

EASE of REPAIR
TEMPERATURE

PRODUCTIVITY
COMPOSITION

LOSS of TIME

MEASURING
RELIABILITY
STRENGTH

FACTORS

FACTORS
MATTER
OBJECT

OBJECT

OBJECT

OBJECT

OBJECT

POWER
SHAPE
SPEED
IMPROVING FEATURE
1 2 3 4 5 6 7 9 10 8
11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39
+ - 15,8, - 29,17, - 29,2, -
2,8, 8,10, 10,36, 10,14, 1,35, 28,27, 5,34, - 6,29, 19,1, 35,12, - 12,36, 6,2, 5,35, 10,24, 10,35, 3,26, 1,3, 28,27, 28,35, 22,21, 22,35, 27,28, 35,3, 2,27, 29,5, 26,30, 28,29, 26,35, 35,3,
1 WEIGHT of MOVING OBJECT
29,34 38,34 40,28 15,38 18,37 37,4 35,4 19,39 18,4 31,35 4,38 32 34,31 18,31 34,19 3,31 35 20,28 18,31 11,27 35,26 26,18 18,27 31,39 1,36 2,24 28,11 15,8 36,34 26,32 18,19 24,37
- + - 10,1, - 35,30, - 5,35, - 8,10, 13,29, 13,10, 26,39, 28,2, - 2,27, 28,19, 19,32, - 18,19, 15,19, 18,19, 5,8, 10,15, 10,20, 19,6, 10,28, 18,26, 10,1, 2,19, 35,22, 28,1,9 6,13, 2,27, 19,15, 1,10, 25,28, 2,26, 1,28,
2 WEIGHT of STATIONARY OBJECT
29,35 13,2 14,2 19,35 10,18 29,14 1,40, 10,27 19,6 32,22 35 28,1 18,15 28,15 13,30, 35 35,26 18,26 8,3 28 35,17 22,37 1,39 1,23 28,11 29 26,39 17,15 35 15,35
8,15, - + - 15,17, - 7,17, - 13,4,8 17,10, 1,8,35 1,8, 1,8, 8,35, 19 - 10,15, 32 8,35, - 1,35 7,2, 4,29, 1,24 15,2, 29,35 10,14, 28,32, 10,28, 1,15, 17,15 1,29, 15,29, 1,28, 14,15, 1,19, 35,1, 17,24, 14,4,
3 LENGTH of MOVING OBJECT
29,34 4 4,35 4 10,29 15,34 29,34 19 24 35,39 23,1 29 29,4 4 29,37 17,24 17 35,4 10 1,16 26,24 26,24 26,16 28,29
35,28, - + - 17,7, - 35,8, - 28,1 1,14, 13,14, 39,37, 15,14, - 1,10, 3,35, 3,25 - 12,8 6,28 10,28, 24,26, 30,29, 15,29, 32,28, 2,32, 1,18 15,17, 2,25 3 1,35 1,26 26 30,14,
4 LENGTH of STATIONARY OBJECT
40,29 10,4 2,14 35 15,7 35 28,26 35 38,18 24,35 14 28 3 10 27 7,26
2,17, - 14,15, - + - 7,14, 29,30, 19,30, 10,15, 5,34, 11,2, 3,15, 6,3 - 2,15, 15,32, 19,32 - 19,10, 15,17 10,35, 30,26 26,4 29,30, 29,9 26,28, 2,32 22,33, 17,2, 13,1, 15,17, 15,13, 15, 30 14,1, 2,36, 14,30, 10,26,
5 AREA of MOVING OBJECT
29,4 18,4 17,4 4,34 35,2 36,28 29,4 13,39 40,14 16 19,13 32,18 30,26 2,39 6,13 32,3 28,1 18,39 26,24 13,16 10,1 13 26,18 28,23 34,2
- 30,2, - 26,7, - + - - 1,18, 10,15, 2,38 40 - 2,10, 35,39, - 17,32 17,7, 10,14, 30,16 10,35, 2,18, 32,35, 26,28, 2,29, 27,2, 22,1, 40,16 16,4 16 15,16 1,18, 2,35, 23 10,15,
6 AREA of STATIONARY OBJECT
14,18 9,39 35,36 36,37 19, 30 38 30 18,39 4,18 40,4 40,4 32,3 18,36 39,35 40 36 30,18 17,7
2,26, - 1,7,4, - 1,7,4, - + - 29,4, 15,35, 6,35,
1,15, 28,10, 9,14, 6,35,4 - 34,39, 2,13, 35 - 35,6, 7,15, 36,39, 2,22 2,6, 29,30, 14,1, 26,26, 25,28, 22,21, 17,2, 29,1, 15,13, 10 15,29 26,1 29,26, 35,34, 10,6,
7 VOLUME of MOVING OBJECT
29, 40 35 17 38,34 36,37 36,37
29,4 1,39 15,7 10,18 10 13,18 13,16 34,1 34,1 7 40,11 28 2,16 27,35 40,1 40 30,12 4 16,24 2,34
- 35,10, 19,14 35,8, - - + - 2,18, 24,35
7,2,35 34,28, 9,14, - 35,34, 35,6,4 - 30,6 10,39, 35,16, 35,3 2,35, 35,10, 34,39, 30,18, 35 1 1,31 2,17, 35,37,
8 VOLUME of STATIONARY OBJECT
19,14 2,14 37
35, 40 17,15 38 35,34 32 18 16 25 19,27 35,4 26 10,2
2,28, - 13,14, - 29,30, - 7,29, - + 13,28, 6,18,
35,15, 28,33, 8,3, 3,19, - 28,30, 10,13, 8,15, - 19,35, 14,20, 10,13, 13,26 10,19, 11,35, 28,32, 10,28, 1,28, 2,24, 35,13, 32,28, 34,2, 15,10, 10,28, 3,34, 10,18
9 SPEED
13,38 8 34 34 15,19 38,4
18,34 1,18 26,14 35,5 36,2 19 35,38 38,2 19,35 28,38 29,38 27,28 1,24 32,25 35,23 35,21 8,1 13,12 28,27 26 4,34 27,16
8,1, 18,13, 17,19, 28, 10 19, 10, 1,18, 15,9, 2,36, 13,28, +
10,35, 35,10, 18,21, 35,10, 19,2 35,10, - 19,17, 1,16, 19,35, 14,15 8,35, 10,37, 14,29, 3,35, 35,10, 28,29, 1,35, 13,3, 15,37, 1,28, 15,1, 15,17, 26,35, 36,37, 2,35 3,28,
