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Idealizing Useful Functions

Idealizing Useful Functions

Copyright 2012 2017 by Collaborative Authors, All rights reserved

Acknowledgements
This book is the work of a collaborative group.

Contributors
Larry Ball (Primary Author)
David Troness
Kartik Ariyur
Jason Huang
Steve Hickman
Petr Krupansky
Larry Miller

Editors
Erika Ball
Larry Ball
David Troness
Paul Dwyer
S. Robert Lang

Illustrators
Larry Ball
David Troness

Other Authors, Theoreticians, Practitioners Whose Writings or Teachings have Impacted This Work

Genrich Altshuller
Ellen Domb
Roni Horowitz
John Terninko
Alla Zusman
Boris Zlotin
Lev Shulyak
Yuri Salamatov
Victor Fey
Eugene Rivin
Darrell Mann
Sergei Ikovenko
Simon Litvin
Peter Ulan
Lane Desborough
Clayton Christensen
Renee Mauborgne
Kim Chan

Much of the material for this book was inspired by the thought leaders referenced. The original intent was to codify the insights of these thought leaders; however, the exercise of codification ultimately resulted in the synthesis of other experimental processes. This is because codification required recognizing patterns of similarity among tools. Once this was achieved, the various tools were grouped with key decisions. Decisions necessitate and generate information that flows to subsequent decisions. Patterns and gaps became evident during this formative process. Experimental methods were introduced to address the gaps. The efficacy of these experimental methods is determined by whether they actually help the reader identify product or process characteristics that will delight the market.

Idealizing Functions

The concept of functions is a fundamental idea for innovation. It is through the use of functions that we determine what elements are necessary in a system and what their roles will ultimately be. We also recognize the detrimental impacts that objects can have within systems. All objects carry burdens, including harmful functions. By utilizing the concept of functions, we can discuss the removal or replacement of objects within systems. Consider for a moment what other approaches or tools could be used for this purpose. It is important to note that there are virtually no tools available, even in the field of systems integration, that aid the innovator or engineer in deciding which objects should be included in a system. If you are not already familiar with the language of functions, the book TRIZ Power Tools–Working with Functions explains the language of functions along with various approaches to describing and diagramming them.

In the introduction on the website (www.opensourcetriz.com) for this series of books, the idea of a Hierarchy of Decisions was introduced. One aspect of this hierarchy is repeatedly highlighted: the idealization of functions. Whether we are creating a system, overhauling an existing system, or addressing a problem within the system, we will use tools to focus on one function at a time. When creating a system, we add one function at a time. When overhauling the system, we identify burdensome functions that need alteration. In every instance, we emphasize the functions that we aim to make as ideal as possible.

Functions serve as shorthand for processes. They denote changes or results that occur over time. If we employ a function to describe the final state of an object’s attributes, we are detailing a “result.” If we are describing an ideal outcome, we are conveying an idealized function. A pathway is proposed to work backward from the ideal final state of an inventive situation. This is effectively achieved through the following steps for idealizing a useful function:

Step 1: Identify an ideal product.
Step 2: Identify an ideal modification (Steps 1 and 2 yield the ideal result. The pathway to this result is articulated in the next two steps).
Step 3: Identify potential physical phenomena to deliver the function.
Step 4: Identify an ideal tool to deliver the physical phenomena. (This completes the traditional Ideal Final Result by stating a means to achieve the ideal result.)
Step 5: Identify resources (object attributes) that we will utilize to control the system’s functioning.
Step 6: Idealize these object attributes and fields by setting their values to create the most ideal results. (This may lead to complications.)
Step 7: Resolve the resulting contradictions. (This step examines the ideal distribution of the properties of the object, further solidifying mental images of the system into more ideal states).

These steps pertain to working with useful functions. The order is adjusted slightly when addressing informing and harmful functions.

Let’s take a moment to consider why this specific order is crucial. The primary reason for this order is that it facilitates the efficient removal of objects when executed in this manner. The first step is to contemplate the ideal product. The product is what is being modified. We consider this first because if we effectively idealize the product, we might not need to further idealize the function at all. For instance, what if we discover a means that eliminates the need for the modification of the product? If the product is a waste material, what if it doesn’t exist? Then no function is needed, and we can bypass further work.

Next, we examine the ideal modification. If the modification is necessary, how minimal can we make it to accomplish the task? Is the intended modification truly what we wish to enact? Perhaps we should consider the opposite of the intended modification. If minimal adjustment is necessary, it lessens the subsequent required work.

Next, we assess potential scientific effects or physical phenomena that could deliver the function. We do this because some physical phenomena come with more readily available resources. The easier the resources are to access, the fewer burdens the system will face. This will aid in minimizing further downstream work.

Once we identify the potential physical phenomena, we are prepared to consider the substance and field resources available to deliver the anticipated physical phenomena.

Finally, we determine the ideal tool that encompasses the physical phenomenon and the objects that will deliver this physical phenomenon.

Note that the order of steps is generally structured to lessen the burdens on the system and to minimize the innovator’s workload.

It is worth noting that many of the Solution Standards and other TRIZ tools have already been articulated in functional language. Suggestions for how we might develop a more ideal functional part emerge from a restructuring and reinterpretation of the components of the Solution Standards that address the elimination, redefinition, or replacement of system parts (object resources). Idealizing Functions represents the convergence of the Ideal Final Result, Function Analysis, and the Solution Standards. Therefore, there is a wealth of approaches available to describe the final state.

The initial step to idealizing a useful function is to identify and isolate the final ideal state in functional terms. We begin by focusing on useful functions first because informing functions are essentially a specific case of useful functions, and one significant pathway to idealizing harmful functions is to transform them into useful functions. Once converted into useful functions, they can be further idealized using the steps outlined in this book.

One might inquire, “Why idealize something that is already useful?” We idealize useful functions because there are numerous options to either avoid performing the function or to eliminate elements from our system. When we remove the need for an element, we also eliminate the necessity for auxiliary functions that support this function.

Progression of Possibilities from Most Ideal to Least Ideal
As we navigate down the list of possibilities, we generally begin with the most ideal scenarios and proceed toward the least ideal. The most favorable outcome is when no modification is required. In this case, no tool is needed, and consequently, no supporting elements are necessary. The least favorable outcome is when modification is required, necessitating a tool within the system to conduct the modification. Here, supporting elements may be required to perform the function or mitigate its negative effects. (Recall that each element introduces its own set of complications. Each element adds its burden to the system). Between these two extremes lie various gradations of ideality.

Write the Function without the Tool

Method:

Write the function without using the tool.

Explanation:

If a system is being simplified, the function may already include a tool. However, if a new function is being created, the tool is not yet visible. At this stage, we do not need the tool, as it complicates our reasoning. We make no assumptions and begin solely with the modification. For now, this represents the most optimal form of the final result that we understand.

Example—Pet Feeding System

Write the function without the tool.

I am interested in a pet feeding system that protects the food from ants, roaches, birds, and bacteria.

Identify the Ideal Product

Regardless of whether the function already exists, we aim to identify the most ideal embodiment of the element being modified.

Let’s consider a method for the police to stop a speeding car without endangering the occupants or other motorists. If we have an idea for achieving this, we will focus on only two elements: the product and the modification we are trying to achieve. The product is the “car,” and the modification is “stop.” Now we begin formulating the Ideal Final Result. Knowing only these two parts of the function allows us to ask the crucial question: What is the ideal product? The answer may be surprising. The most ideal product is one that does not exist. (The car should not exist), and therefore the tool and all accompanying auxiliary functions are unnecessary. Thus, we come very close to realizing the ideal machine.

We may not require the product for various reasons.

  1. It may be a transmission component that we can bypass. (Is the car a transmission component? Not really.)
  2. It may be a waste component that does not need to exist in the first place. (Is the car considered waste? Not really.)
  3. A slight modification to the product may render the alteration unnecessary. (If the car could be easily tracked, then I might not need to stop it.)
  4. Or the product may already come with the modification already performed. (By the time the police reach the car, the driver may no longer want it, and it is already stopped.)

If the product is required, then we must ask the question: What minimum part must be modified? (Is it the car that we want to stop? Perhaps we only want to stop a part of the car, such as the engine or the occupant.)

If only a small part requires modification, then the resources needed to perform the modification can also be minimized.

Finally, if the product is necessary, how can we maximize the value of our effort? Let’s make the modification as far-reaching as possible. If the product comes in natural groupings, let’s modify the entire group. If other nearby objects require the same modification, then let’s modify as many as possible. This increases the value that the user derives from performing the function. (Perhaps the police signal all cars on the road to gradually decelerate, thus making the situation safer for everyone.)

Method:

Step 1: Why is the function required? What does it prevent? What does it fix? What does it compensate for? Does it counteract something? Follow this reasoning back through the causal relationships. Consider referring to the book Discovering Why Target Objects are Required.

Step 2: A minor change to an object in the system (often the object that we are serving) eliminates the need for the main function and therefore the objects that provide the function.

Explanation:

All Functions Can Be Viewed in a New Light

All useful functions can be considered in a remedial or preventive context. This may not seem intuitive at first, but let us examine a couple of examples. A lawn mower cuts grass. Is this a remedial action? Yes, because it addresses the height of the grass. One could argue that if the grass were performing its role more effectively, it would grow to an even height and then cease. While this may seem excessive, it is nonetheless a valuable way to view a situation from a different perspective.

The Role of Causal Analysis in Achieving This

To achieve this outcome, a slight modification of the product is typically necessary. We may understand why a modification is needed if we have been diligent in our causal analysis to identify the necessity. Recall that we did this by examining the need for the existence of objects. Objects are essential to modify other objects. Once we comprehend why an object is necessary, we also grasp why the modification is needed. The inquiry into the existence of objects often initiates an alternative problem path within the causal analysis diagram. This is discussed in the book Discovering Why Targeted Objects Are Required. When we consider the non-existence of elements in the system (in the side-by-side box), we begin an alternative problem path that helps us understand why an element was originally needed in the system. It is possible to eliminate the need for the troublesome element and often other elements by resolving a problem elsewhere in the system.

Recall that the non-existence of a function element is depicted in the causal analysis as a function box showcasing a function that lacks a tool. The tool was necessary to perform a function that is no longer executed because the tool is absent. One solution to the alternative problem path is to discover a new method to perform the function of the missing object. This often leads to considering how the function might be executed by existing elements, thereby simplifying the system.

Example: Scaling Fish

Step 1: Why is the Function Necessary? What does it prevent? What does it resolve? What does it compensate for? Does it counteract something? Consider reading the book Discovering Why Target Objects are Required.

Scaling removes scales and underlying tissue that may alter the flavor during cooking and are also considered unpalatable by certain cultures. This is a remedial action.

Step 2: A slight modification to an object in the system (usually the object that we are serving) eliminates the need for the main function and consequently the objects that fulfill that function.

Consider changes to cooking methods that transform scales into a delicacy— Now, the necessity for scaling is no longer present.

Example: Dog Food Bowl

Step 1: Why is the Function Required? What does it prevent? What does it fix? What does it compensate for? Does it counteract something? Consider referring to the book Discovering Why Target Objects are Required.

Containing the food is necessary to keep it from becoming dirty or wet.

Step 2: A minor change to an object in the system (often the object that we are serving) eliminates the requirement for the main function and thus the objects that deliver the function.

The dog food requires no container because it does not come in separate pieces. For instance, the food is bound together or arrives as one piece. Perhaps it is simply rolled up.

Method:

Step 1: Is the product a transmission or transformation element? (Does the product transmit, transform, or convert energy?)

Step 2: Bypass the element.

Explanation:

This tool is derived from the Laws of Development of Systems and was initially referred to as the Law of Energy Conductivity: A necessary condition for the survival of a technical system is the unobstructed flow of energy throughout all components of the system.

Consequently, it can be inferred that:

  1. Transmission paths are minimized and eventually eliminated
  2. Energy transformations are reduced and ultimately eradicated.
  3. Muscle and control elements function within the same field.

When applying this law to the ideal product, it signifies that we should consider bypassing traditional or existing transmission or transformation elements and go directly to the object that requires modification. If the product of the function we are examining is a transmission element, then we should assess whether it is necessary or if we can discover a way to bypass it altogether, thereby avoiding energy transformation and utilizing the energy more directly. Some elements masquerade as essential functioning components but are, in reality, transmission or transformation elements.

Example—Linkage Operated System

Many systems require rotary movement. A significant number of these systems convert linear motion into rotary motion through a linkage. The actuators in these systems do not act directly on the working element.

Step 1: Is the product a transmission/transformation element? (Does the product transmit, transform, or convert energy?)

The current system operates on a linkage assembly to turn an object.

Step 2: Bypass the element.

The new system directly rotates the component using a rotary actuator. The actuator functions directly on the component of interest without the need for a transmission.

