Table Of Content$
Business & Management / Lean Methods / Problem Solving H $ $
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in
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to $
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Lean TRIZ How to Dramatically Reduce
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Product-Development Costs with This
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Innovative Problem-Solving Tool
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Consumers want products and services faster, better, and cheaper, and
companies strive to reduce product life cycles from years to months to days.
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Lean TRIZ is a new workshop-based process that brings together teams to $
focus on specific processes, evolutionary product designs, and improvement
opportunities. It combines the insight of TRIZ, the powerful problem-solving $
technique, with the simplicity of Value Engineering, EXPRESS, or FAST
methodologies. The Lean TRIZ Methodology (LTM) approach is defining
solutions in hours, not weeks or months. Classic TRIZ was designed for very
L
difficult product design problems. Lean TRIZ has a heavy focus on processes.
e
It is able to reduce the cumbersome TRIZ 39 x 39 matrix down to a
3 x 41 matrix. a
n
Lean TRIZ: How to Dramatically Reduce Product-Development Costs
with This Innovative Problem-Solving Tool provides insight on how to
T
reduce costs for optimum performance. By combining TRIZ’s simplest
concepts with those in the EXPRESS methodology (used by Ford and Ernst & R
Young), you can apply this innovative methodology to new concepts that are I
not traditionally applicable to the TRIZ methodology. This book also: Z
• Offers a two-day problem analysis cycle including
management approval
• Delivers revolutionary and proven approaches to
define new product designs
• Satisfies two important performance-improvement
needs that every organization faces:
1. Process-related improvement opportunities How to Dramatically Reduce Product-Development
2. Design-related improvement opportunities
Costs with This Innovative Problem-Solving Tool
Y291121
ISBN-13: 978-1-1382-1677-8
90000
9 781138 216778
Lean TRIZ
How to Dramatically Reduce
Product-Development Costs with
This Innovative Problem-Solving Tool
The Management Handbooks for Results Series
Lean TRIZ: How to Dramatically Reduce Product-Development Costs with This
Innovative Problem-Solving Tool
H. James Harrington (2017)
Change Management: Manage the Change or It Will Manage You
Frank Voehl and H. James Harrington (2016)
The Lean Management Systems Handbook
Rich Charron, H. James Harrington, Frank Voehl, and Hal Wiggin (2014)
The Lean Six Sigma Black Belt Handbook: Tools and Methods for
Process Acceleration
Frank Voehl, H. James Harrington, Chuck Mignosa, and Rich Charron (2013)
The Organizational Master Plan Handbook: A Catalyst for Performance
Planning and Results
H. James Harrington and Frank Voehl (2012)
The Organizational Alignment Handbook: A Catalyst for Performance
Acceleration
H. James Harrington and Frank Voehl (2011)
The Management Handbooks for Results Series
Lean TRIZ
Lean TRIZ: How to Dramatically Reduce Product-Development Costs with This
Innovative Problem-Solving Tool How to Dramatically Reduce
H. James Harrington (2017)
Product-Development Costs with
Change Management: Manage the Change or It Will Manage You
Frank Voehl and H. James Harrington (2016)
This Innovative P roblem-Solving Tool
The Lean Management Systems Handbook
Rich Charron, H. James Harrington, Frank Voehl, and Hal Wiggin (2014)
The Lean Six Sigma Black Belt Handbook: Tools and Methods for
Process Acceleration
Frank Voehl, H. James Harrington, Chuck Mignosa, and Rich Charron (2013)
The Organizational Master Plan Handbook: A Catalyst for Performance
Planning and Results
H. James Harrington and Frank Voehl (2012)
The Organizational Alignment Handbook: A Catalyst for Performance
Acceleration
H. James Harrington and Frank Voehl (2011)
By
Dr. H. James Harrington
CEO, Harrington Management Systems
CRC Press
Taylor & Francis Group
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Boca Raton, FL 33487-2742
© 2017 by Taylor & Francis Group, LLC
CRC Press is an imprint of Taylor & Francis Group, an Informa business
No claim to original U.S. Government works
Printed on acid-free paper
Version Date: 20160915
International Standard Book Number-13: 978-1-138-21677-8 (Hardback)
This book contains information obtained from authentic and highly regarded sources. Reasonable efforts
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Visit the Taylor & Francis Web site at
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I dedicate this book to my loved ones who have passed away:
my father, Frank, my mother, Carrie, my friend, Joe, and my
wife, Marguerite. There is just no way to fill the void that was
left in my life when God decided to take them away.
