Lean Inventive Systems Thinking Work Book

Crafitti Consulting Crafting Innovation Together

Crafitti Innovation Ignition Workshop Series Sep 26-27, 2008, Bangalore, India

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Lean Inventive Systems Thinking Practitioner’s Work Book

Delegate Name: Organization: Email-Id: © Crafitti Consulting Private Ltd.

Inventive Thinking

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Defining the Problem (EC3 Framework) Expand, Collect, Connect Converge

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Expand Nine Windows (or the System Operator Tool) helps you sketch or place your problem in a broader space time context. Solutions to problems are often found in the areas adjoining the system in question.

SUPERSYSTEM

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SYSTEM

SUB-SYSTEM

PAST

PRESENT

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FUTURE

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User Needs The Six Senses

Time

Purchase

Delivery

Use

Supplements

Maintenance

Disposal

Space

Home

Work

Fun

On-the move

At high altitudes

Outside India

Quality

Usability

Aesthetics

Produ ctivity

Reliability

Efficiency

Adaptability

Sight Sound

Smell

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Taste Touch Linguistic Musical Logical

Spatial Kinesthetic Inter-personal

Needs are perceptional in nature, governed by the five senses (and the sixth sense – intelligence).

Intra-personal

The needs map gives a quick overview of the how the six senses are gratified by the product at the product-user interfaces – space, time and quality © Crafitti Consulting Private Ltd.

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System Dependency Matrix

Element 1

Element 1

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Element 2

Element 2

Element 3

Element 4

×





Element 3



Element 4



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×

×

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The System Function Map

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Sore Point

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Contradictions Improving factors

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Worsening factors

Weight of moving object Weight of stationary object Length of moving object Length of stationary object Area of moving object Area of stationary object Volume of moving object Volume of stationary object Speed

Stress or pressure Shape Stability of the object's composition Strength Duration of action of moving object Duration of action by stationary object Temperature Illumination intensity Use of energy by moving object

Power Loss of Energy Loss of substance Loss of Information Loss of Time Quantity of substance/the matter Reliability Measurement accuracy Manufacturing precision

Force (Intensity)

Use of energy by stationary object

Object-affected harmful factors

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Object-generated harmful factors Ease of manufacture Ease of operation Ease of repair Adaptability or versatility Device complexity Difficulty of detecting and measuring Extent of automation Productivity

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Laws of Evolution Increasing Ideality 4 Shortening of Energy Flow Path

Increasing Dynamism

3

2

1

Decreasing human element

Increasing Multiplication

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0

Non-uniform evolution of subsystems

Transition from Macro to Micro

Transition to Higher Level System

Increasing Synchronization

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Ideal Final Result Ideality Quotient =

Benefits (Cost + Harmful Effects)

What would be the ideal final result?

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Point of End of Feasibility

Now

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Collect

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Connect

TP 1 TP 1 TP 2

TP 3 TP 4 crafting innovation together

TP 5 BP 1

TP 2

TP 3

TP 4

TP 5

BP 1

BP 2

BP 3

BP 4

BP 5

1

1 1 1 1

1

BP 2

1

BP 3

1

BP 4

1

BP 5

1

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Converge Problems

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Technical

Business

Contradictions

1.

1.

2.

2.

3.

3.

1.

1.

2.

2.

3.

3.

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Inventive Thinking

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Searching for novel solutions

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Inventive Principles - TRIZ 1. 2. 3. 4. 5. 6. 7. 8. 9.

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10. 11. 12.

13. 14. 15. 16. 17.

18. 19.

Segmentation Taking Out Local Quality Asymmetry Merging Universality Nested Doll Anti-weight Preliminary antiaction Beforehand Cushioning Equipotentiality The other way round Spheroidality Dynamics Partial or Excessive Actions Another dimension Mechanical Vibration Periodic Action Continuity of useful action

20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39.

Skipping Blessing in disguise Feedback Intermediary Self-service Copying Cheap short-living objects Mechanics substitution Pneumatics and hydraulics Flexible shells and thin films Porous materials Colour changes Homogeneity Discarding and recovering Parameter changes Phase transitions Thermal Expansion Strong Oxidants Inert atmosphere Composite Materials

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Ideal Final Result Ideality Quotient =

Benefits (Cost + Harmful Effects)

The ideal final result?