Method:

Step 1: Does the product serve an auxiliary function, or can it ever be harmful or wasteful? 
Step 2: Dispose of the product using the following methods:

  1. Directly discard the product.
  2. Eliminate the sources of the product.
  3. Remove the path that the product takes to reach its destination.
  4. Absorb the product to prevent it from being harmful or wasteful. Consider using absorbent materials such as fabrics, powders, or batting.

 

Explanation:

A product that does not exist does not require modification. Some products provide no useful function. Additionally, a product can often be eliminated if it serves an auxiliary function. It’s easy to lose sight of whether the product is necessary in the first place. If the product is harmful or even considered waste (like sawdust or leaves), wouldn’t it make more sense to avoid having it around altogether?

Example: Collection of Leaves

The collection of leaves presents a common challenge. 

Step 1: Does the product serve an auxiliary function, or can it ever be harmful or wasteful? 

Regrettably, it is deemed waste in many areas. (In reality, it is nature’s method of rejuvenating itself. However, for the purposes of this issue, we will treat it as waste.)

Step 2: Eliminate the product using the following methods:

Method 1: Directly remove the product.

The leaves appear to be nonexistent. Since we may not understand how this happens directly, it creates a contradiction: the leaves must both exist and not exist.

Method 2: Eliminate the sources of the product. Remove the tree. This may be a solution in certain cases. However, it may lead to another contradiction: the tree exists and does not exist.

Method 3: Eliminate the path the product takes to reach the destination.

Remove the path leading to the ground.

Method 4: Utilize absorbent materials so that the product is no longer harmful or wasteful. Consider using materials such as fabrics, powders, or batting.

Some ground cover beneath the tree absorbs the leaves or at least conceals them effectively.

Method:

The product does not require any modifications as it is already integrated.

Explanation:

In certain situations, modifications can be performed upstream by the provider of the elements more conveniently than later. The product may be in a much more suitable form to fulfill its function. This is especially true in a manufacturing environment, such as during assembly. Pre-coated or pre-assembled parts can be assembled more easily. Forming and cutting operations can be more effectively accomplished when the material is in a more favorable state. Pre-modifying the product often leads to a paradox. The modification is necessary, yet it must not occur.

Example: Pipe Forming Machine

Pipe forming machines feed a flat ribbon into a forming machine that rolls the ribbon into a tube and welds it. The tubes are cut to length by a saw that moves with the formed tube, minimizing the cutting time. Increased forming rates require the cutter to return more quickly, resulting in many additional challenges. Consider the ideal product. The tube must be cut before it is formed. This slows production (compared to a single ribbon), creating a situation where the tube must be cut and also not cut.

The product does not require modifications as it is already integrated.

The tube is partially cut by stamping before it is rolled. A hard twist completely severs the tube.

Example: Pet Food Bowl

The product does not require modification as it is already included.

The food is supplied in a container. It does not matter if the food is poured directly onto the ground. Neither the dog nor the food will sustain any harm.

Method:

What minimum part of the product must be modified? Create a list of alternative products that represent a minimized subset of the main product. Consider all subsets of the original product down to the molecular level.

Explanation:

If we have determined that it is not feasible to avoid the need for modification, we should consider altering the minimum amount of the product necessary.

Example: Stopping a Speeding Car

Each year, innocent people are injured or killed during high-speed chases. Approximately 40 percent of high-speed chases result in crashes. How can the vehicle be stopped?

What is the minimum part of the product that must be modified? Create a list of alternative products that represent a minimized subset of the main product. Consider all subsets of the original product down to the molecular level.

What if we only stop the driver, the tires, the drive shaft, the engine computer or carburetor, the tire, or the electrical ignition spark?

Method:

Is the modification being made on the ideal product? Would something else be better? Modify that instead.

Explanation:

Here we consider the possibility that the modification should be made to something different. This could also increase the likelihood that there exists a better modification than the one provided.

Method:

Step 1: Do the subjects that require the same function come in natural batches or groups? Do they come in large clusters or in groups that are difficult to separate? The subjects may be identical, similar in some aspects, or entirely different. The crucial question is whether they require the same function.

Step 2: Is it more ideal (or easier) to perform the function on the group simultaneously?

Explanation

The foundation of this tool is based on standards involving multiple system elements. However, there is a distinct twist to the concept. While simply increasing the number of product elements being acted upon is indeed an improvement over performing functions on individual product elements, it becomes even more advantageous when the products are organized into natural groupings. Such groupings are often dictated by nature or commonly accepted manufacturing practices.

Multiple Products

If we determine that the function is necessary, we should maximize its potential. Here, we aim to extend the function to as many elements as possible by identifying natural groupings. The natural inclination to execute functions on multiple objects is to perform them in parallel. This can involve executing the function simultaneously on a collection of objects, especially if these groups are regarded as natural categories, such as a flock of geese, a set of teeth, a pallet of items, or a box of cereal. Extending the function to more similar elements at the same time can reduce the overall resources required. However, there are no assurances that modifying the entire natural group will require fewer resources. At this point, we may not know how we can achieve this goal, but we continue to hope for the discovery of a physical phenomenon that enables this.

Biased Products

Biased products are items that serve similar functions and share many material characteristics, yet differ in less significant ways. Nails come in various sizes. If a hammer can effectively drive both a small nail and a large framing nail, it becomes more valuable to the user. A natural grouping of nails may be related to a specific type of construction task that requires a range of nails. During manufacturing, it is preferable to perform the function for this group either simultaneously or sequentially using the same system.

Diverse Products

Diverse products are items that, while related to the same function, are typically not associated with the same tool. Natural groupings of diverse products include objects that serve the same purpose and are found together during a task or job. Whenever possible, we strive to perform this function on all diverse objects simultaneously.

Example: Shelling Nuts

Step 1: Do the subjects that require the same function come in natural batches or groups? Do they arrive in large amounts or in combinations that are difficult to separate? The subjects may be identical, similar in some aspect, or entirely different. The crucial question is whether they necessitate the same measurement.

The nuts come in a bag.

Step 2: Is it more ideal (or easier) to perform the function on the group simultaneously?

In this case, it would be much more ideal to shell the entire bag of nuts at once.

Example: Picking Fruits

In orchards, fruits are often harvested by hand. If this process is automated, complications can arise. The entire tree should be collected at once, but there is a wide variety of fruits that need to be gathered. Some are easier to pick than others, and they are at different stages of ripeness.

Step 1: Do the subjects that require the same function come in natural batches or groups? Do they arrive in large groups or in clusters that are difficult to separate? The subjects may be identical, similar in some aspects, or completely different. The important question is whether they require the same measurement.

The fruit is at various levels of maturity and clings to the tree with different degrees of attachment. Additionally, there is a variety of fruit that may be picked.

Step 2: Is it more ideal (or easier) to perform the function on the group simultaneously?

There is a broad variety of fruit to which this would apply, and the variation in attachment to the trees is also significant. The ability to pick whole trees (a natural grouping) and the capability to apply this to fruit with a high variability of attachment strengths would be very beneficial in large orchards.

Example: Cooking Bacon

Step 1: Do the subjects that require the same function come in natural batches or groups? Do they come in large groups or in groups that are difficult to separate? The subjects may be identical, similar in some aspects, or completely different. The key question is whether they require the same measurement.

Eggs are generally associated with bacon.

Step 2: Is it more ideal (or easier) to perform the function on the group simultaneously?

Yes, eggs can be included. The heat is present, but usually, there is an excess of bacon fat. Keep in mind that we have only considered the possibility of cooking these together. In some cases, finding a way to do this is straightforward.

Identify the Ideal Modification to the Product

The Ideal Modification for Useful Functions

After focusing on the ideal product, the next step is the ideal modification. We ask, “What do we truly want to achieve, and what are the characteristics of the ideal modification?”
Since we have not yet determined what will deliver these ideal modifications to the product, we are essentially creating a wishlist of what the ideal modification will entail. When we incorporate real elements to achieve the modification, these elements often bring undesirable traits along with them.

Given that we are working with functions that are already useful, we would like to maximize the benefits. It is easy to assume that because a useful function exists, there is no replacement function that could be even better, or that we might want to reverse things and perform the opposite function. The question remains: What do we truly want to achieve?

How Do We Identify the Ideal Modification?
Let’s revisit the concept proposed by Altshuller for solving problems that require guesswork. Recall the mathematical problem presented: How can we return with exactly six gallons of water if we only have a four-gallon bucket and a nine-gallon bucket? Mathematical problems that typically require guesswork when solved forward are often more quickly addressed by starting with the solution and then working backward. Altshuller suggested that, since solving inventive problems also involves guesswork, the solution will be reached more rapidly and satisfactorily if we begin with the ideal solution.
Altshuller also proposed another, more critical reason for solving backward. Solutions that originate from mental images of existing machines are usually variations on these structures and tend to become more complex than necessary. We must free our minds from these structures by starting anew with an ideal solution. Altshuller referred to this preferred end state or solution as the ideal machine.

The process of identifying the Ideal Final Result began when we considered the ideal product. Now we must contemplate what must ideally occur to this ideal product, given that it is still required. Since the final result is, in fact, a modification to the product, we can continue to articulate the ideal machine in functional terms.

At this stage, we will compile several versions of the ideal machine by describing the modification in ideal terms. We must shed our inhibitions and let it happen naturally. Since there may be multiple ways to describe the modification that will provide new insights, we explore various perspectives that allow us to maximize our resources.

In our search for the ideal machine, we will also consider the reverse modification. It is easy to become entrenched in thinking of the function as we have always known. By asking what we are performing the function relative to, we discover that there are alternative possibilities.

As a matter of practicality, the function should be described accurately to achieve the best results. Please refer to the chapter on writing functions if there are questions regarding how to write functions or handle confusing functions.
Setting the Bar for How Well the Modification Must Be Executed

The next set of tools will assist us in deciding on the attributes of the ideal modification. At this stage, we continue our pursuit of identifying several ideal modifications. If I could snap my fingers, how much modification do I truly desire? How well, how long, etc.

Since it is possible to overdo a modification, leading to other problems, we may need to constrain ourselves by posing this in a slightly different way. What level of modification will provide a lasting solution? By doing this, we acknowledge a truth: eventually, the system will evolve to a point where it must be improved again. In the meantime, it will not be necessary to change this parameter or even consider it very much. This differs from the common approach of modifying systems where a parameter is merely improved enough to suffice, leading to legacy issues that continue to arise with the next version of a product.

It is important to note that insights gained at this stage can influence one another. Insights acquired during one activity may be contradicted by insights gained in other activities. Consequently, it may be necessary to jump back and forth between tools.

Method:

Step 1: Are we changing or controlling? Which option makes the most sense?
Step 2: Work backward by envisioning several ideal final states. Using the detailed form of the modification, consider various ways to describe the modification. Think about moving from the macro perspective to the micro perspective (atomic level and beyond).

Explanation:

What are the ideal final outcomes? Describe this in various ways. What would I want to happen if I could magically bring it about with a snap of my fingers? We aim to consider several approaches, as each method may lead to a different physical phenomenon to achieve the desired function (depending on the availability of system resources). Some of these methods may be more optimal than others.

Example—Stopping a Speeding Car

 

Step 1: Are we changing or controlling? Which option makes the most sense?

In this case, we want to control the speed of the car to a predetermined limit. This speed may not be zero and, in fact, it could be dangerous to stop a car suddenly in the midst of fast-moving traffic.

Step 2: Work backward by imagining several ideal final states. Using the longhand form of the modification, consider different ways to describe the modification. Consider moving from the macro world to the micro world (atomic level and beyond).

We want to control the speed of the car.

Example—Blade Loss of a Fanjet Engine

A jet engine fan loses several fan blades. This condition is often referred to as a blade-out situation. It can occur when an object, such as a bird, is ingested into the engine. Each of the blades carries a significant amount of kinetic energy. When one blade fails, it frequently results in damage to other blades. The effect can be explosive.

Step 1: Are we changing or controlling? Which option makes the most sense?

In this case, we are changing. The blades start in one state and we must transition to another.

Step 2: Work backward by imagining several ideal final states. Using the longhand form of the modification, consider different ways to describe the change. Think about moving from the macro world to the micro world (atomic level and beyond).

The various possibilities are shown in the figure to the right.

Example—Heating a Gas

How can we describe the heating of a gas?

Step 1: Are we changing or controlling?

We have already described this as a change of state; therefore, we are changing rather than controlling.

Step 2: Work backward by imagining several ideal final states. Using the detailed form of the modification, consider different ways to describe the changes. Think about moving from the macro world to the micro world (atomic level and beyond).

The various possibilities are illustrated in the figure below.

Method

Step 1: What object is the modification performed relative to?
Step 2: Invert the problem by modifying the relative object. (Make it the focus).
Step 3: Return and describe this in a variety of ideal ways.

