инновационный консалтинг и внедрение ТРИЗ в бизнесе

• Повышение доходности логистической компании в сегменте B2B
• Разработка стратегии по сдаче неликвидных площадей в аренду
• Разработка нового цифрового продукта в сегменте С2С
• Формирование конкурентных преимуществ в сегменте В2С
• Повышение спроса на услуги компании в крупных городах по магистральным маршрутам
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• Повышение доходности логистической компании в сегменте B2B
• Разработка стратегии по сдаче неликвидных площадей в аренду
• Разработка нового цифрового продукта в сегменте С2С
• Формирование конкурентных преимуществ в сегменте В2С
• Повышение спроса на услуги компании в крупных городах по магистральным маршрутам
• Переход на солидарное управление взаимоотношениями с клиентами (без агентов)
• Повышение активности агентской сети в регионах
• Повышение точности планирования инвестиционной деятельности филиала
• Поиск путей обеспечения 100%-выполнения инвестиционного плана
• Оптимизация структуры собственного автопарка
• Оптимизация системы управления складскими запасами
• Оптимизация методики анализа и ремонта закладных трубопроводов
• Оптимизация решений по использованию охранной сигнализации подстанций
• Исключение слеживаемости кальцинированной соды в силосе готовой продукции
• Повышение устойчивости подъездных автомобильных дорог в теплый период
• Оптимизация схемы оборотного водоснабжения
• Предотвращение сброса нефтепродуктов в воду
• Предотвращение несанкционированного доступа в сеть
• Разработка способа защиты технического манометра
• Снижение аварийных отключений сети
• Снижение времени разборки ротора при реконструкции гидроагрегата
• Снижение дебиторской задолженности управляющих компаний
• Снижение затрат времени на техническое обслуживание трансформаторных подстанций
• Снижение затрат при проведение ремонта на сетях ХВС
• Снижение количества аварийных сходов с линии самосвалов из-за топливных систем
• Снижение количества брака при ремонте паропровода
• Снижение себестоимости производства за счет обеспечения вертикальности монолитных конструкций
• Снижение случаев повреждений уплотнений затворов холостых водосбросов
• Сокращение времени схождения показаний датчиков уровня в барабане котлоагрегата
• Увеличение времени безотказной работы электроконтактного манометра
• Увеличение время наработки рабочих колес
• Увеличение пропускной способности плужкового сбрасывателя
• Увеличение срока службы основания для разливки жидкого кремния
• Уменьшение брака при производстве вибропрессованной продукции
• Уменьшение затрат времени на ожидание допуска по наряду-допуску в цехе
• Уменьшение продолжительности ремонта тепловой изоляции трубопроводов энергетического котла
• Уменьшение трат на потребление электроэнергии при производстве вибропрессованной продукции
• Устранение вредного механического воздействия пучинистых сил грунта на кабельные лотки
• Устранение примерзания породы в накопительном бункере
• Устранение сбоев в работе системы учета для различного оборудования распределительных сетей
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Full original issue of the conference materials

TRIZ-Fest 2018. September 13-15, 2018. Lisbon, Portugal

Sergey A. Yakovenko^a,b, Alexander V. Kudryavtsev^b, Viktor E. Minaker^b, Elena V. Redkolis^b, Andrey A. Tarasov^b, Naum B. Feygenson^b, Mikhail S. Rubin^b, Nikolay E. Saunin^b, Yuriy N. Litvak^b, Andrey B. Rozhnov^b, Boris I. Tkachev^b, Alexey Y. Fomenko^b, Oleg M. Gerasimov, Yuriy V. Lebedev^b, Sergey A. Logvinov^b, Sergey A. Kondrat^b, Nikolay A. Schedrin^b, Vladimir N. Nikitin^b, Evgeniy V. Panchikhin^b, Mikhail A. Scherbakov^b, Oleg A. Kraev^b

^aMoscow State University, Faculty of Physics, Moscow, 119194, Russia

^bTRIZ Departments of RUSAL, BasEL, En+, Moscow, 141096, Russia

Abstract

The real experience of a wide integrated the TRIZ implementation of at the enterprises of a large international concern Basic Element is shown. The components of the complex implementation work are disclosed, which ensure the efficiency of implementation and quick access to real practice. Typical difficulties encountered in such implementation and general directions for their elimination are shown.

Key words: concern, corporation, group, innovations, TRIZ, TRIZ implementation

The history of the issue is the introduction of TRIZ at Russian enterprises

The Russian Federation as the legal successor to the USSR can show the longest possible use of TRIZ tools. The recent ten to fifteen years gave a number of interesting examples of the TRIZ introduction in large and small enterprises. At present time the metallurgical giant EVRAZ is applying TRIZ for the training of young engineers and for solving internal shop tasks at its enterprises. TRIZ methodology is applied and metallurgical enterprises such as Severstal, NLMK Group, OMK, Rusnickel, titanium producer AVISMA, a number of Rosatom enterprises, Rostec corporations and others. At the same time, in most cases these are examples of partial implementation – the use of TRIZ to perform certain functions, for example, to increase the creativity of young professionals, to solve specific tasks, etc.