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Ideas beyond the point of feasibility

Now

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Vedic Inventive Principles 1.

2.

3.

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4. 5.

6.

7.

Observation – Pure observation – Flag Comparison – Suitability – Proportion Addition – One more than before – Sum of properties – Sum of qualities – Qualities of the sum – Encapsulation Subtraction – One less than before Variation – What’s less? – What’s more? – Cause Movement Rotation – Reverse or exchange – Multiple angles – Destroy and rebuild Division – Complete and incomplete – Part and Whole – Individual and collective

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Laws of Evolution Increasing Ideality 4 Shortening of Energy Flow Path

Increasing Dynamism

3

2

1

Decreasing human element

Increasing Multiplication

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0

Non-uniform evolution of subsystems

Transition from Macro to Micro

Transition to Higher Level System

Increasing Synchronization

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The System Function Map 1.

Trimming – – – –

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2.

Add – –

3.

Eliminate harmful interaction Eliminate incomplete interaction Eliminate a field Eliminate a substance New substance New Field

Modify – – –

Substance Field Incomplete interaction

Sore Point

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The Solutions Mind-Map

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Systems Thinking

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Putting it all together

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Connect I1

I1 I2 I3 I4

I5

I2

I3

I4

I5

I6

I8

I9

I10

1 1 1

1 1

I6 crafting innovation together

I7

1

I7

1

I8

1

I9

1

I10

1

I: Idea © Crafitti Consulting Private Ltd.

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Converge - Impact

S1

S2

S3

S4

S5

S6

TP 1 TP 2

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TP 3 BP 1 BP 2 BP 3

Clusters of ideas form solutions (S) for Technical Problems (TP) and Business Problems (BP) © Crafitti Consulting Private Ltd.

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Converge Criteria

Problems

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Technical

Business

Solutions

1.

1.

2.

2.

3.

3.

1.

1.

2.

2.

3.

3.

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Identify criteria against which solutions can be evaluated and prioritized objectively

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Converge - Relative Prioritization The Analytic Hierarchy Process is suitable to be used in multi-criteria decision making scenarios where relative prioritization based on expert judgment is required (due to lack of suitable or relevant absolute measures)

Holistic Goal

Criteria

Criteria1

Criteria2

Solutions

Solutions

Criteria 3

Solutions

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Rank Order

Solution Priority

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LeanThinking

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Into Production

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The Value Stream Map What is the “value” that is being delivered to the customer?

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What are the activities that are being done to generate this value?

What is the overall “rate of demand”?

For each activity note down the Cycle Time: Value-added Time:

What is the average service rate? How many resources are consumed? What is the error rate? © Crafitti Consulting Private Ltd.

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Making it Flow Identify in the VSM: 1. Wait times/ delays 2. Idle Time 3. Changeover time 4. Overload 5. Variable workload/ work rate 6. Excess travel 7. Excess transport 8. Rework 9. Variation from expectation (better or worse) 10. Over-processing (unnecessary work) 11. Resource crunch 12. Clutter 13. Communication delay 14. Cacophony

•Make changes to the VSM to eliminate the identified problems •Create small change experiments to validate © Crafitti Consulting Private Ltd.

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Enabling Pull Mode

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Identify in the VSM: 1. The Takt time (rate of demand) 2. The service rate (rate of supply) 3. Minimum batch size

Make changes to the VSM: 1. Synchronize with Takt time 2. Work with smallest possible batch size 3. Mechanisms for demand changes to quickly register across the system

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Building quality in • What are the overall quality goals?

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• How do they map to specific goals for sub-activities?

• How to ensure that these goals are met without spending extra time on review?

Incorporate identified measures into the activities © Crafitti Consulting Private Ltd.

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How much did we improve? Value Stream

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•Service Rate •Cycle Time •Resources used •Error rate

Flow

Initial Process

Pull

•Service Rate •Cycle Time •Resources used •Error rate

Built-in quality

Improved Process © Crafitti Consulting Private Ltd.

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Takeaways for product innovation life cycle Inventive Thinking

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Systems Thinking

Lean Thinking

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Crafitti Innovation Ignition Workshop Series Sep 26-27, 2008, Bangalore, India

Lean Inventive Systems Thinking

crafting innovation together

Crafitti Consulting Crafting innovation together . . . www.crafitti.com Navneet Bhushan ([email protected]) Karthikeyan Iyer ([email protected])

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