Explanation

At times, it may be more beneficial to perform the opposite of the intended action or modification. For example, it may actually require fewer resources to move a person in relation to a work object than to adjust the height of a heavy work object. To consider reversing a modification, it is essential to determine what the action or modification is in relation to. When two objects are in motion relative to each other, it is generally straightforward to identify the modification. However, with other modifications, it might require more contemplation.

Example—Pouring Hot Syrup into a Chocolate Container

Step 1: What object is the modification performed relative to?

The pouring is relative to the stationary chocolate mold.

Step 2: Invert the problem by modifying the relative object. (Make it the product).

Instead of pouring the syrup relative to the stationary chocolate mold, we spread the chocolate relative to a stationary syrup mold that has been frozen. Spread the chocolate onto the syrup.

Step 3: Return to this and outline it in several ideal ways.

Be aware that the diversity of descriptions does not significantly enhance the understanding of how this function can be executed in this instance.

Example—Stopping a Speeding Car

Step 1: What object is the modification performed relative to?

The slowing is relative to the roadway.

Step 2: Invert the problem by modifying the relative object. (Make it the product).

Thus, instead of stopping the car, we accelerate the road so that both the car and the road are moving at the same velocity.

Step 3: Return and articulate this in several ideal ways.

Note that this tends to describe some form of lubrication between the road and the tires that was not previously considered.

Example—Pet Food Container

Step 1: What object is the modification performed relative to?

The pet food is contained in relation to its surrounding environment.

Step 2: Invert the problem by modifying the relative object. (Make it the product).

The food is positioned relative to the surrounding environment. Can we adjust the surroundings to accommodate scattered food?

Step 3: Go back and describe this in a variety of ideal ways.

If the food is scattered, nobody cares because it simply blends in with the surroundings.

Method

If I could snap my fingers, what would the perfect level be?

Explanation

Determine the actual level of the ideal modification. This level typically involves a metric of some sort. As we begin to adjust the levels of the modification, we start to chip away at psychological inertia and gain insights. Perhaps what we are doing is not the correct function. Perhaps there are functions that are more ideal. (Note that these will provide more options in causal analysis).

Example—Blade Loss in a Fanjet Engine

We continue our examination of blade loss in a Fanjet Engine. We will focus on one of the proposed modifications, which is to adjust the energy level of the blades.

 If I could snap my fingers, what would the ideal energy level be? 

 The energy should dissipate sufficiently so that it never reaches the cabin. Essentially, the blades should possess zero kinetic energy relative to the aircraft.

Example—Stopping a Speeding Car

If I could snap my fingers, what would the ideal speed be?

Bringing the car to a complete stop may not always be required or even advisable. It might be preferable to control the maximum speed of the car. This approach allows us to manage the situation more effectively. For example, if the car is already stopped, we may want to ensure that it remains stationary. Conversely, if the car is traveling at a high speed on a busy freeway, stopping it suddenly could pose a danger to other vehicles. In such cases, it may be better to gradually slow down the car instead of bringing it to an abrupt stop.

 

Method

Step 1: Create a process map detailing the sequence of functions. The subject function should appear as a block in the process map.
Step 2: Consider executing the function in various sequences. Shift it earlier or later than its current position. Try moving it forward to the point it is no longer part of the normal process sequence. Likewise, consider moving it back so far that it is no longer included in the ordinary sequence.
Step 3: Can the function be executed in parallel with other functions? Can it be performed during other actions, such as transportation, or while queued or waiting? Can setup occur simultaneously with the operation? Rapid setup indicates the potential use of a previously placed tool. Could other tools assist at a different time or in another sequence?
Step 4: Create a process map of the desired function and break it down into finer details.
Step 5: Can the modification be divided into two (or more) stages? Does this enable parallel processes to achieve the main function, or facilitate a more optimal sequencing of functions?

Explanation

This method stems from the need to harmonize functions or actions within a system.

Law of Evolution—Harmonizing the rhythms of the system’s components: An essential condition for the living viability of a technical system is the harmonization of the rhythms (frequencies of vibration, periodicity) of all its parts.

Considering the ideal sequence will provide us with further insights into the optimal modification. As we contemplate when it should occur, this may influence our beliefs about what the ideal modification should entail. A powerful tool for exploring this is the process map. This can be achieved in various ways, including a storyboard or simply arranging words in sequence. However it is accomplished, illustrating the potential of functions performed in parallel is crucial as this will be one of our key considerations.

Example—Stopping a Speeding Car

Step 1: Create a process map detailing the sequence of functions. The subject function should appear as a block in the process map.

If we start at the beginning of a typical car chase, the car has just been pulled over and the officer is walking to the other vehicle. This is the most likely time for the occupant to become frightened and to speed away or “bolt”. Notice in the following process map that we could have utilized functional language throughout. Additionally, the ideal function is located wherever psychological inertia places it. That is fine to begin with.

Step 2: Consider performing the function in different sequences. Move it earlier or later than it is currently performed. Try moving it so far forward that it is no longer during the normal process sequence. Consider moving it so far backward that it is no longer part of the ordinary sequence.

In this case, it probably does not make sense to stop the car until it has had a chance to pull over. In the less likely event that the car begins speeding away when the officer flags it down, there may be a need to stop it at that moment. Now remember, it is possible to consider the more ideal situation where the occupant is not frightened, etc. This all presupposes that we have already determined these other functions and are idealizing them on other paths. It also presupposes that we have considered other more ideal modifications and products and are working on this one specifically. The question that we are answering here is where is the most ideal place to put the function of stopping the car.

Another possibility is that the car bolts, and the officer does not pursue at all! The car will be stopped later when it is safer, or the occupant will stop the car. The occupant can see that the officer is simply standing there and not pursuing. This allows for a less panicked state, which keeps speeds lower. Perhaps the fact that officers will no longer pursue has become well-publicized. It becomes common knowledge that the car is being tracked by a high observer such as a surveillance craft or satellite. The occupant then has to adopt another strategy that usually involves abandoning the car. This delays the process of stopping the car far longer than usual.

Step 3: Can the function be performed in parallel with other functions? Can the function be performed during other activities, such as during transportation or while queuing or waiting? Can setup be performed at the same time as the operation? Rapid setup often implies the use of a pre-positioned tool. Could other tools assist at another time or in a different sequence?

This opens up new possibilities; for instance, the car can be disabled while it is already stopping for a traffic light or stop sign. If this can be done safely before the occupant is aware of what is happening, it prevents the issue of speeding away. However, this raises other concerns, such as how other drivers will react when a car is halted. Additionally, there are many individuals who would never consider speeding away, making this a needless embarrassment for them. It is also essential to stop the car in such a manner that the occupants and vehicle are out of harm’s way. This may not be feasible if the car is stopped on a busy street. This underscores the fact that idealizing the system may lead to other problems that can be avoided now (by choosing a different sequence) or later, by correcting the system.

Step 4: Create a process map of the desired function and break it down into more detailed steps.

Step 5: Can the modification be broken into two (or more) stages? Does this allow for parallel processes to achieve the main function, or does it facilitate a more optimal sequencing of functions?

It may be that the car is not brought to a stop immediately, but rather first limited in speed to 25 mph. The car can now pull over and remove itself from traffic while the officer follows. This raises the notion that an ideal possibility would be to limit the maximum speed of the car from a distance in such a way that the driver cannot distinguish it from a “malfunctioning” vehicle.

Method

Step 1: If the modification is performed too quickly, could that preclude other harmful functions?
Step 2: How much time do we have after it is normally performed to continue executing the function? If the modification is done very slowly (over hours, days, weeks, months, or even years), could this be harmful, or might it actually enhance the performance of other functions?

Explanation

The ideal sequence is significantly influenced by the duration of the function. Similarly, the duration of the function is greatly affected by the sequence of actions taken.

Example—Stopping a Speeding Car

Step 1: If the modification were executed very rapidly, would other harmful actions be avoided?

Yes, if the car could be stopped instantly before it could enter traffic, many dangerous or harmful events could be prevented.

Step 2: How much time do we have after it is normally performed during which it would be permissible to continue the function? If the modification were executed very slowly (hours, days, weeks, months, years), would this be detrimental, or could it actually improve the performance of other functions?

Permanently stopping the car could be seen as a punishment for attempting to speed away. This might act as a deterrent.

Method

Step 1: Are there opportunities for the system to run continuously? Is this even desirable considering the current product? Ideally, objects in the system should operate at full capacity.
Step 2: Are there other objects in the job that require this function? Should the function be redefined to consider these other objects?
Step 3: Should the modification be implemented along the entire path, both incoming and outgoing? This usually applies to machines with repetitive motions.
Step 4: Should trial runs and downtimes be permitted?

Explanation
Ideality requires that all objects perform as many functions as possible, for as much time as possible. Systems that remain idle waste valuable resources. Therefore, it is important to consider idealizing the function by ensuring that the system operates continuously.

Example—Stopping Speeding Cars

Continuing with our example of stopping speeding cars, we ask whether the stopping system can be operational at all times. Since the need to stop cars is not constant, it would be necessary to redefine the function in terms that can apply to objects other than cars.

Step 1: Are there opportunities for the system to operate continuously? Is this even desirable considering the current product? Ideally, objects in the system should be at full capacity.

In the case of stopping speeding cars, there is no requirement to stop cars continuously.

Step 2: Are there other objects in the job that require this function? Should the function be redefined to consider these other objects?

Yes, it would be beneficial to stop a human who abandons the car. If we redefine the problem as stopping the occupants of the car, whether they are moving or stationary, the system becomes much more ideal.

Step 3: Should the modification be performed along the entire path, in both directions? This typically applies to machines with repetitive motions.

In this case, it likely does not apply, except to indicate that the function of stopping the car’s occupants should be possible regardless of which direction they are moving, even in reverse.

Step 4: Should dummy runs and downtimes be permitted?

I believe that downtimes are acceptable if all we are doing is stopping the occupants. It should not be necessary to conduct a test run before using it each time to stop a car.

Method

Step 1: Consider various and potentially extreme operating environments. Determine whether it needs to be capable of adapting to these different conditions.

Step 2: Consider the adjustability to a variety of products. How much variation can we tolerate in the product? Consider biased products (objects that are of the same type but have some differences in an important attribute, such as nails of various sizes or roses of different shades). Consider objects with much greater differences, such as the variation between edible plants.
Step 3: What level of granularity of adjustment is necessary? Can the adjustment be discrete? If so, what is the size of the discrete step?
Step 4: Does the adjustment need to be continuous, or should it require continuous feedback?

Explanation

If we haven’t already addressed this in some form, then we will discuss the subject of variability here. Evolutionary lines suggest that the control of functions becomes increasingly adjustable. Initially, the process is fixed. Next, it becomes adjustable to at least discrete levels. Then, the adjustment must become continuous. Subsequently, some form of control scheme is employed to adjust the function for changing conditions. The first form of control often turns the function on or off. This is often referred to as “bang-bang” control. The next form of control is referred to as open-loop control, which means that a change is sensed somewhere and the mechanism that controls the function is given a set command that ideally places the output in the required range. The next form of control utilizes feedback to continuously or discretely manage the function. Each level of adjustment and control escalates the system’s complexity. It is crucial not to overdo it in assigning an ideal level of adjustability. We can over-constrain the system. This may sound too much like a compromise, but here we will consider only an acceptable level of adjustment that will allow this system to operate for an extended time without changes. This is not much of a compromise.

Example—Stopping a Speeding Car

Step 1: Consider different and possibly extreme operating environments. Decide whether it must be capable of adapting to these different conditions.

The car must be able to stop in challenging weather conditions such as rain, snow, extreme heat, night, or daytime. The occupant must be stopped irrespective of their position, whether running or crouching low in the car. It must effectively stop the occupant regardless of any obstacles they might hide behind, such as seats, windows, car walls, or even trees and rocks once the occupant exits the vehicle.

Step 2: Consider adjustability to a variety of products. What amount of variation can we accommodate in the product? Consider biased products (objects that are of the same type, yet have differences in an important attribute like nails of various sizes or roses of different shades). Think about objects with much larger differences, such as the disparity between edible plants.

The method of stopping must be effective regardless of the occupant’s gender or size. It must also function effectively no matter the equipment they might be operating or carrying.

Step 3: What level of granularity of adjustment is necessary? Can the adjustment be discrete? If so, what is the size of the discrete step?

In this situation, the adjustment could be relatively granular. We would like to limit the occupant or former occupant to a range of speeds.

Step 4: Does the adjustment need to be continuous, or should it require continuous feedback?

The adjustment could employ some form of open-loop control if the officer provides the feedback. However, some type of feedback may be necessary to ease the cognitive load on the officer.