The history of the TRIZ introduction in Basic Element

Methodical tools that involve the identification and subsequent solution of problems are applied at the enterprises of Basic Element for a very long time. First of all, these were tools that ensure the establishment of order, saving resources, eliminating unproductive losses. The basis was taken by the Toyota Production System (TPS) method. After adapting to local conditions and wide implementation of these tools, it was the turn of the introduction of a method such as TRIZ, the theory of solving inventive problems, into the practice of work [1].

The experience of firms using TRIZ was studied and, in the end, the version that showed the greatest efficiency and the most popular version of TRIZ GEN3-ID was chosen as the basis for the start of implementation. This version is adjusted taking into account the real experience of recent years and the specifics of enterprises belonging to the corporation.

The main directions of TRIZ introduction in the enterprise

The problem of the organic introduction of the tool into the fabric of business can be decomposed into a number of components. Among them are the solution of organizational issues, and the issues of docking the new structure with those already existing, as well as personnel problems.

The basic problems of the enterprises implementing TRIZ in Russia

The TRIZ introduction, as well as the introduction of any comprehensive system in the organization and management outline is quite complicated, multifaceted and in the long-term case. Аt the same time, it’s important  for the key employees of the enterprise to be included into this process, to understand its goals, stages of implementation, and to be ready for long-term and comprehensive efforts to root and develop a new tool. 

Today, the dominant attitude in many enterprises results are rapid and leads to the fact that employees acquire the technique of doing business, but often don’t get the most important thing – new thinking, a new look on the working process. 

In General, the key problem of implementation can be called a lack of understanding at the top management of the company of both the complexity of the tool and the complexity of the process of its implementation. Fortunately, in Basic Element top management represented by the main shareholder is well aware of this situation and is ready to build the implementation process in the most effective direction.     

Finding a strategy for the implementation and use of TRIZ

Forming a strategy for using the tool is the most important part of work. Without this step the tool is likely to remain one of the most interesting and exotic innovations, which have not found applications. But the formation of strategy is impossible without a deep understanding of TRIZ, its capabilities, types of tasks and the necessary resources. Traps of superficial and overly optimistic vision of the method are possible. Within such approach it’s a priority and accepted that TRIZ allows to solve easily and quickly a problem of any orientation and any complexity. This approach is closely related to the view that knowledge of TRIZ allows to solve complex problems even without knowledge of a specific subject area. The clash with reality will not be ending well for the apologists of this approach. 

The opposite view is also a wrong approach to view TRIZ as something completed in the eighties years of the twentieth century, as a means of identifying and resolving contradictions. This narrow approach is also not constructive, as it does not reveal important and powerful sections developed over the past thirty years. 

Various sections of TRIZ provide an opportunity to apply the method both within the framework of narrowly understood innovation activities, that is, in the shops, in the application to the already used technological processes, and for the development of new products, as well as for the formation of business development strategies and forecasting future threats and opportunities. 

In Basic Element the operation by familiarizing of TRIZ by members of the strategic committees involved in the development strategies of individual enterprises was carried out.  

By the end of 2020, the shareholders set the task to ensure familiarization with TRIZ of 72000 engineers and managers working at the group's enterprises. It was also stressed the necessity to simultaneously provide the training for about 500 people, the main operation for them will be the professional solution of the problems of their enterprises with the help of TRIZ tools. In turn all this work required preliminary training of hundreds of internal coaches in the TRIZ.

A current key point of TRIZ implementation work is the connection of TRIZ tools and procedures used by the Corporation for planning and developing new products (PPDS). The complementarity of the capabilities of these tools allows reinforce the progress of work on the creation and implementation of new solutions.

The organizational structure of the Management of TRIZ

The Management of TRIZ introduced into the staff list of the Corporation: currently includes three Departments:

• TRIZ training,
• Implementation of strategic projects,
• Development of TRIZ tools. 

The Management has the capacity to increase the number of employees both in the Head office and in the enterprises. Regional branches have been established in a number of cities, and this work is continuing.

The special feature of Basic Element is a wide range of business areas – from power generation at hydro – and thermal power plants, production of aluminum and a number of other metals, alloys, to a wide range of engineering products, as well as service enterprises, enterprises of the agricultural sector, construction industry. All this makes it more difficult to organize a unified system of training and problem solving. 

The search for qualified employees

It has always been a difficult process to find employees who could take on the organizational efforts at the initial stage of implementation of the enterprise, as well as providing qualified training and quality support in the process of solving problems. Russia currently has a significant number of highly qualified specialists with both problem solving experience and teaching experience. This did not solve the problem of personnel for the Management completely, but somewhat smoothed out the severity of the problem. Currently, the Management of TRIZ enterprises employs about forty full-time employees. All of them have real experience for both foreign and domestic enterprises. Almost all of them are certified by MATRIZ. Seven employees have the qualification of TRIZ Master. In the near future, the number of employees of the Management of TRIZ will grow significantly.  

