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Establishing
the TRIZ Market
Boris Zlotin and Alla Zusman
Ideation International Inc.
January, 2000
Detroit, Michigan
November 1999 marked an important period in
the history of Ideation International. When Ideation was established in
1992, we believed that there was a natural market – the problem-solving
market – for TRIZ products and services, and we believed that we had
something significant to offer this market. However, we quickly came to
two disappointing realizations:
- The problem-solving market was
characterized by significant customer confusion and dissatisfaction
with existing methods and techniques. In general, these methods and
techniques had not delivered reliable, repeatable, and successful
results. Thus, the market environment neither welcoming or conditioned
for yet another technique, in this case TRIZ, which is still
considered to be "new."
- Our products and services were not
user-friendly enough to attract customers and convince them that TRIZ
was a uniquely powerful methodology.
With this understanding, we could not rely
on the existing problem-solving market, and began working to establish a
TRIZ market of its own.
Creating a new market is difficult because
success hinges on your power to convince the target audience of the unique
benefits and importance of the new product or service. We found that there
are generally two ways that this can be accomplished:
- Through a description of the new product
or service
- By demonstrating the superior benefits
of the product or service
The second method is far more effective
because you offer a measure of proof to your audience. The drawback is
that this approach typically requires an investment of some kind – time,
money, or personal involvement – because demonstrable results are
achieved through trials or "test runs." The more time and money
required, the more difficult it becomes to win customer approval.
Compare two situations: promoting a new
knife for peeling vegetables, and promoting the first airplane. In the
first case, results could be demonstrated rather easily. In the case of
the airplane, however, had the Wright brothers acquired only enough
money to build one wing, they would never have been able to prove that
their plane could fly.
When something new comes along, often the
only way to convince someone to "give it a try" is to describe
its origin, history, main components, processes, underlying theory,
similarities to other proven things, etc.
TRIZ has a 50-year history of proven
results, yet it still lacks impressive success stories. There are various
reasons for this, including:
- For more than 50 years, TRIZ was
practiced mainly in the former Soviet Union; success stories from this
period have little credibility in the Western world.
- Implementing solutions requires both a
financial and time commitment, which generally require a lengthy
approval process.
- When breakthrough successes are
achieved, the companies involved are unwilling to share proprietary
details.
- Even when people see that TRIZ has
provided successful results for others, doubts still remain as to
whether TRIZ can help in their particular case.
- Results are highly dependent on personal
commitment. Without this commitment, there are no results. The more
effort one expends in learning and applying TRIZ, the better the
results obtained. This in turn generates more enthusiasm, which
provides the impetus to put forth even more effort. This mechanism,
known as "positive feedback" or a "reinforcing
loop," has helped TRIZ enthusiasts become TRIZ experts or
specialists.
A pyramid that has lost its foundation
Like any other market, the TRIZ market
should be considered as a pyramid. The foundation of this pyramid consists
of those who have heard positive things about TRIZ. The next layer
represents individuals willing to explore TRIZ. What is the ratio between
the two – one in a hundred, one in a thousand? We don’t know for sure,
it is a difficult statistic to measure. However, we do know that of those
who decide to explore TRIZ and like it, not many will be willing to take
the next step to make it a part of their lives.
The specific problem with the TRIZ market
pyramid is that it was first built in the former Soviet Union. When
transferred to the Western world, it lost its foundation. The majority of
people who knew about TRIZ or had used it remained in Russia, while a few
of the most experienced TRIZ experts emigrated to the United States and
elsewhere. But even with a new home, a new foundation for TRIZ had to be
created to meet the needs of different cultures.
A crucial factor in the acceptance and
success of TRIZ and a valuable tool for enterprise and industry is making
this foundation as strong and as broad as possible. In marketing terms
this is referred to as "conditioning." And this is why almost
any TRIZ education/promotion should be welcome. The broader the
foundation, the stronger the base for the succeeding layer.
For individuals, traveling up the pyramid
to the top can take a long time. Even the first step may take years.
During 1999, Ideation received phone calls from several people who stated,
"I spoke to you a year (or two years) ago… I am ready to move
ahead…"
The language barrier is a serious hindrance
as well. The greatest source of TRIZ works is the TRIZ library in
Chelyabinsk, Russia, which is practically inaccessible to Western TRIZ
enthusiasts. For most, learning Russian is a waste of time, and
translating thousands of pages into English or other languages is a waste
as well, as there is a low percentage of truly interesting and useful
material.
As a result, we see the same misguided
attempts made in the past being tried again and again, e.g. the numerous
attempts to organize the tools of Classical TRIZ and provide
recommendations for choosing the right tool for a particular problem.