Method

Consider the minimal energy required to perform the function.

Explanation

Many modern conveniences save time at the expense of energy waste. We often use more energy than necessary because it is inexpensive. The unfortunate consequence is the cumulative energy consumption and its costs. Considering the least amount of energy required to perform a function will provide the innovator with a very different understanding of what the ideal function entails.

Example—Leaf Blower

Consider the minimum energy needed to perform the function.

In this case, the debris must be moved a horizontal distance of 20 feet and raised 5 feet to be placed into a garbage can or storage receptacle. The minimum energy required to perform this function is the change in potential energy (weight times height). This value is quite small (and certainly much smaller than the energy that will be expended with a leaf blower).

Method

Step 1: Identify unavoidable burdens that come with a useful function.
Step 2: Identify a second function that utilizes the burden to perform a useful function.

Explanation

Typically, we do not consider a raw function as having burdens. This perception usually arises when the tool associated with the function is introduced. Unfortunately, certain burdens are nearly unavoidable. For instance, when stopping a car, energy must be dissipated. Regardless of how this occurs, the energy must exit the vehicle. This represents a burden. However, we can transform this burden into an advantage by harnessing this energy to perform another function. Without yet determining how this will take place, we are positioning ourselves to identify a physical phenomenon that can utilize the energy extracted from the car to serve a second useful function.

Example—Stopping a Car

Step 1: Identify unavoidable burdens that come with a function.

Energy loss is an inherent aspect of stopping any car.

Step 2: Identify a second function that utilizes the burden to perform a useful function.

This energy can be employed to accelerate the same car or another vehicle.

Method

Step 1: Identify instances when the primary functions are harmful.

Step 2: Consider implementing the zero function along with means for detecting and controlling the function during these instances.

Explanation

The zero function represents the intended absence of a function under specific conditions. We should maintain full control over the function when its existence could be dangerous or harmful.

Example—A Safer Firearm

Many individuals are injured or killed due to accidental firearm discharges. Children, in particular, are highly vulnerable. Additionally, law enforcement officers sometimes fall victim to their own weapons.

Step 1: Identify times when the primary functions are harmful.

Harmful functions are most likely to occur when the gun is not in the hands of its owner. Children may be very susceptible to harm when they are present. If a police officer is not in possession of his weapon and a suspect has it, this situation can be potentially dangerous. It may also be harmful if the device can be used inside a law enforcement vehicle.

Step 2: Consider providing the zero function and means for detecting and controlling the function during these times.

The gun cannot shoot unless it is being held by the correct person. The function will not be activated when children are present or unless the law enforcement officer is in possession of the gun outside his vehicle.

Time to Change the Physical Phenomenon?

The Ideal Physical Phenomenon for Useful Functions

Now that we know what we want to achieve, we are prepared to discuss how we will deliver the function. We deliver functions through physical phenomena, which are in turn facilitated by the tool. The tool and the physical phenomena often come together, but for clarity, we will consider them separately as potential physical phenomena.

As taught in school, physical phenomena are human abstractions of fields and substances arranged in specific architectures that perform recognizable actions. When we refer to buoyancy as a physical phenomenon, we discuss several substances and fields that interact to make objects float in their surrounding fluid. We acknowledge that this principle applies to both water and air. Buoyancy can be employed to achieve various objectives. It serves as a means to an end when necessary. It is uncommon for only one substance and/or field to be involved. For those who have studied physics, it is understood that the study of physics primarily revolves around physical phenomena. This is beneficial as it assists users in understanding how to calculate the effects of the associated parameters.

The decision regarding which physical phenomena to utilize for delivering a function is often overlooked or taken for granted. Whenever we overlook or take something for granted, we are making assumptions. When we assume, we fall prey to psychological inertia. We may not realize that there are more ideal physical phenomena available that could be used to enhance our tool. We could be overlooking free resources in the environment or at work that can be utilized to simplify the system.

Even though a physical phenomenon may not be ideal, we must also consider whether the timing is right to change it. This decision should not be taken lightly, as transitioning to a new physical phenomenon can lead to considerable challenges. If it is not the right time to change, this entire section can be disregarded.

There are many avenues for identifying physical phenomena. Many physical phenomena are already being used to perform the function. Some may need to be adapted from other industries. Once we have identified them, we need to evaluate them to find the most suitable option.
If we cannot identify a suitable physical phenomenon to meet our needs, we always have the option to search for new phenomena. This should only be pursued if absolutely necessary, as it requires substantial commitment from the researcher. There are strategies available for exploring new phenomena. This represents a new area for TRIZ, and the methods are experimental.

Is it Time to Switch to a Different (More Ideal) Physical Phenomenon?

This decision has implications for the amount of work required to make your product or service functional. When you transition to a new physical phenomenon, numerous unknowns arise. You may be fortunate to collaborate with someone experienced in the new phenomenon, which can ease the transition. Remember, the new product or service must compete with one that has been refined over many years. Switching to a new physical phenomenon can significantly increase the required work.

Method

Step 1: Use an internet search engine to find out which products are available.
Step 2: Narrow down your search by identifying and utilizing the terminology and names commonly used in the industry.
Step 3: Consider affordable competitive alternatives.

Explanation

Learn from the competitive alternatives (remember that these may not be direct competitors). What jobs do they do? What functions do they perform? What physical phenomena deliver these functions? If you are searching for an unrecognized market and find a major competitor, then go back to the drawing board.

Example—Stopping a Speeding Car

Step 1: Use an internet search engine to determine what products are offered.

“Stop-Sticks” can be found on police equipment websites. They are triangular-shaped devices that cost $380 per set and can be deployed by throwing them into the roadway. The driver has little time to react and often rolls over them. The sticks can immediately be pulled back, allowing pursuing law enforcement cars to pass unharmed. As an added feature, the stop sticks are replaced if damaged for up to 4 years.

It takes a fair amount of training to use them. If they are thrown too early, the driver has time to swerve, potentially endangering the officers throwing them. A “marker” is used on the side of the road to time the throw. When the fleeing car passes the marker, the stop sticks are thrown out. One tricky feature is that the officer needs to be close enough to throw the sticks, which may put them in a dangerous situation. They come with 80 ft of cord to pull them out of the path or pull them into the path of cars. This does not mean that the officer can be 80 feet away when throwing the stop sticks. An interesting feature of these stop sticks is the number of police officers killed while deploying them. The most common fatalities occur due to drivers swerving to avoid the sticks and striking officers. Others have been killed while trying to retrieve them. Sadly, they have sometimes been killed by the pursuing police car. They may try to retrieve them to prevent pursuing law enforcement cars from also running over the stop sticks.

Another tricky feature is that pursuing officers are often very close behind the speeding car. It is difficult to convey at what point the sticks may be thrown out. The police car may also try to swerve to avoid them, endangering officers trying to deploy them.

Another problem reported is the use of stop sticks on individuals who were not breaking the law.

Another competitive alternative is tire spikes—these range from $400 to $800. These spikes spread out to as long as 25 ft. They are capable of piercing truck tires. The tines can be replaced in seconds should they become damaged. The spikes enter the tires and break free from the retainer, allowing air to escape slowly to avoid dangerous blowouts.

Another competitive alternative is the X-Net. This is netting covered with spikes. The spikes attach to the wheels, and the net is wound onto the wheel, thus stopping it. It is purported to be capable of stopping vehicles in excess of 10,000 lbs.

Step 2: Refine the search by noting and using nomenclature and names that are common in the industry.

Stop Tech Ltd. is the company that makes Stop Sticks.

Step 3: Consider cheaper competitive alternatives.

I could not find any inexpensive alternatives except for large rocks. The use of such rocks would create contradictions, such as danger to innocent bystanders and to pursuing police cars, which would need to be resolved.

Method
Step 1: Visit a store that sells products capable of delivering the required modification.
Step 2: Take note of brands and manufacturers. Do these producers offer more than one product? Who are the primary manufacturers?
Step 3: Observe product trends.
Step 4: Examine the labels. What claims do they make?

Explanation

 With an online product search completed, you may be able to identify local products that you can observe firsthand. While competitive alternatives can include anything that others might choose if they were not using our system, there may be identifiable competitors in the marketplace. Let’s visit the store to examine these products and services.

Example—Pet Food Container

 Step 1: Visit a store that sells products capable of delivering the required modification.

I am interested in containers for pet food, so I will go to a pet store or the pet section of a department or grocery store.

Step 2: Note the brands and producers. Do the producers offer more than one product? Who are the main producers?

I have identified three main manufacturers that sell products in the category I am interested in.

Step 3: Look for product trends.

The trend is to combine food bowls with large storage containers and to maintain the food at a level that is comfortable for the pet.

Step 4: Read the labels. What do they claim?

One claims to reduce pest activity.

Method

Step 1: Research the history of functions typically associated with the job, using patents and literature. What functions have been introduced over time? What key physical parameters have improved?
Step 2: Investigate the evolution of the technologies (physical phenomena) that usually provide these functions, using patents and literature. How have these technologies evolved?

Explanation

Understanding the history of a product is essential for grasping the main evolutionary trends. Each product follows a primary evolutionary trajectory. The likelihood of a system stagnating along this evolutionary path is significantly influenced by the technical challenges that directly oppose this evolutionary direction. You have already performed a patent search within your industry, so you possess a wealth of information about the history. This phase can be time-consuming, but the insights gained are incredibly valuable for the subsequent steps. The inventor is becoming a genuine expert in this domain.

Example—Postal Services

Consider the transportation of items for payment, such as postal services.

Step 1: Analyze the history of the functions typically involved in this process using patents and literature. Which functions have been introduced over time? What primary physical parameters have advanced?

Enhancements in postal services include: purchasing services, delivery of items to the end user, protection of items (movement in containers), tracking of items and informing customers, and increasing the speed of item transportation.

Step 2: Examine the history of the technologies (physical phenomena) that generally provide these functions using patents and literature. How have these technologies evolved?

When we assess the actual physical means of delivering items, we observe a continuous shift to the fastest forms of general transportation: Runners—> Horses—> Carriages—> Wagons—> Trains or Boats—> Trucks—> Planes. With these transitions, additional improvements emerged in speed, damage protection, and tracking object locations.

Method

Step 1: Observe what the target market currently does to satisfy this function. If possible, go watch before speaking. By observing, you get to the truth. What people do and what they say they do are often two different things.
Step 2: Ask how they satisfy this function and what they would do if they didn’t have their current solution. This may provide valuable information regarding the history of the function. They may often share what they did in the past…
Step 3: Identify what “extreme users” do to satisfy this function and what they would utilize if they weren’t using their current means. Extreme users often possess a range of experiences with uncommon ways to fulfill a function.
Step 4: Ask everyone you interview where they source the items and products needed to accomplish these tasks. This will prepare you for the next step.

Explanation
Here we learn about potential physical phenomena from competitive alternatives. Competitive alternatives are any systems that may compete with the system you are simplifying or creating. A newspaper competes with television. Car or truck transportation competes with airline travel.

The competitive alternative encompasses what people currently use and what they would use if they didn’t have their current solution. Remember, this is not necessarily what you might consider to be direct business competition. For a pet watering bowl, the competitive alternative might be a large bucket. In the early stages, Southwest Airlines did not compete with other airlines; they competed against traveling by car.

It is very tempting to rely on personal experience to answer this question, but that can be misleading. Often, inventors assume they are like everyone else. There is value in going to the battlefield to observe how it is truly being fought. There is no substitute for this. Don’t be satisfied with just speaking to a few individuals.

Method

Step 1: What fields are currently being utilized to deliver this function?
Step 2: What fields are likely to be used next?

Explanation

Examine the Table of Fields shown in orange. Note that the top fields are the most abundant fields, while the bottom fields are typically the least abundant. Generally, systems tend to utilize the top fields first for muscle functions and then the lower fields for sensing and control. Over time, the lower fields may become more abundant as well. When both types of fields are abundant and controllable, it makes sense for systems to evolve towards utilizing the lower fields. By analyzing the fields currently being used by your system, or by similar systems, you can predict which fields might be adopted next. Standard Solutions involve replacing poorly controlled fields with fields that are more easily controlled. The Inventive Principles recommend substituting mechanical systems with alternatives that utilize non-mechanical fields.

Example—Lawn Mower

Step 1: What fields are currently being used to deliver this function?

Currently, the blade is cut by a mechanical high-pressure field that utilizes the grass’s inertia.

Step 2: What are the next fields that are likely to be used?

Method

Step 1: Each identified market (job) is centered around a competitive parameter. Determine the competitive parameter. The hierarchy of competitive parameters is as follows:
—Performance of the primary parameter (speed, power, etc.)
—Reliability
—Convenience
—Cost
Step 2: Chart this primary competitive parameter for the most advanced leaders over time for each market (job). This will reveal the capability curve.

