Kha c? b?n 523

"Ph??ng php lu?n sng t?o v ??i m?i (TRIZ m? r?ng)"

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WHAT IS TRIZ?

TRIZ is Russian acronym meaning Theory of the Solution of Inventive Problems. Genrikh Altshuller and his colleagues studied over 2 millions patents and identified the body of principles and knowledge that define the process of solving extremely difficult (i.e., inventive) problems. International research is now enhancing and extending their findings.

TRIZ is a revolutionary new technology being introduced in the United States!

The Theory of Inventive Problem Solving (TRIZ) was first introduced to the United States in 1991.

WHAT DOES TRIZ DO FOR BUSINESS?

It has become even more difficult to conceive, develop and field breakthrough products and services consistently in today's global marketplace. The pace of competition, the increasing demands of customers, and the explosion of knowledge and technology all contribute to the need for innovative approaches. The conceptual activity has to be faster than ever before, at a higher level of design maturity, and within constrained budgets. Current research shows that TRIZ accelerated idea generation for products, for services, and for quality improvement by factors ranging from 70% to 300%

IS TRIZ PRACTICAL ? These practical organizations are now using TRIZ:

What Makes Samsung Such An Innovative Company?

http://www.forbes.com/sites/haydnshaughnessy/2013/03/07/why-is-samsung-such-an-innovative-company/?utm_source=GraphicMail&utm_medium=email&utm_term=NewsletterLink&utm_campaign=Samsung+September+2013+*&utm_content=

The Samsung headquarters (Photo credit: Wikipedia)

There are critics of Samsung who argue that its success is mostly due to copying and then tweaking the innovations of others. There is a good deal of truth in this, especially around the early Galaxy designs.

But 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.

We know how its competitors innovate we look at Google and see the 20% time, the big adjacencies, the search for disruption, the bold statements about the future of autos, for example.

We know that within Apple when a project gets to a critical stage, the company assigns three teams to its development, each of which competes against the other. We know the importance of design thinking, an attribute Google is learning about. And of customer experience.

What does Samsung do in comparison? How does it line up against these American masters or conversely are Google and Apple good enough to compete against Samsung?

There's no doubt that patent circumvention is an aim when Samsung innovates. From its early forays into innovation, competing against Toshiba in washing and drying machines, Samsung has chased patents in areas where its competitors appear to have protection and has oriented its innovation efforts to find new patentable ideas in its competitors' backyard (see, for example, this Samsung presentation).

There's nothing unusual about that. It is a sideshow.

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.

Samsung has nurtured a close relationship with the Russian Academy of Science since then. There is a framework agreement between the two parties. And the Korean Government has its own agreement under which it funds Korean small businesses to develop projects on the back of Academy research. Samsung meanwhile appears to help the Academy to increase its patent count and to exploit its inventions.

There is an undated copy of the framework agreement between them online and here is an extract:

Academy warrants that Institutes of RAS have the necessary authority to transfer Inventions on separate contracts ("Concrete Agreement") to Samsung for evaluation, and support Samsung to share part in ownership of Inventions and Patents

One early advantage for Samsung was cheap fundamental science from Russia. But even now Samsung is able to buy Russian expertise at relatively low rates of between $3,000 to $5,000 per month.

Compare that with Google and Apple in the post-9/11 era access to the world's best talent has become increasingly difficult because of a reluctance to grant enough visas. Samsung had that problem cracked. But then again didn't Apple and Google both are a magnet for talent.

Has the Russian connection shown concrete value for Samsung?

Right now Samsung is working on 3D projection and display with the Academy. 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. It is not a competitive race, as it seems to be in Apple, or based on giving engineers more bench time as it is at Google.

Rather it is based on developing a creative elite. The diagram below explains that. It is taken from this presentation. The presentation also explains how Samsung used TRIZ to get to its Super AMOLED displays.

Interestingly for Samsung observers, senior management had realized that the company was a fast follower rather than an innovator, prior to the introduction of TRIZ:

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.

TRIZ is now part of Samsung's workflow.

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.

You can argue that method and creativity don't go together but that's a specious argument from the start.

You can also argue that Apple and Google have better innovation processes, more free and more compelling for talented engineers. But what you can't argue is that Samsung does not do innovation. It is proving every day that it is formidable and heavily invested in taking leadership in many areas.

The message for Apple and Google get used to it because Samsung is not only on a roll, it has enough talented people to keep pushing.

 

Ti?ng Vi?t: b?m vo dy

Ti?ng Nga:

LM TH? NO H?C ???C CCH SNG CH?

Xu?t b?n n?m 1961, 128 trang, in 50.000 cu?n

CC C? S? C?A CNG VI?C SNG CH?
Xu?t b?n n?m 1964, 230 trang, in 30.000 cu?n


ALGORIT SNG CH?
Xu?t b?n l?n th? nh?t n?m 1969, ti b?n n?m 1973, 296 trang, in 80.000 cu?n.
N?m 1998 ng??i M? d?ch v?i tn sch ti?ng Anh l "The Innovation Algorithm"

SNG T?O NH? L KHOA H?C CHNH XC
Xu?t b?n n?m 1979, 176 trang, in 40.000 cu?n. N?m 1984, ng??i M? d?ch v?i tn sch ti?ng Anh l "Creativity As an Exact Science"

NH?NG ?I CNH CHO IKAR
Xu?t b?n n?m 1980, 224 trang, in 15.000 cu?n.
Quy?n sch ny Th?y Altshuller vi?t chung v?i A.B. Seliutski
Theo truy?n thuy?t Hy L?p, ?e?al v con l Ikar b? c?m t ? hn ??o Krit. ??al ? lm hai ?i cnh t? lng chim, sp v s?i lanh. Tr??c khi ch?y tr?n, ??al ? gi?i thch t? m? cho Ikar cch s? d?ng ?i cnh v nh?ng ?i?u c?n trnh. Khi hai cha con bay g?n qua bi?n, Ikar qun l?i cha d?n ? bay cao h?n v? pha m?t tr?i. Nh?ng tia n?ng m?t tr?i nng b?ng ? lm ch?y sp v Ikar t? trn cao r?i xu?ng bi?n ch?t chm.
B?t k? cng c? m?nh no c?ng ??u c nh?ng quy t?c m n?u ng??i s? d?ng vi ph?m, h?u qu? tai h?i c th? x?y ra.