Likewise, many attempts have been made to modify and simplify ARIZ. One
quickly tires of reading the "scientific" papers that discuss
the advantages of re-ordering the ARIZ steps – the source of a joke
within the TRIZ community. Indeed, it is a dismal experience reading such
papers again 15-20 years later.
Thus, it is with mixed feelings that we
read new publications whose authors scrutinize and criticize some of the
older TRIZ works, clearly unaware that the issues they raise have been
long resolved and related improvements made. For example, the limitations
of the Contradiction Table and 40 Innovation Principles, and the confusion
regarding their relation to other TRIZ knowledge base tools (a subject of
ongoing discussion in TRIZ publications[1])
stimulated the development of an integrated System of Operators. In most
cases, language barrier and proprietary issues could be blamed for
unawareness; in other cases, the authors are merely demonstrating their
ignorance of this evolving science.
For these reasons, Ideation has always
strived to acquire the highest level of expertise working with
distinguished TRIZ specialists. We have also been careful to analyze our
activities and learn from a variety of sources how to market new products
and findings. It is frustrating to be aware of the typical mistakes and
"bad turns" that have been made promoting TRIZ and then watch
while others faithfully duplicate them.
Should we simply sit back while they
proceed down this course? Probably – first, these mistakes are being
perpetuated by our "competition," and second most people learn
best from their own mistakes.
But our goal is to create a global
marketplace for TRIZ, and for those who prefer to learn from the mistakes
of others, we offer a streamlined path to the top of the pyramid, even if
that pyramid is still "under construction."
What are we selling?
Russian origins – good or bad?
In 1989 the newly established TRIZ
Association (in the former USSR) agreed that TRIZ would be marketed
worldwide under the Cyrillic acronym "TRIZ" – it would
therefore be recognizable regardless of the language being used. However,
this strategy soon started to cause problems since there were
"pluses" and "minuses" associated with the
methodology’s Russian origin:
|
Pluses |
Minuses |
- TRIZ had existed for over 45 years. If it was so powerful, why
was it unknown to the Western world? The answer – that it had
originated in Russia – could be easily understood on the basis
of:
(1) the impenetrability of the Soviet "iron curtain"[2];
and
(2) Russia’s reputation for poorly utilizing its resources
- Russia had some credibility with respect to scientific
achievement.
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- People were doubtful that something useful could come from
Russia
- There was little appreciation for the experience that had been
acquired in disseminating TRIZ throughout Russia
- Potential TRIZ providers were investigating various ways to
"wrap" TRIZ in order to mask its Russian origin,
resulting in market confusion
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The question is still unresolved, should the methodology be called
"TRIZ" or something else? The best answer is to make "TRIZ"
a brand name as soon as possible. If we fail to do it now, we will have to
fit TRIZ with a new wrapper.
Can an engine fly?
There is no doubt that TRIZ is the most effective methodology for
solving technological problems, and thus it is the best engine for
obtaining and maintaining competitive advantage. But an engine alone
cannot fly; an airplane is required to get end users from one place to
another. Similarly, problem solving is not an everyday activity for a
typical industrial company, as is R&D, engineering, production,
quality assurance, etc., though some companies have instituted procedures
for addressing problems in a creative way. In any case, the best approach
is to integrate TRIZ with the processes already established within a
company. And TRIZ is naturally suited for such adaptation, as it is
compatible with practically any technique.
We can continue the above analogy: As engines are marketed by engine
manufacturers to aircraft companies, TRIZ can be marketed by consulting
and engineering companies as a means of providing more value to their
customers.
To fly the jet or build it?
We continue to receive feedback from our software users; most are
positive and are often accompanied by useful suggestions. Our software
team carefully analyzes all suggestions and eventually implements those
that are valuable and feasible. However, some of these suggestions
illustrate the confusion among TRIZ users. For example, some remark that
the System of Operators implemented in Ideation’s TRIZSoft™ products
is very useful, and they want to know which of the original TRIZ
principles is being applied in a given situation. To ascertain this can
sometimes be as difficult as finding the Wright Brothers’ airplane
inside a modern jet.
Although almost any element of TRIZ has both educational and
problem-solving power, the two should not be confused. Classical TRIZ
elements, such as the Contradiction Table, are great for educational and
marketing purposes but are limited in terms of dealing with practical
situations. On the contrary, the System of Operators developed some 20
years after the Contradiction Table, is very effective when applied to
practical engineering problems. However, it is inconvenient for
educational purposes because it is a complex network-like system whose
full power is evident only within a software framework.