Step 3: Plot the average of the competitive parameter for all products in that market. This yields the demand curve for each market.
Step 4: If the capability of the lower-performing market seems poised to intersect the demand line of the market with the higher capability, it is crucial that you identify a way to adopt the methods used by the encroaching market. It may be necessary to establish an independent group that is provided with sufficient resources and incentives to promote this new technology. This can be challenging as the new market is likely to have developed innovative delivery channels. A more feasible approach to countering disruptive technology is to utilize a hybrid of both the new and existing physical phenomena.

Explanation

We have already explored disruptive technologies in considerable detail. If you believe a disruptive technology poses a threat, it may be prudent to assess the pace of this encroachment. This analysis is time-consuming, so it is generally only beneficial when an imminent threat is perceived.

Method

Step 1: Identify the technical parameters related to the main function. Quantify how these have improved over time.
Step 2: Identify how the level of innovation has changed over time. The level of innovation is typically high when transitioning to a new physical phenomenon. It peaks again during periods of rapid growth as resources become available from sales.
Later, it levels off as system resources are exhausted.
The levels of innovation are as follows:
1. No resolution of contradiction.
2. Resolves contradiction with minor changes.
3. Resolves contradictions with significant changes. Utilizes technology from the same field.
4. Resolves a contradiction. Complete change in the physical phenomenon, usually involving technology from another field.
5. New Physical Phenomenon. Has the potential to transform the super-system to which it belongs.
Step 3: Quantify the number of patents filed each year.

Explanation

The maturity of systems can be assessed through various means. One method involves studying patents. This includes analyzing the improvements in key performance parameters related to the main technical function, the level of innovation, and the number of patents filed over time. This approach is quite time-consuming and should only be utilized if other methods are ineffective in demonstrating the significance of transitioning to a new physical phenomenon.

Method

Review the lines of evolution below to see if there are still unused resources.
Path: Linear –> Curved in plane –> Curved out of plane

Structure: 1-Dim –> 2-Dim –> 3-Dim

Segmentation: Monolith –> Parts –> Powder or Mist –> Mixed Media

Voids: Monolith –> Cavity –> Voids –> Porous or Capillaries –> Structured Capillaries –> Dynamized Voids

Surface Structure: Smooth –> Protrusions –> Rough –> Activated Surface

State: Solid –> Liquid –> Gas –> Plasma –> Rarefied Gas –> Vacuum

Degrees of Freedom: Fixed –> Joint –> Multiple Joints –> Flexible

Adjustability: Fixed –> Adjustable –> Continuously Adjustable –> Feedback

Continuity of Adjustment: Invariable –> Stepwise Variable –> Continuously Variable

Oscillation: Continuous –> Pulsed –> Oscillating –> Resonating –> Standing Wave

Explanation

Before we decide whether it is time to switch to new phenomena or effects, we should understand whether we have utilized available resources. If we can still effectively progress down lines of evolution, then we don’t need to switch. Remember that switching to new phenomena can place the innovator in difficulties. Until you have reached the end of a line of evolution, it is challenging to know if you have more unused resources.

Method:

Required Conditions for a New Phenomenon
If several of the conditions listed below are present, then consider a new physical phenomenon to implement the primary modification.

Condition 1: The super-system has become highly specialized.

Initially, rowboats were quite rudimentary and typically made from single trunks of trees. Over time, they evolved to serve specialized functions, including fishing, transportation of goods, and conducting warfare. These variations became increasingly specialized, with warships featuring multiple levels of oars.

Condition 2: The super-system has reached the point of diminishing returns. Are the primary technical parameters improving at a very slow rate?

An example of a system that has reached the point of diminishing returns is the fanjet engine. The amount of fuel consumed per unit of thrust is improving by only single-digit percentages. This is largely due to the high level of regulation in the airline industry for safety reasons. Improvements are adopted gradually to minimize unintended consequences.

Condition 3: Automatic feedback is utilized to execute the primary super-system function. When systems employ extensive feedback, it often indicates that the system is running low on resources. This is due to the fact that feedback utilization is costly and signifies that expensive improvements are necessary to achieve minor performance enhancements.
A fanjet engine serves as an excellent example of feedback applied in nearly every major function of the engine.

Condition 4: Multiple conflicts must be resolved for significant improvements. (Many issues arise when we begin to drain the pond). It is common for products and services to be filled with compromise “solutions.” Between major enhancements to the product, there is a tendency to overlook risks and accept compromises. Over time, as the product becomes more specialized, these compromises accumulate until changes in the operating environment reveal multiple issues.

Returning to our example of the aircraft engine, temperatures continuously rise within the engine to enhance efficiency. This increase in temperature reveals the vulnerabilities of various components.

Condition 5: Limited resources remain. The lines of evolution are no longer profitable, and there are few controls that can be adjusted to create a significant impact.

Explanation

The primary reason we want to understand the system’s maturity is that it is crucial to determine whether a change to a new physical phenomenon is necessary to make the primary modification of the system’s product. A new physical phenomenon typically introduces fresh resources, which enable the ongoing evolution of the function or task being performed. Unfortunately, it often involves unknown risks and unfamiliar side effects associated with the new phenomenon. Another drawback of transitioning to a new physical phenomenon is that customers have typically accepted certain performance levels, which will likely not be met unless the transition is facilitated through the use of hybrid phenomena, which will be discussed later.

Identify Potential Physical Phenomena

The Ideal Physical Phenomenon for Useful Functions

In this step, we consider which physical phenomena can perform the modifications to the product that we desire. The decision about which physical phenomenon to use will come after we assess what resources are available. Therefore, we are not making a decision at this point, but rather identifying potential physical phenomena. We create a conducive situation so that when the right tool is presented, we can see its merit. In effect, we are preparing our minds for the next step in which we consider the substances, objects, and fields around us. Armed with the knowledge of what is possible, it will be easier to identify the value of a resource when we encounter it.

Some of the phenomena we consider in this stage may appear a bit unconventional or too weak to perform the function. Remember that there are ways to harness unconventional phenomena. Weak phenomena can often be amplified in later stages of the algorithm. Therefore, it is important to keep an open mind about the possibilities.

Discovering Completely New Physical Phenomena

The discipline of invention would be incomplete without the consideration of discovering new physical phenomena. These discoveries, while taking much longer to materialize, have had profound impacts on all of technology. Discoveries such as lasers, lithographic processes, and ultrasonic phenomena have transformed our lives.

A physical phenomenon is a unique combination of fields and substances that enables the delivery of a function. The term “physical phenomena” is a human convention that allows us to create order from chaos. We classify what we observe to repeat it and use it for our purposes. Even the concept of a “field” (as used in the above definition) is a human convention. One might argue that 99% of all interactions in nature result from electron to electron interactions. Such a narrow definition of fields may significantly limit classifications. Here, we will consider fields to include the ones studied in physics courses.

Let’s say that we were the first to discover capillary action. Perhaps we constructed a glass tube and placed it into a liquid. We might have observed the liquid move up the tube to a position higher than the liquid in the vessel containing it. The liquid was modified. It changed its shape, height, or relationship relative to the glass, etc. In other words, it performed a function because it modified one of the attributes of the liquid. The value of a physical phenomenon is that it serves as a means of delivering functions. In this context, the search for new physical phenomena is often the quest for new methods to deliver functions. (This logic is not perfect, as we may find a new way to deliver a function that involves an existing physical phenomenon.)

This search often begins with the thought “If only I could find a way to…”. In the process of seeking physical phenomena to deliver our function, we may encounter challenges. The author has experienced this on several occasions:

  1. I need to deliver a known function.
  2. I look in my own and other industries to search for a physical phenomenon to deliver the function and find that the available physical phenomena are not suitable.
  3. I seek new phenomena that have not been used to deliver such a function. (Can’t find any)
  4. I form a hypothesis for a new way to manipulate substances and fields that might deliver this function.
  5. I perform crude experiments that confirm (or at least do not disprove) the hypothesis.
  6. I apply the new phenomenon to deliver the function and begin the process of troubleshooting—resolving contradictions, etc.
  7. Since this is a newly applied phenomenon, many new problems arise that take a considerable amount of time to solve.

Here is another way that we might discover new physical phenomena:

In the process of solving one problem (which may not be related to delivering a function), I may establish conditions (usually in an extreme manner) that create the opportunity to discover a new phenomenon.

What if An Unusual Phenomenon is Discovered that is NOT what I Needed?

This new phenomenon may not resolve the problem that I am dealing with, leading to a dilemma: Do I continue working on the existing problem, or do I allow myself to explore the new phenomenon? If I choose to explore the new phenomenon, what should I do with it? I could report it in a technical journal for others to utilize. This is probably a good idea. I or someone else might recognize the need for this new physical phenomenon. This is a classic case of searching for a problem. It is essential to find potential functions that this phenomenon can deliver.

In this book, methods are provided that outline the conditions under which new phenomena are often discovered. Some of these methods are directed towards discovering a new phenomenon that can be applied to deliver the function of interest. Other methods merely create the environment in which a new phenomenon may be identified.

Method

Step 1: Identify an analogous product. What other types of objects require the same modification? (Using generic terminology may help)
Step 2: Identify the common tool for modifying this product and the minimum features required for the modification. Search for patents related to the modification of this analogous product.
Step 3: Transfer this feature to the new situation. Consider combining this with the existing tool or transferring the minimum amount of the tool.

Explanation
An analogous phenomenon produces the same results that we want on other objects. This can be transferred to our situation with satisfactory results. We look at analogous products first because we will soon examine existing products and patent searches, and we would like to cover the range of analogous products when we do that. In other words, we would like to conduct the product and patent searches once and use the information we gather there for further steps.

Example—Removing a Sliver

We would like to identify a new physical phenomenon for extracting slivers.

Step 1: Identify an analogous product. What other types of objects require the same modification? (Using generic terminology may help)

A nail is analogous to a splinter. Embedded objects is a general term for splinters.

Step 2: Identify the common tool for modifying this product and the minimum features necessary for the modification. Search for patents related to the modification of this analogous product.

A crowbar is utilized to extract nails. The feature that enables this modification is the claw.

Step 3: Transfer this feature to the new situation. Consider combining it with the existing tool or transferring only the necessary components of the tool.

A mini-crowbar is designed for extracting slivers.

Method

Step 1: Identify analogous products in leading industries. These are items that perform the same function you are considering. It may be necessary to think about the modification differently. (Using generic terminology may help.)
Step 2: Identify trends for executing the function where a large number of this product requires the same modification. Can you determine the evolutionary trend?
Step 3: Apply this to the product you are considering.

Explanation

If we examine industries that perform a function on a massive scale, we can often uncover the evolutionary trend for this function, along with the physical phenomena used to accomplish it. It is even possible to identify physical phenomena by utilizing the patent database.

Example—Moving Large Amounts of Packaged Materials

We would like to transport sacks from a truck shipment to a location on the factory floor. Typically, this is done manually, unloading one at a time.

Step 1: Identify analogous products in leading industries. These are items that serve the same function you are considering. It may be necessary to think about the modification differently. (Using generic terminology may help)

Cans serve as an analogous product.

Step 2: Identify trends for performing the function where a large quantity of this product requires the same modification. Can you identify the evolutionary trend?

The cans are moved on pallets as large groups. As more items are transported, they increasingly seem to be moved in large groups rather than individually.

Step 3: Apply this to the product you are considering.

Method

Step 1: Is the function already provided by a super-system tool, even if inadequately?
Step 2: What physical phenomenon is used to ineffectively deliver this function?

Explanation

Sometimes, a function is already performed by some natural phenomenon, but it is done inadequately or even harmfully. With a little assistance, we can enhance these functions until they become beneficial.

Example—Protecting a Radio Tower from Lightning

A classic TRIZ example is the radio tower that requires lightning rods for protection. We must direct the current, and we would like to achieve this by using natural fields.

Step 1: Is the function already provided by a super-system tool, even if poorly?

Yes, the air guides the current inefficiently. The charge reaches the ground in a concentrated form.

Step 2: What physical phenomenon is employed to inadequately deliver this function?

To initiate this, the air must be locally ionized, making it conductive. As the current flows, a self-concentrating effect occurs due to many moving charges traveling in the same direction. In subsequent steps, we can explore what modifications to the fields or the tool can enhance the function. These modifications may require the careful addition of substances or structures that react strongly to the native fields.

Method

Can the bulk properties of the materials be utilized to perform the necessary functions?

Explanation

Systems may transition to a new physical phenomenon by operating at the micro-level. In other words, the bulk properties of the material are harnessed to fulfill the required functions.

Method

Step 1: Convert the given function to a Generalized Function.
Step 2: Identify phenomena in the Library of Effects. Visit one of the sources for the library of effects. Some commercial software includes this library. A scaled-down version can be found at: http://wbam2244.dns-systems.net/EDB/
Step 3: Locate the generalized function and then consider all of the physical phenomena that can be applied.