10 FORCE (INTESITY)
37,18 1,28 9,36 15 36,37 12,37 18,37 15,12
40,34 21 11 14,27 21 10 36,37 18,37 40,5 36 18,36 13,21 23,24 37,36, 40,18 36,24 18,1 3,25 11 18,2 10,18 10,19 35,37
10,36, 13,29, 35,10, 35,1, 10,15, 10,15, 6,35, 35,24 6,35, 36,35,
35,4, 35,33, + 9,18, 19, 3, 35,39, - 14,24, 10,35, 2,36, 10,36, 37,36, 10,14, 10,13, 6,28, 3,35 22,2, 2,33, 1,35, 11 2 35 19,1, 2,36, 35,24 10,14,
11 STRESS or PRESSURE
37,4 10,18 36 14,16 36,28 36,37, 10 36 21
15, 10 2, 40 3, 40 27 19,2 10,37 14 25 3,37 4 36 19,35 25 37 27,18 16 35 37 35,37
8,10, 15,10, 29,34, 13,14, 5,34, 14,4, 7,2,35 35,15, 35,10, 34,15,
+ 33,1, 30,14, 14,26, 22,14, 13,15, 2,6, 4,6,2 14 35,29, 14,10, 36,22 10,40, 28,32, 32,30, 22,1, 35,1 1,32, 32,15, 2,13,1 1,15, 16,29, 15,13, 15,1, 17,26,
12 SHAPE
29,4 26,3 5,4 10,7 4, 10 15,22 34,18 37, 40 10,14
18,4 10, 40 9,25 19,32 32 34,14 3,5 34,17 16 1 40 2,35 17,28 26 29 1,28 39 32 34, 10
21,35, 26,39, 13,15, 37 2,11, 39 28,10, 34,28, 33,15, 10,35, 2,35,
22,1, + 17,9, 13,27, 39,3, 35,1, 32,3, 13,19 27,4, 32,35, 14,2, 2,14, 35,27 15,32, 13 18 35,24, 35,40, 35,19 32,35, 2,35, 35,30, 2,35, 35,22, 1,8,35 23,35,
13 STABILITY of the OBJECT'S COMPOSITION
2,39 1, 40 1,28 13 19,39 35,4 28,18 21,16 40
18,4 15 10,35 35,23 32 27,16 29,18 27,31 39,6 30,4 35 30,18 27,39 30 10,16 34,2 22,26 39,23 40,3
1,8, 40,26, 1,15, 15,14, 3,34, 9, 40, 10,15, 9,14, 8,13, 10,18, 10,3,
10, 30, 13,17, + 27,3, 30,10, 35,19 19,35, 35 10,26, 35 35,28, 29,3, 29,10, 11,3 3,27, 3,27 18,35, 15,35, 11,3, 32,40, 27,11, 15,3, 2,13, 27,3, 15 29,35,
14 STRENGTH
40,15 27,1 8,35 28,26 40,29 28 14,7 17,15 26,14 3,14 18, 40
35, 40 35 26 40 10 35,28 31,4 28,1 27 16 37,1 22,2 10,32 25,2 3 32 25,28 15, 40 10,14
19,5, - 2,19,9 - 3,17, - 10,2, - 3,35,5 19,2, 19,3,
14,26, 13,3, 27,3, + - 19,35, 2,19, 28,6, 19,10, 28,27, 10 20,10, 3,35, 11,2, 3 3,27, 22,15, 21,39, 27,1,4 12,27 29,10, 1,35, 10,4, 19,29, 6, 10 35,17,
15 DURATION of ACTION of MOVING OBJECT
34,31 19 19, 30 28,25 35 16 27 10 39 4,35 35,18 35,38 3,18 28,18 10,4 13 16,4 33,28 16,22 27 13 29,15 39,35 14,19
- 6,27, - 1, 40, - - 35,34, - 39,3, - + 19,18, - 16 27,16, 10 28,20, 3,35, 34,27, 10,26, 17,1, 22 35, 10 1 1 2 25,34, 1 20,10,
16 DURATION of STATIONARY of MOVING OBJ,
19,16 35 38 35,23 36, 40 18,38 10,16 31 6, 40 24 40,33 6,35 16,38
36,22, 22,35, 15,19, 15,19, 3,35, 35,38 34,39, 35,6,4 2,28, 35, 10, 35,39,
14,22, 1,35, 10, 30, 19,13, 19,18, + 32,30, 19,15, 2,14, 21,17, 21,36, 35,28, 3,17, 19,35, 32,19, 24 22,33, 22,35, 26,27 26,27 4,10, 2,18, 2,17, 3,27, 26,2, 15,28,
17 TEMPERATURE
6,38 32 9 9 39,18 40,18 36,3 3,21 19,2
19,32 32 22, 40 39 36, 40 21,16 3,17 17,25 35,38 29,31 21,18 30,39 3, 10 24 35,2 2,24 16 27 16 35,31 19,16 35
19,1, 2,35, 19,32, 19,32, 2,13, 10,13, 26,19,
32, 30 32,3, 35,19 2,19,6 32,35, + 32,1, 32,35 32 13,16, 13,1 1,6 19,1, 1,19 11,15, 3,32 15,19 35,19, 19,35, 28,26, 15,17, 15,1, 6,32, 32,15 2,26, 2,25,
18 ILLUMINATION INTENSITY
32 32 16 26 10 19 627 19 19 1,15 1,6 26,17 32 32,39 28,26 19 13,16 1,19 13 10 16
12,18, - 12,28 - 15,19, - 35,13, - 8,35, 16,26, 23,14,
12,2, 19,13, 5,19, 28,35, - 19,24, 2,15, + - 6,19, 12,22, 35,24, 35,38, 34,23, 19,21, 3,1,32 1,35, 2,35,6 28,26, 19,35 1,15, 15,17, 2,29, 35,38 32,2 12,28,
19 USE of ENERGY by MOVING OBJECT
2,8,31 25 18 35 21,2
29 17,24 25 9,35 6,18 3,14 19 37,18 15,24 18,5 19,18 16,18 11,27 6,27 30 17,28 13,16 27,28 35
- 19,9, - - - - 36,37
27,4, 35 19,2, - + 28,27, 3,35, 10,36, 10,2, 19,22, 1,4 19,35, 1,6
20 USE of ENERGY by STATIONARY OBJ,
6,27 29,18 35,32 18,31 31 23 22,37 18 16,25