V NH SNG CH? ? XU?T HI?N NGAY ?Y
Xu?t b?n l?n th? nh?t n?m 1984, 127 trang, in 100.000 cu?n. Sau ? ???c ti b?n hai l?n vo cc n?m 1987, 1988. Quy?n sch ny Th?y vi?t dnh cho h?c sinh ph? thng v l?y bt danh l Altov. N?m 1996 M? d?ch sang ti?ng Anh v?i tn sch l "And Suddenly the Inventor Appeared"

NGH? ?I TM CI M?I
Xu?t b?n n?m 1985, 196 trang, in 4.000 cu?n. Quy?n sch ny Th?y vi?t chung v?i B.L. Zlotin v V.I. Filatov.

TM RA T??NG
Xu?t b?n l?n ??u tin n?m 1986, 225 trang, in 36.000 cu?n. Ti b?n n?m 1991.

CC CNG TH?C TO B?O C?A SNG T?O
Xu?t b?n n?m 1987, 272 trang, in 20.000 cu?n. Th?y vi?t cng v?i nhi?u h?c tr.

S?I CH? TRONG M CUNG
Xu?t b?n n?m 1988, 280 trang, in 30.000 cu?n. Th?y vi?t cng v?i I.M. Viortkin v Iu.P. Salamatov.

TM KI?M CC T??NG M?I: T? LINH C?M ??N CNG NGH?
Xu?t b?n n?m 1989, 383 trang, in 15.000 cu?n. Th?y vi?t chung v?i B.L. Zlotin, A.V. Zusman v V.I. Filatov.

CC QUY T?C C?A TR CH?I B?T QUY T?C
Xu?t b?n n?m 1989, 280 trang, in 40.000 cu?n. Th?y vi?t cng v?i nhi?u h?c tr.

LM TH? NO TR? THNH HERETIC
Xu?t b?n n?m 1991, 368 trang, in 20.000 cu?n. Th?y vi?t cng v?i I.M. Viortkin, B.L. Zlotin v A.V. Zusman.
* Heretic l ng??i khng tun theo cc gio ?i?u

C? H?I ?? M?O HI?M
Xu?t b?n n?m 1991, 304 trang, in 20.000 cu?n. Th?y vi?t cng v?i Iu.P. Salamatov, V. Fei v M.S. Rubin.

LM TH? NO TR? THNH THIN TI
Xu?t b?n n?m 1994, 480 trang, in 7.000 cu?n. Th?y vi?t cng v?i I.M. Viortkin.

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Ti?ng Anh:

CREATIVITY AS AN EXACT SCIENCE : THE THEORY OF THE SOLUTION OF INVENTIVE PROBLEMS

Genrikh S. Altshuller (translated by Anthony Williams)

Hardcover (January 1984)

Gordon & Breach Science Publishers

318 pages, Price: $222.00

40 PRINCIPLES : TRIZ KEYS TO TECHNICAL INNOVATION

G. S. Altshuller (translated and edited by Lev Shulyak and Steven Rodman), 1998, Soft Cover

140 pages, Price: $ 40.00

AND SUDDENLY THE INVENTOR APPEARED : TRIZ, THE THEORY OF INVENTIVE PROBLEM SOLVING

G.S. Altshuller (translated by Lev Shulyak)

1996, Soft Cover

171 pages, Price: $40.00

THE INNOVATION ALGORITHM: TRIZ, THE THEORY OF INVENTIVE PROBLEM SOLVING

Genrich Altshuller (translated by Lev Shulyak and Steven Rodman)

1998, Paperback

312 pages, Price: $250.00

TRIZ: THE RIGHT SOLUTION AT THE RIGHT TIME

A Guide to Innovative Problem Solving

Yuri Salamatov,

Edited by Valeri Souchkov

1999, Soft Cover

Price: $59.95

SYSTEMATIC INNOVATION: AN INTRODUCTION TO TRIZ (THEORY OF INVENTIVE PROBLEM SOLVING)

John Terminko, Alla Zusman, Boris Zlotin

Published 1998, Paperback

150 pages, Price: $23.96

STEP-BY-STEP TRIZ : CREATING INNOVATIVE SOLUTION CONCEPTS

John Terninko, Alla Zusman, Boris Zlotin

1996, Spiral Bound

228 pages, Price: $ 40.00

THE SCIENCE OF INNOVATION, A MANAGERIAL OVERVIEW OF THE TRIZ METHODOLOGY

Victor R. Fey & Eugene I. Rivin, 1997, Soft Cover

82 pages, Price: $ 27.00

TRIZ RESEARCH REPORT

Price: Non-member $19.95

Member $17.95

Contents:

Introduction

TRIZ in Depth

Case Studies

Implementation

1996. 48 pages. ISBN 1-879364-99-9.

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