Explanation

The Library of Effects is a compilation of physical phenomena that can be utilized to produce functions. Once we identify the modification we desire, we can find a similar function in the table. Typically, this function is a generalization of the desired outcome. The table often provides various physical phenomena that can achieve the desired modification to the product.

Example—Clothes Dryer

The role of the air in the dryer is to evaporate moisture.

Step 1: Convert the given function to a Generalized Function.

The general function is to move a liquid.

Step 2: Explore phenomena in the Library of Effects. Visit one of the sources for the library of effects.

Step 3: Identify the generalized function and then evaluate all relevant physical phenomena that can be utilized.

Method

Step 1: Search for patents that are directly related to the modifications you wish to make.

Step 2: Use Advanced Search to look for keywords in the abstracts or bodies of the patents.

Step 3: When you finally find a patent that is close to the intended subject, identify the classification.
Step 4: Search by classification, utilizing the Definitions and Index of Classifications. Ensure that the classification encompasses potential patents relevant to your area of interest.
Step 5: When you identify strong representative patents, document and review all cited patents.
Step 6: Now search these patents and continue the process until no new patents related to your area of interest appear.
Step 7: Investigate patents covering physical phenomena that are unusual in your industry.

Explanation

One of the best times to perform a patent search is when you are investigating physical phenomena to fulfill a function. During this step, we will focus on searching for physical phenomena within the specified industry. Later, we will explore patents from outside the industry as we identify analogous situations. Not only will this enhance our understanding of potential physical phenomena that can be applied, but we will also gather a wealth of additional valuable information along the way.

Many individuals wait too long in the inventive process to conduct a patent search. This is often done after considerable time and money have been invested in developing their invention. Frequently, they discover that someone has already patented their idea or that more effective and elegant concepts exist. This can be quite a setback! Delaying too long happens for various reasons:

First, individuals often become enthusiastic about an idea and want to develop it without delay. It is easy to get caught up in the excitement of what the future may hold. Wealth and fame seem just within reach! There is no time to lose! The idea must hit the market before someone else steals it, or before you lose your motivation! This fear is often unfounded and rooted in the belief that if we have the idea, then the conditions are ripe for someone else to have it too. Be patient; many inventions can be pursued if this one doesn’t succeed.

Secondly, the thought of conducting a patent search can invoke fear. It is akin to knowing that you should see a doctor while fearing that he will deliver bad news. It is easy to postpone, but like visiting the doctor, the time investment is minimal compared to the time that can be wasted by not taking action. It typically takes a Saturday morning to carry out a thorough patent search, which is a small investment compared to the usual development time for an invention. Although the resulting information can be somewhat disheartening, it is better to begin with a realistic perspective.

Thirdly, some may feel that performing a patent search is beyond their capabilities. After all, there are professionals who devote their entire careers to conducting patent searches! However, this apprehension is unfounded. It is important to recognize that you have several advantages over professional patent searchers. You are motivated by the prospects of your idea. (A patent examiner is employed for monetary compensation and is bound to certain minimum performance standards). You are not pressed for time and can afford to search thoroughly. (Not all patent examiners are meticulous, and some face time constraints). You have a deeper understanding of the technology than they do. (They do not have the opportunity to become experts in the technologies that you are focused on). With a bit of practice, this seemingly daunting task can become a natural and routine process.

Fourth, understanding patents can be challenging. Admittedly, patents possess their own unique language. In this language, there are no legal restrictions on creating new terms! Patents can come across as very formal and…legalistic. It is in the interest of the legal profession that they appear this way. We may easily convince ourselves that only patent attorneys can comprehend patents. In reality, anyone can grasp a patent thoroughly if they are willing to invest the time. Patents have a repeatable structure, allowing you to learn where to find specific information. Remember, it becomes much easier to learn to read patents when fueled by an idea. This will compel you to delve into the patent. Analyze it, digest it, and map it out. Soon, you will be fluent in “patenteze.” While reading and understanding your first patent may take half a day, subsequent patents will be much quicker to grasp.

Fifth, some believe that examining what others have done may stifle their creativity, preventing them from thinking “outside the box.” While there is a chance that this can happen temporarily, keep in mind that the purpose of this entire text is to make us feel uncomfortable within the box. There are numerous opportunities to push ourselves beyond those limits. Additionally, a wealth of supplementary information is acquired throughout the process, fundamentally enhancing our general understanding of physics. Being familiar with a broad spectrum of physical phenomena will make you a superior inventor! The trouble arises when we limit our study to only certain areas of physics. Remaining “specialists” can constrain our imagination.
It is perfectly acceptable to not fully grasp every aspect of patents when you begin your search. Much like first-time car drivers, it is impossible to know what you do not know, but you must start somewhere. If you make mistakes, remember that there is an entire world of potential inventions waiting to be discovered. Embrace the journey, and you will find that you possess more capacity than you initially believed!
Patents contain a wealth of often-overlooked information. They are designed to enable others to replicate the results of an invention, necessitating the inclusion of many details. Most patents begin with a description of existing conventional approaches. This establishes the context for why their idea represents an improvement. It typically outlines the history of the problem (and sometimes the industry) and presents alternative physical phenomena that have been utilized. Following this section is a detailed description of the invention and the reasons why it is an enhancement. This section provides insights into new physical phenomena that may have been leveraged. It may also reveal how various object attributes influence the operation of the product. You may discern how the inventor overcame various contradictions. Clearly articulating the contradiction that was addressed helps an inventor justify why their invention is deemed “non-obvious to those skilled in the art.” This is the principal challenge required to obtain a patent. Next is a comprehensive description of the invention’s architecture, which provides valuable clues about the underlying physics. Finally, the claims section offers an indication of what the patent examiner believed was permissible to claim for the invention.

Preparation:

Unless you encounter issues with your computer, preparing for your first patent search takes about two hours. Primarily, this entails establishing links in your browser and setting up a patent viewer. The patent viewer is crucial, as visual representations convey information much more swiftly than legal jargon. Here’s how to configure your computer browser with the essential bookmarks for a basic patent search:

Step 1: Go to www.uspto.gov. This is the official patent website for the US government. By taking the time to familiarize yourself with this site, you will discover that considerable effort has been made to facilitate patent searches and applications for individuals. All necessary forms are available for self-application. There appears to be a preference for assisting individuals over corporations. You will particularly notice this if you submit a patent for consideration (this is referred to as prosecuting a patent). Staff at the patent office often go above and beyond to assist individuals, especially those who have never navigated the process before.

Step 2: On the homepage, navigate to “Patents.” You will find this on the left-hand side. Clicking this will reveal several links in a drop-down menu. “Search Patents” appears further down the list. Click on this to bookmark it with a memorable name. You can also access it directly at http://www.uspto.gov/patft/index.html. This page serves as the main entry point for conducting patent searches, offering a variety of patent search formats.

Step 3: Download the patent viewer to view patent illustrations. As mentioned, examining the patents will significantly aid in understanding them. To access the viewer, visit http://www.uspto.gov/patft/help/images.htm. The program you download for viewing patents depends on your operating system and internet browser. Follow the directions and links pertinent to your specific operating system. If, like most people, you use the Windows operating system and Internet Explorer as your browser, you can go to http://www.alternatiff.com/install/ to download the viewer directly. Remember to bookmark this page in case you need to reinstall the patent viewer for any reason. You will know you’ve succeeded when you see a message at the bottom of the page confirming that it is installed.

Step 4: Bookmark the definition of classifications, assigning it a memorable name. It can be found at:

http://www.uspto.gov/web/patents/classification/selectnumwithtitle.htm.

Each patent is assigned a classification. Having a link to the classifications aids the searcher in differentiating between them. Upon arriving at this page, you will observe a numbering system that begins with categories like “apparel.” Keep in mind that this is an antiquated system of classifying patents based on products available at the time of its inception. Scroll through this list, and you will notice more contemporary classifications surface. Click on any of the definitions to access sub-classifications. Patents typically receive a classification and at least one sub-classification. By selecting one of the classification numbers, you will arrive at the definitions.

Step 5: Bookmark the index of classifications and assign it a memorable name. It is located at:

http://www.uspto.gov/web/patents/classification/uspcindex/indextouspc.htm

When you have an invention with a common name, you can locate the classification by consulting this index. All entries are organized in alphabetical order. For example, if you are developing an enhancement for hand shovels, you can go to the “shovels” section and find various objects classified as shovels. There are hand shovels, power shovels, crane shovels, loading shovels, plow shovels, etc. Understanding this is crucial, as many of these systems serve similar functions to the one you are investigating. Effectively, they provide analogous functions across different industries, potentially employing physical phenomena and evolutionary paths distinct from yours. You can apply these insights to your scenario. Moreover, once you identify other analogous products later on, you can easily find their patents using this index.
Step 6: Bookmark the Advanced Search page and review the examples for Boolean searches. (Note that you can search for phrases by placing them in parentheses.)

Now you are poised to carry out the actual patent search.

Method

Step 1: Identify an object related to a physical phenomenon that is similar to the one needed.
Step 2: Multiply the system. Start with two.
Step 3: Can these tools be merged or interact together to create an unexpected capability? Experiment with different orientations.
Step 4: Consolidate elements if possible.

Explanation

If you are aware of a physical phenomenon that can perform the desired function, there is a possibility that a completely new physical phenomenon can be identified by duplicating the common tools and then making the multiplied tools interact with each other.

Example—Scissors

Step 1: Identify an object related to a physical phenomenon that is similar to the one required.

Consider a knife.

Step 2: Multiply the system. Begin with two.

Now we have two knives.

Step 3: Can these tools be combined or interact together to create an unexpected capability? Experiment with different orientations.

Try combining the knives. The knives turn into scissors.

Step 4: Consolidate Elements If Possible.

Method

Step 1: Some software can chain physical phenomena to deliver a function.
Step 2: If software is unavailable, connect an initial and final physical phenomenon along with intermediary phenomena. This may require trial and error.

Explanation

As an alternative to creating an entirely new physical phenomenon, consider the option of chaining physical phenomena to achieve the function. This is particularly relevant if substances and fields can be integrated.

Method

Step 1: Envision the system as comprised of intelligent little beings who can collaborate effectively. They also have the ability to disappear and reappear when necessary. What actions do they take to achieve the desired outcome? How do they cooperate intelligently?
Step 2: Consider potential physical phenomena that can facilitate this cooperation.

Explanation

One of the most essential tools of investigation is empathy. This is the ability to immerse oneself in the system we are exploring and perceive it from this unique vantage point. The principle of empathy is incredibly powerful, but it does have a few limitations. First, we offer only one perspective from which to view the problem. Second, we must exist in order to perceive the issue. In other words, we cannot dissolve or vanish. Third, there is just one of us interacting with the system. If there were more of us to engage, it would open up new possibilities. These challenges can largely be overcome by applying the principle of little intelligent beings.

Example—Self-cleaning air filter

Step 1: Envision the system as composed of intelligent little beings who can work together. They also possess the ability to disappear and reappear when necessary. What actions do they take to achieve the desired outcome? How do they collaborate intelligently?

The little beings transfer the particulates from one to another while allowing air to flow.

Step 2: Consider potential physical phenomena that can facilitate this cooperation.

A separate liquid moves along the surface due to mechanical action. The liquid serves to trap and transport the particles. Lungs clean themselves using this same mechanism.

Example—Stained Carpet

Some liquids can severely stain the fibers of a carpet. How can we make the staining fluid itself clean the fibers?

Step 1: Envision the system as composed of intelligent little beings who can collaborate. They also have the ability to disappear and reappear if needed. What actions do they take to achieve the desired outcome? How do they work together intelligently?

The Little People separate the staining and washing constituents. The washing constituents are used to “clean” the fiber, while the staining constituents are discarded at the base of the fiber. This implies that liquid mobility increases the closer you get to the fiber. At the surface of the fiber, the liquid is very mobile. Further out, it is less mobile. This allows the denser and presumably staining material to slide or fall off the fiber.

Step 2: Consider possible physical phenomena that can facilitate this cooperation.

A physical phenomenon is required that has the capability of grading a liquid and making it more viscous the further away it is from the fiber. More mobile constituents are closer to the fiber, and less mobile constituents are further away.

Method

Step 1: Identify an attribute that you would like to detect to the extreme.
Step 2: Create a measurement system that can detect this level (refer to measurement and detection).
Step 3: Measure to the extreme and check if what is observed aligns with theory.

Explanation

One might argue that “new” physical phenomena occur around us all the time. Unfortunately, we are often unable to detect them because they are beyond the normal range of human perception. For instance, without special filters, it is impossible to detect the polarization of a ray of light.