8,36, 19,26, 1,10, 19,38 17,32, 35,6, 30,6, 15,35, 26,2, 22,10, 29,14, 35,32, 26, 10, 19,35, 16 2,14, 16,6, 16,6, + 10,35, 28,27, 10,19 35,20, 4,34, 19,24, 32,15, 32,2 19,22, 2,35, 26,10, 26,35, 35,2, 19,17, 20,19, 19,35, 28,2, 28,35,
21 POWER
38,31 17,27 35,37 13,38 38 25 2 36,35 35 2, 40 15,31 28 10,38 17,25 19 19,37 38 18,38 10,6 19 26,31 2 31,2 18 34 10 10,34 34 30,34 16 17 34
15,6, 19,6, 7,2,6, 6,38,7 15,26, 17,7, 7,18, 7 16,35, 36,38 14,2, 26 19,38, 1,13, 3,38 + 35,27, 19, 10 10,18, 7,18, 11,10, 32 21,22, 21,35, 35,32, 2,19 7,23 35,3, 2 28,10,
22 LOSS of ENERGY
19,28 18,9 13 10 17, 30 30,18 23 38 39,6 7 32,15 2,37 32,7 25 35 35,2 2,22 1 15,23 29,35
35,6, 35,6, 14,29, 28,24 35,2, 10,18, 1,29, 3,39, 10,13, 14,15, 3,36, 29,35, 2,14, 35,28, 28,27, 27,16, 21,36, 1,6,13 35,18, 28,27, 28,27, 35,27, + 15,18, 6,3, 10,29, 16,34, 35,10, 33,22, 10,1, 15,34, 32,28, 2,35, 15,10, 35,10, 35,18, 35,10, 28,35,
23 LOSS of SUBSTANCE
23,4 22,32 10,39 26 10,31 39,31 30,36 18,31 28,38 18, 40 37,1 3,5 30, 40 31, 40 3,18 18,38 39,31 24,5 12,31 18,38 2,31 35,1 10,24 39,35 31,28, 24,31 30, 40 34,29 33 2,24 34,27 2 28,24 10,13 18 10,23
10,24, 10,35, 1,26 30,26 30,16 2,22 26,32 10 10 19 10,19 19,1 + 24,26, 24,28, 10,28, 22,10, 10,21, 32 27,22 35,33 35 13,23,
24 LOSS of INFORMATION
35 5 30,24, 28,32 35 23 1 22 15
10,20, 10,20, 15,2, 14,5 26,4, 10,35, 2,5, 35,16, 10,37, 37 4, 10, 35,3, 29,3, 20,10, 28,20, 35,29, 1,19, 35,38, 1 35,20, 10,5, 35,18, 24,26, + 35,38, 10,30, 24,34, 24,26, 35,18, 35,22, 35,28, 4,28, 32,1, 35,28 6,29, 18,28, 24,28,
25 LOSS of TIME
37,35 26,5 29 5,16 17,4 34, 10 32,18 36,5 36,4 34,17 22,5 28,18 28,18 10,16 21,18 26,17 19,18 10,6 18,32 10,39 28,32 18,16 4 28,32 28,18 34 18,39 34,4 10,34 10 32, 10 35, 30
35,6, 27,26, 29,14, 15,14, 2,18, 15,20, 35,29, 35,14, 10,36, 35,14 15,2, 14,35, 3,35, 3,35, 3,17, 34,29, 3,35, 35 7,18, 6,3, 24,28, 35,38, + 18,3, 13,2, 33, 30 35,33, 3,35, 29,1, 35,29, 2,32, 15,3, 3,13, 3,27, 8,35 13,29,
26 QUALITY of SUBSTANCE / MATTER
18,31 18,35 35,18 29 40,4 29 34,28 3 14,3 17, 40 34, 10 10, 40 31 39 16,18 31 25 10,24 35 18,16 28, 40 28 29,31 40,39 35,27 25, 10 10,25 29 27, 10 29,18 3,27
3,8, 3,10, 15,9, 15,29, 17,10, 32,35, 3,10, 2,35, 21,35, 8,28, 10,24, 35,1, 11,28 2,35, 34,27, 3,35, 11,32, 21,11, 36,23 21,11, 10,11, 10,35, 10,28 10,30, 21,28, + 32,3, 11,32, 27,35, 35,2, 27,17, 1,11 13,35, 13,35, 27,40, 11,13, 1,35,
27 RELIABILITY
10,4 8,28 14,4 28,11 14,16 40,4 14,24 24 11,28 10,3 35,19 16,11 3,25 6, 40 10 13 27,19 26,31 35 29,39 4 40,3 11,23 1 2, 40 40,26 40 8,24 1 28 27 29,38
32,35, 28,35, 28,26, 32,28, 26,28, 26,28, 32,13 28,13, 32,2 6,28, 6,28, 32,35, 28,6, 28,6, 10,26, 6,19, 6,1, 3,6,32 3,6,32 26,32, 10,16, 24,34, 2,6,32 5,11, + 28,24, 3,33, 6,35, 1,13, 1,32, 13,35, 27,35, 26,24, 28,2, 10,34,
28 MEASUREMENT ACCURACY
26,28 25,26 5,16 3,16 32,3 32,3 6 32,24 32 32 13 32 32 24 28,24 32 27 31,28 28,32 1,23 22,26 39, 10 25,18 17,34 13,11 2 10,34 32,28 10,34 28,32
28,32, 28,35, 10,28, 2,32, 28,33, 2,29, 32,23, 25,10, 10,28, 28,19, 3,35 32, 30, 30,18 3,27 3,27, 19,26 3,32 32,2 32,2 13,32, 35,31, 32,26, 32, 30 11,32, + 26,28, 4,17, 1,32, 25, 10 26,2, 26,28, 10,18,
29 MANUFACTURING PRECISION
13,18 27,9 29,37 10 29,32 18,36 2 35 32 34,36 40 40 2 10,24 28,18 1 10,36 34,26 35,23 18 18,23 32,39
22,21, 2,22, 17,1, 1,18 22,1, 17,2, 22,23, 34,39, 21,22, 13,35, 22,2, 22,1, 35,24, 18,35, 22,15, 17,1, 22,33, 1,19, 1,24, 10,2, 19,22, 21,22, 33,22, 22,10, 35,18, 35,33, 27,24, 28,33 26,28, + 24,35, 2,25, 35,10, 35,11, 22,19, 22,19, 33,3, 22,35,
30 OBJECT-AFFECTED HARMFUL FACTORS