Contents
Preface ....................................................................................................xi
Acknowledgments ............................................................................xxiii
About the Author. ...............................................................................xxv
Books by H. James Harrington ....................................................... xxvii
About the Series .................................................................................xxxi
Chapter 1 Introduction to LTM ..........................................................1
Introduction ..................................................................................1
Five Levels of Invention ...............................................................3
Why LTM Is Different ..................................................................7
Summary .......................................................................................8
Chapter 2 Five Special LTM Methodologies ......................................9
Introduction ..................................................................................9
VE and Value Analysis .................................................................9
SPI Methodology ........................................................................14
SPI Phase I—Planning ...........................................................15
SPI Phase II—Analyzing .......................................................16
SPI Phase III—Streamlining the Process ...........................23
Apply the Streamlining Approaches ..............................23
Lean .............................................................................................30
TRIZ .............................................................................................35
Two Common Approaches to Using the TRIZ
Contradiction Matrix ...........................................................44
Patterns of Evolution ............................................................46
Lean Process TRIZ .....................................................................50
Summary .....................................................................................63
Chapter 3 Starting an LTM Program ...............................................65
Introduction ................................................................................65
Selling LTM to Your Organization ..........................................67
LTM Key Roles and Responsibilities .......................................68
vii
viii • Contents
LTM Facilitator/Leader and Team Members’
Responsibilities .......................................................................69
Internal LTM Facilitators ......................................................73
Preparation and Follow-Up ..................................................74
Summary .....................................................................................75
Chapter 4 Phase I—Identifying the Opportunities .........................77
Introduction ................................................................................77
Activity 1: Identifying the Need ...............................................78
Communication .....................................................................81
Activity 2: Using the S-Curve ...................................................81
Activity 3: Other Ways to Identify LTM Projects ..................85
Activity 4: Screening and Prioritizing Potential LTM
Projects .........................................................................................87
Prioritization ..........................................................................87
Management Selection Approach ..................................88
Two-Level Analysis ..........................................................88
Weighted Selection Approach .........................................89
Summary .....................................................................................91
Chapter 5 Phase II—Preparing for the Workshop ..........................93
Introduction ................................................................................93
Activity 1: Define the LTM Project Sponsor ...........................94
Activity 2: Hold a Contracting Meeting ..................................95
Key Elements of an Effective Meeting ..............................101
Key Points Made during the Contracting Meeting ........104
Activity 3: Conduct a Planning Meeting ...............................104
Holding the Planning Meeting ..........................................105
Filling Out the Situation Questionnaire ...........................109
Activity 4: Collect Relevant Data to Prepare
for the Workshop ......................................................................109
Summary ...................................................................................111
Chapter 6 Phase III—Conducting the Workshop ......................... 113
Phase I: Identifying Improvement Opportunities ...............118
Activity 1: Introduction ......................................................118
Contents • ix
Task 1: Introduction and Business Overview .............118
Task 2: Present an Overview of LTM ...........................118
Phase II: Preparing for the Workshop ...................................119
Activity 2: Develop the As-Is Model .................................119
Task 3: Review Situation Questionnaire Results
and Agree on Root Causes and/or Major
Contradictions Related to the Improvement
Opportunity .....................................................................119
Task 4: Refining the Process Flowchart
or Reviewing the Current Product Specifications ......121
Task 5: Refining the As-Is Matrix ................................123
Phase III: Conducting the Workshop ...................................124
Activity 3: Start Workshop and Define Root Causes .....124
Task 6: Identifying Issues, Opportunities,
Problems, Root Causes, and Major Contradictions
that Were Not Covered in Task 5 .................................124
Task 7: Prioritizing the Issues, Opportunities,
Problems, and Root Causes ...........................................133
Phase III: Conducting the Workshop ....................................135
Activity 4: Define Potential Improvement Options ........135
Task 8: Defining and Quantifying Improvement
Action for Root Causes ...................................................135
Phase III: Conducting the Workshop ....................................143
Activity 5: Quantify Improvement Opportunities..........143
Task 9: Prioritizing and Classifying Improvement
Action Items .....................................................................143
Task 10: Quantifying and Qualifying Potential
Improvement Solutions ..................................................144
Phase III: Conducting the Workshop ....................................155
Activity 6: Management Review and Approval ...............155
Task 11: Preparing the Sponsor’s Presentation ...........155
Task 12: Presenting to the Sponsor(s) ...........................157
Task 13: Summarize the Results and Document
Them .................................................................................161
Summary ...................................................................................162