To observe what is happening around us, we must adopt a new perspective; we need to use tools capable of detecting changes to substances and fields in extreme environments and conditions. Extreme situations would include those that are extremely small, extremely hot, or extremely cold…

Whenever you push anything to the extreme, you may observe or experience new phenomena. Being able to see smaller objects, peer further into space, or probe areas of the micro and macro universe or into exceptionally unusual environments will likely reveal uncommon physical phenomena.

Method

Step 1: Identify analogous products in nature (Look for primitive natural analogies).
Step 2: Identify the natural tool or effect.
Step 3: Transfer the effect or tool to the new situation.
Step 4: Consult the website— http://asknature.org/ for a specific function.



Explanation

Nature has developed many analogous phenomena that can be utilized to perform various functions. This search is commonly referred to as biomimicry. The biological kingdom executes countless functions on both large and small scales. The diversity of functions and physical phenomena is vast. What if we could train ourselves to perceive things differently and pose challenging questions? Why are eagle talons always sharp? How do bird feathers maintain their shape? How can a bumblebee fly? When we are exploring new ways to facilitate functions, we can look to nature to observe how it achieves these functions and replicate its methods. The concept of analogous phenomena begins with an analogous product. Identifying objects in nature that serve the same function will guide the seeker toward new physical phenomena.

Example—Catching Chips

When we grind an object, small chips are ejected. We aim to constrain these chips.

Step 1: Identify analogous products in nature. What objects in nature require or possess this same function? You may need to consider variations of this function. (Look for primitive natural analogies).

Flying insects are often trapped in webs.

Step 2: Identify the natural tool/effect.

As mentioned, the insects are often ensnared in webs.

Step 3: Apply the Effect/Tool to the new scenario.

A sticky thread will capture the flying particles.

Step 4: Consult the website– http://asknature.org/ for a specific function.

We are looking for the function: “capture.” Here are just a few of the many ways that nature accomplishes this:
–Wiry tangles capture fog: lichens
–Bristles and barbs capture tiny food: Calanoid copepods
–Bio-inspired adhesive tape
–Elaborate stigmas capture pollen grains: grasses

Method

Step 1: Identify the product and modification that you wish to deliver.
Step 2: Identify analogous products that utilize a different phenomenon to achieve the function.
Step 3: Identify the fields and substances that provide the function to the analogous product.
Step 4: Transfer the phenomenon to your situation using the fields that are specific to your context.

Explanation

This approach asks whether a physical phenomenon that delivers an analogous function can be realized with fields that are specific to your situation.

Example—Concentration of Light

Step 1: Identify the product and modification that you wish to deliver.

I would like to concentrate light. I want to push photons closer together and pack them very tightly.

Step 2: Identify analogous products that utilize a different phenomenon to achieve the function.

An analogous product is the concentration of gas in a cylinder.

Step 3: Identify the fields and substances that provide the function to the analogous product.

A piston is employed to concentrate the gas particles.

Step 4: Transfer the phenomenon to your situation using the fields that are specific to your context.

Mirrors are effectively brought close together very rapidly. Is it possible to create structures that can adjust the distance between reflective bodies quickly enough to minimize reflective losses from excessive reflections?

Method

Step 1: Identify the fields in the Table of Fields (Appendix). These fields will be applied to a substance simultaneously.
Step 2: Drive the field to the maximum. This could be extreme intensity or very short durations.
Step 3: Observe for new phenomena.

Explanation

Another way to discover new physical phenomena is by examining those that have been pushed to the extreme. There are various methods to push a phenomenon to its limits. We may combine a field with a substance that is particularly responsive to that field. We may elevate the field to an extreme level. We may establish a high degree of order within the substances or the fields. We may also push a physical attribute of one of the substances to its extreme. In each instance, we are likely to find that nature exhibits unusual behaviors. These atypical responses can often be harnessed to provide new functions. Nikola Tesla was renowned for pushing fields to their limits. No electrostatic field was ever high enough for him; he continuously sought to explore further and, as a result, uncovered new phenomena and fundamentally new ways to realize functions.

Method

Step 1: Where there is little order, create order to the extreme and seek new physical phenomena.
Step 2: Where there is great order, introduce chaos to the extreme and explore new physical phenomena.

Explanation

Whenever order is taken to the extreme, new physical phenomena are revealed.

Method

Step 1: Choose any given physical phenomenon.
Step 2: Select an attribute of an element within that physical phenomenon and consider ways in which this can be taken to the extreme.
Step 3: Push this attribute to the extreme and observe for physical phenomena.

Explanation

Whenever physical characteristics are pushed to the extreme, new physical phenomena are observed.

Identify Tool Resources

With potential physical phenomena in mind to deliver the function, it is time to identify a tool that can achieve the desired physical phenomenon. We ask ourselves what the ideal machine should be like, and we then tell ourselves that we will accomplish this result without the use or addition of any objects or substances to the system. This is often feasible when we can get an object to perform more functions than it typically would. It is also possible if we can eliminate objects and allow something in the system to assume the function.

Up to this point, we have avoided adding any objects to the system. If we have reached this stage and still need to incorporate an object, we must do so in the most ideal way possible. We would prefer to perform our function without adding any objects. If feasible, existing objects and ambient fields should modify the system. Only if this is not possible should we consider adding objects. The optimal situation is a minor change to the product that permits an ambient field to perform the function. According to the law of increasing ideality, the value of any object increases when the number of functions it serves is enhanced and the number of harmful factors is minimized. In general, this implies that we seek to extract the maximum number of functions from each object. Each tool should take on as many functions as possible.

Parasitic Tools

Parasitic tools utilize elements that already exist in the system, super-system, or environment to perform their functions. When this occurs, it is indeed possible to gain something for nothing.

Method

Step 1: Map the product life through the relevant life stages.

Step 2: Review the Table of Fields. Identify which native fields the product encounters at each process step. Which of these native fields perform this function poorly?

Step 3: What effect or physical phenomena can be employed to deliver this function?

Explanation

Most objects are surrounded by native fields. These fields do not remain constant throughout the product life cycle. By identifying the fields around the product, we locate resource tools that can perform the function. The solution standards provide several practical suggestions for introducing fields that are native to the system or the environment.

Example—Cutting a Pie before Consumption

Step 1: Map the product life through relevant stages of development.

Step 2: Look through the Table of Fields at the end of this appendix. Identify which native fields the product experiences at each process step. Which of these native fields perform this function, even if poorly?

Thermal fields can deteriorate the crust. I believe this is a useful variant of cutting.

Step 3: What effect or physical phenomena can be employed to deliver this function?

Melting or chemical reactions are possible physical phenomena. In subsequent steps, not related to idealizing functions, we can attempt to enhance this function.

Method

Step 1: Create a list of adjacent elements, particularly those that were not included in the super-system functional models.

Step 2: What fields are associated with these objects?
Step 3: Consider ways in which elements on the list might be utilized to perform the necessary modification.
Step 4: Think about breaking down elements into new components.

Explanation

In preparation for considering changes to elements or adding substances and fields to the system, it is helpful to understand what substance and field resources we have available. In this step, we evaluate ordinary elements around us that could be utilized to create the required physical phenomena.

Example—Pet Feeder—How can we prevent insects?

Step 1: Create a list of adjacent elements, particularly those not considered in the super-system functional models.

Pet Food—Water Bowl—Water Hose—Water in Water Bowl—Food Bowl—Cement or Ground.

Step 2: What fields are associated with these objects?

—Surface Tension—Water Bowl
—Mechanical Fields—Food Bowl & Water Bowl
—Water Pressure—Water Hose

Step 3: Consider ways in which elements on the list might be utilized to perform the required modification.

The water eliminates crawling insects.

Step 4: Consider breaking down elements into new components.

Method

Consider the following list of inexpensive substances:
Powders— Foams— Voids— Water— Ice— Steam— Hydrates— Air— Nitrogen— Carbon Dioxide— Oxygen— Corrosion— Decay— Sand— Soil— Rocks— Waste— Waste Water— Sawdust— Waste Glass— Waste Gases— Waste Paper— Garbage— Yard Waste— Industrial Wastes— Hybrid Substances— Disassociated Forms of Any of the Above— Products of Interactions— Starting Materials— Final Products— Semi-Finished Elements

Explanation

When a function can be provided at a low cost, the value of the system increases. If there is a way to utilize an inexpensive abundant substance, strive to use it. If the phenomenon is weak, it may be possible to enhance the phenomenon later.

Method

Step 1: Identify a nearby tool that performs the same function.
Step 2: Combine and integrate both elements into a single system.

Explanation

As systems evolve, it is common for multiple elements within a system to perform the same function. These components may execute similar roles across different or varied products. Occasionally, one tool can be used to fulfill the function across both products.

Example—Air Pump

The pressurization of air is essential.

Step 1: Identify a similar tool nearby that serves the same function.

There is an oil pump nearby that fulfills this role.

Step 2: Integrate and consolidate both elements into one system.

Method

Step 1: What part of the current tool performs the function?
Step 2: Can a copy of the tool carry out the function?

Explanation

Utilizing the current tool can be excessive, especially if it involves a human. A simplified version can often fulfill the same role as the complete tool.

Example—Dangerous Missions

Jets are frequently needed for perilous reconnaissance missions. The pilot navigates the advanced aircraft. The pilot is trained to execute unexpected maneuvers during combat or in the event of failures, but during a reconnaissance mission, these functions are seldom necessary.

Step 1: Which part of the current tool performs the function?

The pilot’s brain and hands execute the current function.

Step 2: Can a replica of the tool perform the function?

A computer can perform the function of the pilot.

 

Method

Step 1: Identify functions performed in the super-system that are identical to those performed in the system.
Step 2: Transfer these functions to the super-system.

Explanation

At times, it is most beneficial to relinquish functions of the system and assign them to the super-system. Note that this is an exception to the rule that the subordinate must not serve the superior. There are scenarios where integration results in significantly better performance than modularity.

Example—Refrigerator Merges with Home

Step 1: Identify functions performed in the super-system that are identical to those performed in the system.

Both the house and the refrigerator have insulation. The role of insulation is to minimize heat transfer.

Step 2: Transfer these functions to the super-system.

The refrigerator merges with the home. The house provides the insulation for the refrigerator. Now the insulation has effectively become much thicker, enhancing the efficiency of the system.

Identify the Ideal Tools

The Ideal Physical Phenomena Must Have a Chance to Compete

The ideal resource is capable of holding its own. It must be abundant and able to provide as many functions as possible. In the final selection of tools, we consider which potential phenomena would be the most ideal. We “filter” for certain characteristics. What we have left are the most likely candidates.

When selecting the ideal tools for a function, several considerations must be taken into account. We aim for the tools to be as perfect as possible, but what does that typically entail? In this section, we explore how to determine if a tool is more suitable. We do this with the understanding that all tools will impose certain limitations on the system. Our goal is simply to minimize those limitations.

Method

Step 1: Is the commercial product search sufficient for our needs, or do we need to identify systems and subsystems from which we can build prototypes? Do we need to conduct another search?
Step 2: If products exist, locate places where you can examine and purchase the hardware.

Explanation

If the commercial systems are adequate for our needs, we may want to use them. This highlights the need for a Commercial Product Search.

While it may seem that we have adequately covered our bases of commerciality during the patent search, we actually have not. It is easy to assume that patents represent all products. Unfortunately, most inventions are not patented and many patents are never commercialized. Therefore, we need to go beyond patents and carry out searches for commercial products if we want to be certain. Conversely, our initial product and literature searches may have already been thorough enough.

Searching for Subsystems and Components
At this stage, we may also need to identify system and subsystem elements that we can use to achieve the desired phenomenon. It makes little sense to build components from scratch if they can be inexpensively purchased. This aligns with the search for affordable prototyping materials. We might discover that entire systems exist that contain the components we need. Sometimes these can be bought cheaply through online auctions and dismantled for the parts.

Method

Step 1: Search the Table of Fields (in the Appendix) for fields that are always associated with the product.
Step 2: What effect or physical phenomenon can be used to deliver this function?
Step 3: In the following steps, we can attempt to enhance this function.

Explanation

The product in question has native fields associated with it. Can we make a small change to the product so that it performs the modification on its own? (It is likely that energy will still need to come from an external source).

Example—Cutting Tape from a Roll

Consider the example of a roll of tape that must be cut. Typically, it is cut by a blade mounted to the base element. Let us begin with the tape alone and the modification “cut”.

Step 1: Search the Table of Fields (in the Appendix) for fields that are consistently associated with the product.

We should consider Adhesive Fields and Mechanical Fields.

Step 2: What effects or physical phenomena can be used to deliver this function?

The creation of directed forces through adhesive forces.

Step 3: In the following steps, we can endeavor to enhance this function.