27,39 13,24 39,4 33,28 39,35 37,35 19,27 35,28 39,18 37 3,35 30,18 37,1 33,28 40,33 35,2 32,13 6,27 22,37 31,2 35,2 19,4 2 34 29,31 2,4 23,26 10,18 2 28,39 2 22,31 29, 40 29, 40 34 13,24
19,22, 35,22, 17,15, 17,2, 22,1, 17,2, 30,18, 35,28, 35,28, 2,33, 35,1 35, 40, 15,35, 15,22, 21,39, 22,35, 19,24, 2,35,6 19,22, 2,35, 21,35, 10,1, 10,21, 1,22 3,24, 24,2, 3,33, 4,17, + 19,1, 2,21, 2 22,35,
31 OBJECT-GENERATED HARMFUL FACTORS
15,39 1,39 16,22 18,39 40 40 35,4 3,23 1, 40 27,18 27,39 22,2 33,31 16,22 2,24 39,32 18 18 2,22 34 29 39,1 40,39 26 34,26 31 27,1 18,39
28,29, 1,27, 1,29, 15,17, 13,1, 16,4 13,29, 35 35,13 35,12 35,19, 1,28, 11,13, 1,3, 27,1,4 35,16 27,26, 28,24, 28,26, 1,4 27,1, 19,35, 15,34, 32,24, 35,28, 35,23, 1,35, 24,2 + 2,5, 35,1, 2,13, 27,26, 6,28, 8,28,1 35,1,
32 EASE of MANYFACTURE
15,16 36,13 13,17 27 26,12 1, 40 8,1 1,37 13,27 1 10,32 18 27,1 27,1 12,24 33 18,16 34,4 1,24 12,18 13,16 11,9 15 1 11,1 10,28
25,2, 6,13, 1,17, 1,17, 18,16, 1,16, 4,18, 18,13, 28,13, 2,32, 15,34, 32,35, 32, 40, 29,3, 1,16, 26,27, 13,17, 1,13, 35,34, 2,19, 28,32, 4, 10, 4,28, 12,35 17,27, 25,13, 1,32, 2,25, 2,5,12 + 12,26, 15,34, 32,26, 1,34, 15,1,
33 EASE of OPERATION
13,15 1,25 13,12 13,16 15,39 35,15 39,31 34 35 12 29,28 30 3,28 8,25 25 13 1,24 24 2, 10 13 2,24 27,22 10,34 8,4 2,34 35,23 28,39 1,32 1,16 12,17 12,3 28
2,27, 2,27, 1,28, 3,18, 15,13, 16,25 25,2, 1 34,9 1,11, 13 1,13, 2,35 11,1, 11,29, 1 4, 10 15,1, 15,1, 15, 10, 15,1, 2,35, 32,1, 2,28, 11,10, 10,2, 25, 10 35,10, 1,35, 1,12, + 7,1,4, 35,1, 34,35, 1,32,
34 EASE of REPAIR
35,11 35,11 10,25 31 32 35,11 10 2,4 2,9 28,27 13 28,16 32,2 32,19 34,27 10,25 10,25 1,16 13 2,16 11, 10 26,15 16 13,11 7,13 10
1,6, 19,15, 35,1, 1,35, 35,30, 15,16 15,35, 35,10, 15,17, 35,16 15,37, 35, 30, 35,3, 13,1, 2,16 27,2, 6,22, 19,35, 19,1, 18,15, 15,10, 35,28 3,35, 35,13, 35,5, 35,11, 1,13, 15,34, 1,16, + 15,29, 1 27,34, 35,28,
35 ADAPTABILITY or VERSATILITY
15,8 29,16 29,2 16 29,7 29 14 20 1,8 14 32,6 35 3,35 26,1 29,13 29 1 2,13 15 8,24 1,1 32,31 31 1,16 7,4 37,28 35 6,37
26,30, 2,26, 1,19, 26 14,1, 6,36 34,26, 1,16 34, 10, 26,16 19,1, 29,13, 2,22, 2,13, 10,4, 2,17, 24,17, 27,2, 20,19, 10,35, 35,10, 6,29 13,3, 13,35, 2,26, 26,24, 22,19, 19,1 27,26, 27,9, 1,13 29,15, + 15,10, 15,1, 12,17,
36 DEVICE COMPLEXITY
34,36 35,39 26,24 13,16 6 28 35 28,15 17,19 28 28,15 13 13 29,28 30,34 13,2 28,29 27,1 1 10,34 32 29, 40 1,13 26,24 28,37 37,28 24 28
27,26, 6,13, 16,17, 26 2,13, 2,39, 29,1, 2,18, 3,4, 30,28, 35,36, 27,13, 11,22, 27,3, 19,29, 25,34, 3,27, 2,24, 35,38 19,35, 18,1, 35,3, 1,18, 35,33, 18,28, 3,27, 27, 40, 26,24, 22,19, 2,21 5,28, 2,5 12,26 1,15 15,10, + 34,21 35,18
37 DIFFICULTY of DETECTING and MEASURING
28,13 28,1 26,24 18,17 30,16 4,16 26,31 16,35, 40,19 37,32 1,39 39, 30 15,28 39,25 6,35 35,16 26 16 16, 10 15,19 10,24 27,22 32,9 29,18 28,8 32,28 29,28 11,29 37,28
28,26, 28,26, 14,13, 23 17,14, 35,13, 28, 10 2,35 13,35 15,32, 18,1 25,13 6,9 26,2, 8,32, 2,32, 28,2, 23,28 35,10, 35,33 24,28, 35,13 11,27, 28,26, 28,26, 2,33 2 1,26, 1,12, 1,35, 27,4, 15,24, 34,27, + 5,12,
38 EXTENT of AUTOMATION
18,35 35,1 17,28 13 16 1,13 19 19 13 27 18,5 35,3 32 10,34 18,23 13 34,3 13 1,35 10 25 35,26
35,26, 28,27, 18,4, 30,7, 10,26, 10,35, 2,6, 35,37, 28,15, 10,37, 14, 10 35,3, 29,28, 35,10, 20,10, 35,21, 26,17, 35,10, 1 35,20, 28,10, 28,10, 13,15, 35,38 1,35, 1,10, 18,10, 22,35, 35,22, 35,28, 1,28, 1,32, 1,35, 12,17, 35,18, 5,12, +
39 PRODUCTIVITY
24,37 15,3 28,38 14,26 34,31 17,7 34, 10 10,2 10,36 14 34, 40 22,39 10,18 2,18 16,38 28, 10 19,1 38,19 10 29,35, 35,23 23 10,38 34,28 32,1 13,24 18,39 2,24 7, 10 10,25 28,37 28,24 27,2 35,26