The employees training for the Corporation’s enterprises

Currently, the training of employees for the enterprises of Basic element is going in the following directions:

1) Review materials on TRIZ, made in the form of the comics shown by internal television Corporation.

2) Articles in the corporate magazine.

3) Video course of 40 minutes – for very busy managers.

4) Workshops for professionals who need to solve their production tasks. The workshop program has a duration of 72 hours (three workshop sessions, each for three days, with breaks between them per month – "3x3 workshop"). This form of training allows teams that come to solve their problems to get enough time for searching of the necessary information and to have a deeper understanding of the material. 2018 in the framework of this form of training more than 400 engineers and managers passed training and work on their tasks.

5) The workshops for internal trainers. For such workshops the specialists graduated the above described 3x3 workshop and passed the screening committee are accepted.

The functions of internal trainers working at an enterprise are very multifaceted. There are the participation in the selection of tasks or problem areas offered to employees for the solution, holding of 3x3 workshops, supporting teams solving their tasks, the monitoring of solutions implementation and participating in solving of secondary tasks.

The duration of training of such specialists is very high: there was adopted a program that has training with 400 hours of lectures (four two-week workshops) with a break in a month and a half.

Currently several groups of internal trainers with a total of 38 persons take place.

6) For specialists who will be engaged in the professional solution of the enterprises tasks, it’s also planned to conduct internships as part of work teams composed of TRIZ professionals carrying out their projects.

7) A separate point is the search for new employees outside of enterprises, their selection and training. Thus, an inflow of fresh professional having additional competencies and skills is provided.

Establishing contacts with key units of Basic Element

Linking with the already operating function blocks is an important element of the work. In particular, it’s important to establish relationships both with enterprises and with units that carry out related and close functions.

The units responsible for the development of products and technologies used, units that develop new products, units responsible for smoothing out existing production, units that are constructing strategies for further business development may take a role of the most important potential partners.And, of course, the important task is to timely inform the management of all levels about the possibilities and limitations of the instruments being introduced.

Preparation of remarkable examples for narrow specializations

An important task is to demonstrate the effectiveness of the TRIZ tools that are new to the company. The initial stage, at which TRIZ specialists demonstrate cases with analysis of training problems, should take a relatively short period of time.

In order to switch to "own" tasks and examples, it’s necessary from the very beginning to organize together with them the training of groups and the solution of tasks in the main areas of business. Of course, it’s not enough just to come up with an original solution; it should be made by specialists. Therefore, it’s necessary to build a sequence of stages of the found solutions together with the specialists who solved the problems, to promote solutions to implementation and to control at what stage they are. For example, it’s possible to use these stages:

• solution is found by the team,
• a decision is prepared for submission to the Technical Committee,
• a decision is approved by the Technical Committee and recommended for implementation,
• a project is opened,
• the project is executed and defended. Of course, the proposed sequence is of an approximate nature, it’s determined primarily by internal regulations and standards of the concern.

Selecting tasks to solve

At the initial stage of TRIZ implementation the main problem with the choice of tasks is that the listeners usually choose the first batch of tasks without knowing the potential of the method. As a result, it’s possible to obtain tasks that are not related to zones in which TRIZ feels itself confident, for example, purely scientific tasks, or vice versa, very simple tasks, which do not require use of complex analytical and decision tools.

There is also a possibility that a part of the trainees to be sure in the positive result will bring a task, the solution of which they have already found. It’s okay, but it reduces the effectiveness of the work, since the trainees may not see the benefits for themselves, even if the methods will lead to a solution already known to the listeners. Therefore, it’s advisable to require teams that solve their problems to offer not one but a series of solutions.

In the future, trained professionals are well aware of what class of problems they can solve and the severity of the problem is going down.

Managers can provide a significant assistance in the primary selection of tasks, their training program should include special sections on the types of tasks, the selection of tasks, their primary separation from the problematic situations.

Conclusions

The TRIZ introduction at a large enterprise is an higher complexity campaign. Successful implementation of this work requires an integrated approach and a long-term interest of the top management of the enterprise. It’s absolutely necessary to have a working body performing the work – the department, or another unit responsible for the implementation and use of the tool.

This entire task complex cannot be implemented without a presence at the company of large goals for further development that arises the need for an accelerated solution of a significant number of complex technical and managerial tasks.

References

1. CONFERENCE PROCEEDINGS. THE 13TH INTERNATIONAL CONFERENCE TRIZfest 2017 September 14–16, 2017. Krakow, Poland. TRIZ IMPLEMENTATION EXPERIENCE IN BASEL. Sergey A. Yakovenko, Alexander V. Kudryavtsev, Sergey A. Faer.