The adhesion between layers must create forces that significantly overpower the adhesion of the tape material to itself. Some readers may find this example confusing, as it does not specifically indicate a particular solution but rather the possibility of one. This is intentional in this context. Whenever we idealize functions, we are generating new candidate systems. At this stage, we do not know whether they will be effective or not. Most of these examples discuss new systems that appear potentially viable, while this one seems uncertain. It is crucial to remember that when we have a new candidate system, it may possess numerous weaknesses. This presents an opportunity to transform this “sow’s ear” into a “silk purse.” We achieve this by revisiting the associated requirements and conducting the causal analysis, etc., once more. Eventually, we will progress beyond this point in the algorithm by concentrating on the object attributes and contradictions that require resolution. Keep in mind that in idealizing functions, we are creating Ideal Final Results for ourselves, even if we do not yet know how to achieve them.

Method

Step 1: Identify technologies that exist in adjacent markets that seem to threaten the existing business. These may be low-cost alternatives or alternatives that utilize different physical phenomena to deliver the desired function.
Step 2: Identify the physical phenomena being used to deliver the function. It is likely that this will later be considered for a hybrid physical phenomenon to satisfy the target market.

Explanation
This tool is particularly important to consider when targeting a market segment that is already consuming, and in which you are trying to sustain momentum.

It is easy to get caught up in labeling any great innovation as a disruptive technology, but be cautious in how this term is used. Disruptive technologies are products and services that are often disruptive to business practices. Ultimately, they are so disruptive that many thriving businesses can no longer compete.

The ones you typically need to be concerned with are those that may disrupt your business. For instance, they do not yield the margins you have come to expect. They do not intersect your supply chain. They do not satisfy the same performance levels that your main customers have become accustomed to. They require new vendors. Often, a disruptive technology will necessitate a whole new business model. This is the most disruptive aspect of all. As management considers these technologies, they may seem unappealing and reject them, believing they are acting in the best interest of their company. Remember, they are often held captive by their largest customers. Few resources are available for other customers and disruptive technologies.

These disruptive offerings are generally initiated in industries that are not your own but may be closely adjacent. They satisfy a segment that is not currently purchasing from you, so they initially seem innocuous. Typically, they do not perform at sufficient levels to attract the attention of your main customers. This is because they are designed to perform the same functions as your products, only for other markets. As these offerings increase in performance, they will eventually have the capability of satisfying low-end customers in your market. Again, this appears innocuous as these low-end customers may not seem important to your business as you ascend the market to secure increasingly higher margins. Gradually, these offerings will improve in performance, fueled by the cash influx into these markets, until you find they are encroaching upon your mainline customers. By then, it often becomes too late to adapt due to the resources required for a complete changeover. Developing an entirely new supply chain is very impractical. Historically, it has been nearly impossible to replicate a disruptive technology at this stage. Vendors are often secured while supplying the new supply chain, and consumers develop loyalty to the early products.

You might wonder why we are not focused on creating technologies that are disruptive to our main competitors. While it is feasible to create technologies that disrupt others’ businesses, this strategy can only succeed if your company is open to the destructive creation of products and the development of new business models, typically in completely separate business units from your legacy products. To disrupt existing competition, you will ultimately cannibalize yourself. Remember that these are your competitors, and you are vying for the same market. If the market of your competitor begins to transition to your new product, they must also cease purchasing your legacy product. Most companies find that it is usually preferable to satisfy a market that is less likely to compete with yours. By targeting a non-consuming market, you create numerous opportunities to introduce new offerings, effectively eliminating the need to compete. You would only pursue such a strategy out of spite for the competitor, which is not a sound business practice and generally leads to nowhere.

If you are still determined to develop a disruptive business for your competitor, further challenges arise. This disruptive technology will need to compete for resources against your largest customers. Additionally, it will be necessary to alter long-held company values at the highest levels of the organization. It is difficult to acknowledge that your business strategy and core values may be incorrect. To implement these kinds of changes, a significant alignment and commitment from many individuals is required. If they are not persuaded, they may revolt in subtle ways that are challenging to detect and counter. A better approach than directly disrupting your existing business would be to establish a new venture built on a learning approach with its own resources. This new business can create its own business model and supply chain from the ground up.

Finally, if you are still intent on developing disruptive technology within an existing business, you must recognize that the business requires an offering that can stand on its own in some market. This presents a considerable challenge, as most offerings fail due to various market conditions.

In summary, it is generally inadvisable to attempt to create a disruptive technology (disruptive to you) within an existing business and customer base. The more viable avenue for creating disruptive technologies is through new business startups, which have the ability to identify market segments that are not being adequately served.

The rationale for considering this step now is that others may be encroaching upon your market, and it is essential to examine the physical phenomena utilized by these disruptive technologies. We do this because there is a way out of this predicament, which is through hybrid phenomena. Hybrid phenomena are the combination of two phenomena in such a way that the performance gained from one complements the other. In this manner, the new phenomena can be employed to better serve the existing market. This would be challenging to achieve if we made a sudden leap to the new phenomenon, as this often results in performance falling short of existing market expectations.

According to the evolution of systems, when we transition between physical phenomena, there is typically a transitional state through hybrid phenomena. A recent example of this is hybrid electric and petrol-fueled vehicles.

Monitoring for disruptive technologies involves seeking analogous functions in closely adjacent markets and then examining how those functions are delivered. There are often individuals within the business who have identified technologies they wish to integrate, sensing that these technologies may one day compete with them or that they could be leveraged with current customers. However, support within the organization is typically lacking. History has shown that many businesses that have been toppled have recognized these disruptors yet failed to respond adequately. The common response is to attempt to force these disruptive technologies into existing markets, resulting in disastrous outcomes. The new phenomenon often cannot deliver the performance that the existing market expects. As noted, the strategy that generally proves effective is to strive for a hybrid technology that enhances the current technology. Once established, the new phenomenon will gradually replace the existing phenomenon while continually satisfying existing customers.

Method

Step 1: If the market is recognized and mature, consider a hybrid approach that combines both the old and new phenomena.

Step 2: Start with a standard physical phenomenon typically used to implement the modification.

Step 3: Identify another phenomenon that achieves the same modification.

Step 4: What feature of the new tool would enhance the capability of the first tool?

Step 5: Identify the affordable tool that should deliver most of the functionality.
Step 6: Merge both phenomena into a hybrid. A new capability should emerge. Try combining both as complete tools. Consider transferring just the desirable features. Explore how the two physical phenomena can interact with each other.
Step 7: If the market is an emerging or unrecognized one, consider using an entirely new physical phenomenon where the native weaknesses might be viewed as strengths.

Explanation

It is unlikely that attempting to satisfy an entrenched sustaining market will succeed with a completely new physical phenomenon, as some crucial competitive parameters will almost certainly be compromised. The sustaining market will demand that we do not deviate from the performance standards that they are accustomed to, even as the s-curve of performance begins to flatten. New markets will typically be more forgiving and may even embrace the weaknesses of the new physical phenomenon as strengths. The new phenomenon will gain traction as a hybrid and may ultimately replace the old phenomenon, or it may develop as a standalone phenomenon in the new market. Clayton Christensen notes that it is possible for this new standalone phenomenon to evolve along its own s-curve and eventually become a disruptive technology, thereby capturing market share from the existing sustaining markets. Additionally, if the existing phenomenon is in the rapid growth phase of the S-curve, it will be challenging to catch up, as greater resources will maintain its performance ahead of the new phenomena.

Instead of jumping to the new phenomenon entirely, it is possible to gain the rapidly developing advantages of the new phenomenon or technology by creating a hybrid of the new and old phenomena. This tool is extremely useful when you are working with a demanding, sustaining market and the resources of the current phenomenon are becoming limited. This is a way to transition to the new physical phenomenon while enhancing (rather than sacrificing) performance, as is often the case when switching to a new effect.

Example—Transition to Electric Car

It is time to transition to a new phenomenon for car propulsion.

Step 1: If the market is recognized and mature, then consider a hybrid of the old and new phenomena.

Transitioning entirely to a fully electric car would sacrifice too much in a mature market. Therefore, the choice is made to explore a hybrid car—Gas and Electric.

Step 2: Start with a common physical phenomenon that is typically used to implement the modification.

Internal Combustion Engine

Step 3: Identify another phenomenon that performs the same modification.

Electric Motor

Step 4: What features of the new tool would extend the capabilities of the first tool?

Torque at low speeds.

Step 5: Identify an affordable tool that should deliver most of the functions.

The Internal Combustion Engine.

Step 6: Combine both phenomena into a hybrid to create a new capability. Try integrating them as whole tools. Consider transferring only the desirable features. Think about how the two physical phenomena can interact with each other.

The electric motor is connected to the driveshaft of the internal combustion engine.

Step 7: If the market is emerging or unrecognized, consider utilizing a completely new physical phenomenon, where the inherent weaknesses are viewed as strengths.

Imagine that the market is not yet mature. This means that it is still small. Let’s consider an Electric Car designed for Teen Drivers

— Highly safe enclosure
— Limited speed capabilities
— Restricted driving range
— Complete entertainment system

Method

Step 1: Abundance: For the physical phenomenon to have any chance of success, it should be abundant within the system. Identify fields that are abundant—these are typically linked to plentiful physical phenomena. Filter the potential phenomena (from previous steps) to retain only those that are abundant.

Step 2: Self-Service: Can the function be performed without the addition of any new elements or by minimizing the required substances?
Step 3: Inherent Harm (Contact): Filter the physical phenomena you are considering for contact.
Step 4: Multiple Functions: Look for additional functions within the system that the physical phenomenon might provide. Seek opportunities to utilize passive feedback from physical phenomena capable of both sensing and actuating. If necessary, can the physical phenomenon deliver the function and counter-function?
Step 5: Scalability: Is the physical phenomenon capable of being scaled to larger or smaller dimensions?
Step 6: Familiarity and Localization of Risk: Familiarize yourself with the phenomenon as quickly as possible to identify inherent problems and risks. Any drawbacks should be concentrated in one or two areas.

Explanation

The ideal observer possesses numerous characteristics. While we may not achieve all of them, satisfying as many as possible enhances the ideality of the observer.

Abundance

The availability or abundance of resources necessary to deliver the physical phenomena must be substantial. Objects and resources already exist in the environment that can aid in delivering the physical phenomena. In this section, we do not assess whether a sufficient abundance is present; that will occur in the subsequent section. Thus, this section focuses on possible physical phenomena.

Inherent Harm (Contact)

Some tools, along with their associated physical phenomena, necessitate the introduction of harmful interactions. This is particularly true for physical phenomena requiring contact. If physical phenomena exist that do not require contact and the resources for providing these phenomena are abundant, consider these over those that involve contact.

Multiple Functions Including Passive Control and the Anti-Function

An ideal physical phenomenon can perform multiple functions. The value of objects in a system depends on two factors: the number of useful functions they provide and the burdens they create. In this context, we are focused on the number of functions delivered. It is only feasible to consider multiple functions if other functions in the system are already necessary. There is no justification for creating functions merely to enable a physical phenomenon to perform additional functions. The secondary function that the phenomenon provides may serve as a supporting function; however, ideally, it should act as a primary function directly influencing the system product.

In terms of measurement, it is more ideal for a physical phenomenon to both sense and control. If sensing and actuation are needed in the same system, it is optimal to perform both functions with the same entity. Therefore, it is essential that the physical phenomenon is capable of delivering both.

The evolution of systems suggests that they will eventually adopt the anti-function to provide added value. The anti-function is often supplied by the super-system, but it may be overlooked because it can occur much later than when the product or process is implemented. But what does this signify when we discuss measurement? Whenever measurement takes place, it creates a disturbance in the system. For instance, when you immerse a thermometer in a hot liquid, the liquid must alter the temperature of the thermometer to record the reading. For every action, there is an equal and opposite reaction. As the thermometer warms up, the liquid cools down. While most measuring instruments are designed to disturb the system as little as possible, achieving a very accurate measurement may require that the disturbance be reversed, ideally simultaneously with the measurement.

Scalable
An ideal physical phenomenon can be scaled to the level required to accommodate rising or falling demands.

Relative Risk
Transitioning to a new phenomenon to deliver a function brings unknown risks. Thus, it is crucial to understand this new phenomenon as quickly as possible and ensure that the risks are confined to one or two major concerns.

Self-Service
Ideally, we wish to add no elements to the system. If possible, the function should exist without the introduction of new objects or substances. “Self-service” is one method to accomplish this. Occasionally, this is achieved through native fields in the environment or system.

Method
Decide the tools that you are going to use based on the information that you have generated.

Explanation
If you have followed the steps, then you have a lot of information that can be used to make the decision. However, a decision is required. There are no automatic decisions. Some of the information you have generated may lead in opposing directions.

References

Work in Progress.

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