TRIZ Prof. P Achutha Rao, 74

TRIZ Contradiction Matrix
‘Contradictions’ is all about identifying and eliminating
design compromises

Parameter Which
Gets Worse

1,4,7
Parameter
To Be
Improved
Length
Weight
Area
Force Inventive
etc Principles

TRIZ Prof. P Achutha Rao, 75

 TRIZ – 40 Inventive Principles

TRIZ
Prof. P Achutha Rao,
76
 40 INVENTIVE PRINCIPLES
1. SEGMENTATION:
a) Divide an object (or system) into independent parts (to
work in tandem or counterbalance each other)
b) Make an object (or system) be sectional
c) Make an object (or system) easy to assemble (putting
together) or disassemble (separating or taking apart)
d) Increase the degree of an object’s (or system’s)
fragmentation or segmentation
e) Use repetitive or multiple units of action if there are strict
limits on increasing per unit function (or characteristics
like size or weight etc) connected with an action
f) Transit to micro-level

TRIZ Prof. P Achutha Rao, 77

SEGMENTATION
Measuring snow depth
Snow depth can be measured by fixing
a pole vertically into the ground. The
pole is susceptible to damage, however.
The pole can be "segmented" by
incorporating a hinge into its design.
Instead of resisting an avalanche, the
hinged pole bends, then returns to its
previous position

TRIZ Prof. P Achutha Rao, 78

SEGMENTATION
Easy-to-clean filter
To clean a hot gas flow of
nonmagnetic dust, the flow was
passed through a filter consisting of
multiple layers of metallic cloth. This
filter was difficult to clean, however.
A filter made of a porous structure of
ferromagnetic granules held together
by a magnetic field can be used
instead.
To clean this filter, the magnetic field
is switched off -- the filter crumbles
and can be easily cleaned, then re-
constituted.
TRIZ Prof. P Achutha Rao, 79
SEGMENTATION
Gripping work pieces of complex
shape
To grip work pieces of complex shape,
vice jaws must have a corresponding
shape. It is expensive to produce a
unique tool for every work piece,
however.
This problem can be solved by placing
multiple hard bushings around the
work piece. The bushings can move
horizontally to conform to the
necessary shape

TRIZ Prof. P Achutha Rao, 80

 40 INVENTIVE PRINCIPLES
2. EXTRACTION
a) Extract the “disturbing or an interfering”
part (or property) of an object (or system)
b) Extract only the “necessary or useful”
part (or property) from an object (or
system)
c) Extract only the desired (required or non-
required) function (in time or space or
condition) from a multi-functional system
or object

TRIZ Prof. P Achutha Rao, 81

INVERSION
Producing chocolate candies
Chocolate candies consisting of chocolate in the shape of a
bottle filled with flavored syrup can be produced by first making
the bottles from chocolate paste, and then pouring the thick
syrup into each one. Productivity would be increased by heating
the syrup (to increase its fluidity) before it is poured, but the hot
syrup would melt the chocolate bottles.
An alternative production method entails freezing the syrup in
bottle-shaped molds, then dipping the frozen syrup into a
melted chocolate paste.

TRIZ Prof. P Achutha Rao, 82

INVERSION
Training a runner
A competitive runner must know how to pace himself
during a race. This skill is perfected by working with a
trainer, who must be able to communicate easily with
the athlete.
The communication between the athlete and trainer can
be improved if the athlete runs on a treadmill while the
coach control's the pace by varying the speed of the
treadmill.

TRIZ Prof. P Achutha Rao, 83

INVERSION
Branding cattle
Cattle are usually branded using
hot irons - - a painful procedure
that causes wounds prone to
infection.
To reduce pain and infection,
irons cooled to liquid-nitrogen
temperature can be used. These
irons do not wound the animals,
but instead permanently
discolor the hair at the branding
spot.

TRIZ Prof. P Achutha Rao, 84

PRIOR ACTION
Applying fertilizer at optimum temperature
To be effective, fertilizer should be applied when the soil
reaches an optimum temperature. This is difficult, since
large quantities of fertilizer cannot be applied
instantaneously and the soil temperature keeps changing.
If the fertilizer is packaged in capsules containing a
liquefied gas, the capsules can be applied to the soil
ahead of time. When the soil reaches the optimum
temperature, the gas expands and breaks the capsules,
releasing the fertilizer.

TRIZ Prof. P Achutha Rao, 85

PRIOR ACTION
Preparing grass mixtures
Cattle feed consists of various cut grasses, which are mixed
using special equipment. Producing the grass mixture by sowing
the various grasses together yields a crop that is difficult to till,
however.
If the grasses are sown in narrow parallel strips and harvested
across the strips, they will be mixed in the receiving bin of the
harvester

TRIZ Prof. P Achutha Rao, 86

Question: How do you re-design a leaking flange joint?

* Increase bolt tightening torque?

* Introduce/modify gasket?

* Increase the number of bolts?

TRIZ Prof. P Achutha Rao, 87

TYPICAL DESIGN CONTRADICTION SCENARIO

bad

Parameter
B

good
good bad
Parameter A

TRIZ Prof. P Achutha Rao, 88

TYPICAL DESIGN CONTRADICTION SCENARIO

bad
Line of
‘Constant Design Capability’
Parameter
B

good
good bad
Parameter A

TRIZ Prof. P Achutha Rao, 89

TYPICAL FLANGE JOINT DESIGN TRADE-OFFS

high bad

Weight/
Number Convenience
of Bolts ⇒ of Use/
Complexity

low good
good bad good bad
Leakage Performance Stability/Loss of Substance/
Reliability
bad
high

Force
Bolt
Torque
⇒
low good

good bad good bad

Leakage Performance Stability/Loss of Substance/

Reliability

TRIZ Prof. P Achutha Rao, 90

TYPICAL FLANGE JOINT DESIGN TRADE-OFFS

Things we’re trying to improve: Stability of Composition,

Loss of Substance, Reliability

Things which get worse: Weight, Ease of Operation

Device Complexity

TRIZ Prof. P Achutha Rao, 91

 Principles
Parameter
that deteriorates
Energy
Improving Volume Power
loss
parameter
Speed

Length 7, 17
4, 35
Pressure

Suggested principles that have solved

similar contradiction before

TRIZ Prof. P Achutha Rao, 92

TRIZ - The 40 Inventive Principles
1. Segmentation 21. Skipping
2. Extraction 22. ‘Blessing in Disguise’
3. Local Quality 23. Feedback
4. Asymmetry 24. Intermediary
5. Combination 25. Self-Service
6. Universality 26. Copying
7. ‘Nested Doll’ 27. Cheap/Short Living
8. Counterweight 28. Mechanics Substitution
9. Prior Counter-Action 29. Pneumatics and Hydraulics
10. Prior Action 30. Flexible Shells/Thin Films
11. Prior Cushioning 31. Porous Materials
12. Equi-potentiality 32. Colour Changes
13. ‘The Other Way Round’ 33. Homogeneity
14. Spheroidality 34. Discarding and Recovering
15. Dynamics 35. Parameter Changes
16. Partial or Excessive Action 36. Phase Transitions
17. Another Dimension 37. Thermal Expansion
18. Mechanical Vibration 38. Strong Oxidants
19. Periodic Action 39. Inert Atmosphere
20. Continuity of Useful Action 40. Composite Materials

TRIZ Prof. P Achutha Rao, 93

Question: How do you re-design a leaking flange joint?

Thing we’re trying to improve: Stability of Composition,

Reliability

Thing which gets worse: Weight, Ease of Operation

Device Complexity

Contradiction Matrix recommends: Another Dimension, Taking Out,

Flexible Shells & Thin Films,

TRIZ Prof. P Achutha Rao, 94

Making the Transition From ‘TRIZ Generic Solution’ to a
Specific Solution

“Another Dimension”

IMPROVED
FLANGE
DESIGN

TRIZ Prof. P Achutha Rao, 95

Inventive Principle 17 ‘Another Dimension’

A. If an object contains or moves in a

straight line, consider use of dimensions
or movement outside the line.

B. If an object contains or moves in a plane,

consider use of dimensions or movement
outside the current plane.

C. Use a multi-storey arrangement of objects

instead of a single-storey arrangement.

D. Tilt or re-orient the object, lay it on

its side.

E. Use 'another side' of a given area.

TRIZ Prof. P Achutha Rao, 96

FLUID-TIGHT JOINT WITH INCLINED FLANGE FACE
US Patent: 5230540, Lewis et al

TRIZ Prof. P Achutha Rao, 97

 TRIZ Contradictions Solution Procedure

2) Use Contradiction
Matrix to obtain relevant
Inventive Principles

TRIZ TRIZ
GENERIC GENERIC
PROBLEM SOLUTION
1) Define problem
in terms of generic 3) Translate generic
Contradiction Inventive Principles
parameters
into specific
solution
SPECIFIC SPECIFIC
PROBLEM SOLUTION

TRIZ Prof. P Achutha Rao, 98

DIFFERENCE BETWEEN TRADITIONAL AND TRIZ
DESIGN PHILOSOPHIES

bad

Parameter
B

Traditional Design
good Strategy

good bad
Parameter A

TRIZ Prof. P Achutha Rao, 99

DIFFERENCE BETWEEN TRADITIONAL AND TRIZ
DESIGN PHILOSOPHIES

bad

Parameter
B
Traditional Design
Strategy

good
good bad
Parameter A

TRIZ Prof. P Achutha Rao, 100

101
102
 Conflict Resolution- Technical Contradictions
• Thermal stresses in aircraft skin structure is undesirable.
Compensation for thermal deformations is usually provided by
small gaps left between aircraft skin panels.

• To aerodynamically smooth the surface, a polymer based sealant

(Paste) is used to close the gaps. Filling the gaps with the paste is
very labour-intensive and time consuming process.
• What is an ideal sealant?
• It is a sealant that is absent!

Prof. P Achutha Rao, TRIZ 103

 Conflict Resolution- Technical Contradictions

Prof. P Achutha Rao, TRIZ 104

 Conflict Resolution- Technical Contradictions
• If the sealant is not placed it degrades aerodynamic characteristics.

• ‘Ease of operation’ (33) causes a worsening of the ‘object – affected harmful

factors’ (30).
• For this pair of conflicting attributes the Matrix advices one to examine the
applicability of inventive principles: separation,
self-service, non-
mechanical changes and neutral environment.
• If the system conflict is formulated as ‘ease of operation’ vs. ‘loss of energy’
(due to drag), the Matrix offers the following inventive principles:
separation, periodic action, and ‘heals over head’.
• ‘Separation’ is referenced twice, leading to the asumption that
there is high probability that the extrication of a part of sealant could
lead to a solution.
• It would be sufficient if the sealant just covered the gap
between the panels!

Prof. P Achutha Rao, TRIZ 105

 Conflict Resolution- Technical Contradictions

Prof. P Achutha Rao, TRIZ 106

 Conflict Resolution
Physical Contradictions

Prof. P Achutha Rao, TRIZ 107

Conflict Resolution- Physical Contradictions
• A physical contradiction involves situations in which we
desire different properties of a parameter.
• A situation in which the same component ought to be in
mutually exclusive physical states is called a physical
contradiction.
• A physical contradiction is formulated by the
pattern:
• “to perform action A1, the component (or its part) must
have property ‘P’, but to perform (prevent, neutralise)
action A2, this component (or its part) must have an
opposite property ‘- P’.

Prof. P Achutha Rao, TRIZ 108

Conflict Resolution- Physical Contradictions
• Example:
– Hot and cold
– Electro-conductive and electro-insulative
– Heavy and light
– Present and absent etc.

Prof. P Achutha Rao, TRIZ 109

Conflict Resolution- Physical Contradictions
• Conventional design philosophy implies an inevitability of
compromises: if a component has to be both snow white
and pitch black, it usually ends up being a shade of gray!
• TRIZ offers specific ways out of the impasse!
• Since the same component can not possess mutually
exclusive properties in the same point of space or at the
same time the generic separation principles can be used.
• The four basic methods of ‘separating’ physical
contradictions are:
1. In Space
2. In Time
3. On Condition
4. By Transition to an alternative system

Prof. P Achutha Rao, TRIZ 110

Conflict Resolution- Physical Contradictions

• Separation of opposite properties in time

– at one time a component has the property ‘P’, and
at another time it has an opposite property ‘- P’
• Separation of opposite properties in space
– one part of a component has the property ‘P’,
while another part has an opposite property ‘- P’
• Separation of opposite properties between
the whole and its parts (a system has
property ‘P’, while its components have an
opposite property ‘- P’).

•
Prof. P Achutha Rao, TRIZ 111
Conflict Resolution- Physical Contradictions
Separating’ physical contradictions In Space:
• The typical solution strategy involves asking the questions:
– Where do I want Condition ‘P’? and Where do I want
condition ‘- P’?
Separating’ physical contradictions In Time:
• The typical solution strategy involves asking the questions:
– When do I want Condition ‘P’? and When do I want
condition ‘- P’?

Prof. P Achutha Rao, TRIZ 112

Conflict Resolution- Physical Contradictions
Separating’ physical contradictions On Condition:
• The typical solution strategy involves asking the questions:
– I want Condition ‘P’ if? and
– I want Condition ‘- P’ if ? ( where ‘- P’ represents the opposite of ‘P’)

Prof. P Achutha Rao, TRIZ 113

Conflict Resolution- Physical Contradictions
Separating’ physical contradictions :
Example: ‘Hot and Cold Coffee Cup
• Space:
1. Where do I want the coffee cup to be hot? – On the inside
– Where do I want the coffee cup to be cold? – On the outside
• Time:
2. When do I want the coffee cup to be hot? – when I am drinking
– When do I want the coffee cup to be cold? – when I am drinking
• On Condition:
3. I want the coffee cup to be hot if? – I like hot coffee to stay hot
– I want the coffee cup to be cold if? – I like cold coffee.

Prof. P Achutha Rao, TRIZ 114

Conflict Resolution- Physical Contradictions
• To solve a problem that contains a physical
contradiction, approach as follows:
1. Identify the conflicting component associated with both
useful and harmful actions (i.e., with a system conflict)
2. Formulate a pair of mutually exclusive demands to the
physical state (properties) of this component
3. Attempt the separation principles – individually or in
combination – to satisfy these demands

Prof. P Achutha Rao, TRIZ 115

Typical Design Compromises:- The Bicycle Saddle

Saddle must be WIDE to provide comfortable support

AND

Saddle must be NARROW to permit pedalling action

TRIZ Prof. P Achutha Rao, 116

 Bicycle Saddle - Conflict Elimination
Thing we’re trying to improve:- LENGTH OF STATIONARY OBJECT

Thing which tends to get worse:- SHAPE

THE OTHER WAY ROUND DYNAMIC PARTS

“make movable parts “divide an object into parts capable of

fixed, and fixed parts moving relative to each other”
movable” “if an object is rigid or inflexible
make it movable or adaptable”

TRIZ Prof. P Achutha Rao, 117

ABS Sports ‘Dual Action Seat’

TRIZ Prof. P Achutha Rao, 118

The Importance of Going Around The Loop Again

* If we come up with a good solution, our

brains often switch to a ‘satisfied’ mode

* The TRIZ process will always encourage

to go around the loop at least one more
time

* “If the system exists it contains contradictions”

* We should always be aware of this phenomenon

Prof. P Achutha Rao, TRIZ 119

 TECHNICAL versus PHYSICAL CONTRADICTIONS

bad
Object has opposite
requirements of a
Parameter
single parameter:-
B
soft AND hard
big AND small
good high AND low
present AND absent
good bad
Parameter A

Technical Contradiction Physical Contradiction

Prof. P Achutha Rao, TRIZ 120

Physical contradiction solution methods:
1) Separating Contradictory Requirements
a) In Space
b) In Time
2) Satisfying Contradictory Requirements
a) On Condition

3) Transition to Alternative System

a) Transition to Sub-ystem

b) Transition to Super-system

c) Transition to Alternative System

d) Transition to Inverse System

Prof. P Achutha Rao, TRIZ 121
Physical contradiction solution methods:
1) Separating Contradictory Requirements
a) In Space
• Segmentation,
• Taking Out,
• Local Quality,
• Another Dimension
• Other Way Around
• Curvature
• Nested Doll,
• Flexible Shells/Thin Films,
• Asymmetry,
• Intermediary,
• Copying,

Prof. P Achutha Rao, TRIZ 122

Physical contradiction solution methods:
1) Separating Contradictory Requirements
b) In Time
• Dynamics,
• Prior Action,
• Periodic Action,
• Beforehand Cushioning,
• Partial or Excessive Action
• Skipping,
• Copying
• Mechanical Vibration,
• Thermal Expansion
• Discarding & Recovering
• Prior Counter-action
• Continuity of Useful Action

Prof. P Achutha Rao, TRIZ 123

Physical contradiction solution methods:
2) Satisfying Contradictory Requirements ‘On Condition’:
• Parameter Changes,
• Colour Changes,
• Phase Transition,
• Porous materials
• Strong Oxidants,
• Inert Atmosphere
• Mechanics Substitution
• Pneumatics & Hydraulics

Prof. P Achutha Rao, TRIZ 124

Physical contradiction solution methods:

3) Transition to Alternative Systems:

a) Transition to Subsystem
• Segmentation
• Self – service
• Composite Materials
• Homogeneity
• Equi - potentiality

Prof. P Achutha Rao, TRIZ 125

Physical contradiction solution methods:

3) Transition to Alternative Systems:

b) Transition to Super-system
• Merging
• Universality
• Feedback
• Blessing In Disguise

Prof. P Achutha Rao, TRIZ 126

Physical contradiction solution methods:

3) Transition to Alternative Systems:

c) Transition to Alternative System
• Cheap/Short Living

3) Transition to Alternative System

d) Transition to Inverse System
• Other Way Around
• Counter - Weight

Prof. P Achutha Rao, TRIZ 127

A Better Socket Spanner

At the moment, I need a different socket for every size nut

This represents a physical contradiction:

I would like a socket which is

this big….

…AND
this big

TRIZ Prof. P Achutha Rao, 128

1) Separating Contradictory Requirements
a) in Space
Segmentation……

b) in Time
Dynamics…….

Gator-Grip

TRIZ Prof. P Achutha Rao, 129

Sleeping Policeman Traffic Calming Systems

I want a bump, and

I don’t want a bump

TRIZ Prof. P Achutha Rao, 130

 Sleeping Policeman Traffic Calming Systems

Where do we want a hump? Under a speeding vehicle

Where don’t we want a hump? Under a vehicle driving legally

(or under an emergency
vehicle)

When do we want a hump? When a vehicle is speeding

When don’t we want a hump? When a vehicle is not speeding

TRIZ Prof. P Achutha Rao, 131

1) Separating Contradictory Requirements
a) in Space
Segmentation……

b) in Time
Dynamics…….

TRIZ Prof. P Achutha Rao, 132

Sleeping Policeman Traffic Calming Systems

I want a bump, and I don’t want a bump

Physical Contradiction amenable to separation in SPACE and TIME

This solution uses SEGMENTATION and DYNAMICS

(one each from the separate in space and time Principles lists)

TRIZ Prof. P Achutha Rao, 133

Physical Contradictions - Eyeglasses

SEPARATION IN SPACE - Two different lenses

(Bi-focals)

SEPARATION IN TIME - Two pairs of glasses

(change backward and forward as required)

SATISFY CONTRADICTION - Adjustable focus lens

ALTERNATIVE WAYS - Self-focusing, camera-type lens

- Corrective surgery
- etc

TRIZ Prof. P Achutha Rao, 134

Physical Contradiction

Foldable intraocular lens is placed in a special cartridge

and then the cartridge is placed in a special injector. The
injector is passed into the eye and the lens also gradually
passed into the eye. The lens unfolds in the eye. This does
not require any stitch surgery.
TRIZ Prof. P Achutha Rao, 135
Physical Contradiction

AKKOMMODATIVE-1CU LENS allows the patient to focus

on both distant and near objects without the need for
glasses. This is achieved by specific mechanical properties,
which enable the lens to change optical power during the
contraction of the ciliary muscle.

TRIZ Prof. P Achutha Rao, 136

GM - Wheel-Cover Design

120
Customer Respnse (%)

100

80 Dissatisfied - difficult
to remove
60
Dissatisfied - cover
40 falls off

20

0
0
10

18

23

30

41

49

59

Retention Force (N)

⇒ Functional Requirement = ‘Provide a retention force of 34±4N’

TRIZ Prof. P Achutha Rao, 137
GM - Wheel-Cover Design - Physical Contradiction

Wheel-cover retention force is required to be

HIGH (to retain the cover)

AND

LOW (to make it easy to remove)

Where? - At the interface between wheel and cover

When? - HIGH when the car is in motion,

LOW when a wheel change is being performed

TRIZ Prof. P Achutha Rao, 138

GM - Wheel-Cover Design - Physical Contradiction

When? - HIGH when the car is in motion,

LOW when a wheel change is being performed

⇒ SEPARATION IN TIME problem

⇒ Inventive Principles:-

Dynamics
Partial Action
Preliminary Action
Beforehand Cushioning
etc

+ ALTERNATIVE WAYS

TRIZ Prof. P Achutha Rao, 139

Elimination of physical contradiction:

TRIZ Prof. P Achutha Rao, 140

Physical Contradiction
"Product of the Year 2005" award by the German Consumer Plastics
Institute.
Tupperware's FlatOut storage container

http://www.idsa.org/idea/idea2005/b105.htm
TRIZ Prof. P Achutha Rao,
Elimination of physical contradiction:

TRIZ Prof. P Achutha Rao, 142

PHYSICAL CONTRADICTION SOLUTION METHODS

1) Separating Contradictory Requirements in Time:

Dynamics, Partial Action, Preliminary Action, Mechanical Vibration, Periodic Action,
Beforehand Cushioning, Skipping, Preliminary Anti-action, Pneumatics & Hydraulics,
Discarding & Recovering

Dynamics:

TRIZ Prof. P Achutha Rao,

PHYSICAL CONTRADICTION SOLUTION METHODS

1) Separating Contradictory Requirements in Time:

Dynamics, Partial Action, Preliminary Action, Mechanical Vibration, Periodic Action,
Beforehand Cushioning, Skipping, Preliminary Anti-action, Pneumatics & Hydraulics,
Discarding & Recovering

Dynamics:

TRIZ Prof. P Achutha Rao,

 http://www.osaka-
gu.ac.jp/php/nakagawa/TRIZ/eTRIZ/eforum/e2007Forum/eTRIZCON2007R
ep/eTRIZCON2007Rep070701.html 145
TRIZ Prof. P Achutha Rao,