In the long term, of course, both the educational and problem solving
aspects of TRIZ are important. But to avoid confusion, we recommend that
priorities be established – that is, it must be decided which is more
important to our customer…to learn and understand the basics of the
methodology or to be able to quickly apply the tools to a problem to see
the value. Many of the Classical TRIZ educators, do not explain this to a
novice – the result is that an individual who has made up his mind to
become a jet pilot wastes precious time learning how to fly a Wright
Brothers airplane first.
It should be noted that the variety of TRIZ providers and offerings is
usually not the cause of confusion. The automotive industry, with
all its makes and models, is no less complicated, yet customers navigate
through the automotive pyramid with relative ease. The cause of the
confusion lies within the different levels of TRIZ products and services
and the lack of awareness of these options in existing and potential TRIZ
customers.
Understanding the requirements and objectives of a new user is
critical: What is he/she most interested in – solving a long-standing
problem? Evaluating the methodology for corporate use? Determining if this
thing called "TRIZ" is teachable and if one can make a living by
teaching it? Starting a consulting business? Different objectives require
different approaches; just as knowledge and skills that are required to
fly a jet differ from those required building it...
It is also disturbing that some of the customers who had come to
Ideation to learn more about TRIZ have been told that there is no need for
TRIZ software; that TRIZ is just a way of thinking, and that it can be
learned and used without investing in software. For us this is similar to
telling people there is no need for presentation software like PowerPoint,
that creating beautiful presentations is a matter of art, best learned
through an art course. This advice makes absolutely no sense in the
business world. Of course, you can create a dynamic presentation without
the benefit of formal art classes, and you can accelerate the
problem-solving process by using software tools. We have identified at
least six reasons why an individual who wants to become a TRIZ
professional needs software (see Appendix).
The ideal scenario is when a well-informed customer asks, "You
know about the subject matter, we don’t, help us determine the best way
to achieve our goals?" Unfortunately, this doesn’t happen very
often. People tend to believe that their situations are unique, and for
the most part, they are. But after dealing with hundreds of companies and
thousands of individuals throughout decades of using and teaching TRIZ,
statistics start coming into play. As a result, we know in advance the
majority of questions and concerns…as well as most of the answers.
Looking back over the dissemination and implementation of TRIZ in
Russia, the following activities can be documented:
- Presentations and introductory lectures (1-8 hours)
- Short seminars (1-5 days)
- Long seminars/workshops (2-4 weeks), with either a project or final
exam assigned to each student
- One- or two-year programs (4-8 hours per week) with a group or
individual project
- TRIZ courses taught within various educational institutions
- Institutionalization of TRIZ within an organization
According to the experience of the Kishinev TRIZ School and its
associates (amounting to more than 13,000 hours of education to some 6,000
students), the overall effectiveness of education, measured in return on
investment, was highly dependent both on the form of education and the
subsequent arrangements for TRIZ implementation.
Example 1
An example typifying the results of TRIZ education is a three-week
seminar conducted by Genrich Altshuller, Boris Zlotin, Vladimir
Gerasimov and others in Kishinev, Moldova during September and October
of 1981.
Some 60 engineers from various industrial companies attended this
seminar. By 1986, only three attendees, two of whom were Alla Zusman and
Vladimir Proseanic, had continued their TRIZ activities.
Alla Zusman was working as a patent agent within a company that
developed equipment for non-destructive testing of materials and
products. With the support of her supervisor, she was teaching TRIZ to
engineers in her company. Today, two of her first students, Len Kaplan
and Alexander Chernobelski, are accomplished TRIZ
scientists/practitioners. Zusman, after teaming with Boris Zlotin and
establishing the Kishinev TRIZ School in 1982, continued to teach TRIZ
to various groups of professionals and children, and later began
developing the foundation for TRIZ software.
Vladimir Proseanic held a middle-management position in a company
that produced washing machines. He organized a group of individuals to
utilize TRIZ to reduce costs and the results were good. He later joined
the Kishinev School, and eventually co-founded Progress, the first
private engineering company to provide TRIZ education and services.
Example 2
A less typical story concerns the institutionalization of TRIZ within
a large company, Electrosila (the Russian equivalent of General
Electric). In 1977, Boris Zlotin, already an experienced TRIZ
specialist, accepted a position heading a group responsible for
implementing Value Engineering (VE) throughout the company. As he
familiarized himself with VE, Zlotin soon recognized that the idea
generation stage was the weakest link in the method, and that TRIZ was
well suited to fill the gap. With support from Electrosila’s top
management, he established a system that included the following:
- A group of several corporate-level individuals who were
responsible for coordinating all TRIZ and VE training and activities
including full-time TRIZ specialists
- Two part-time facilitators in each engineering and R&D
division, who participated in the full TRIZ training program (220
hours)
- Team members educated by facilitators (a 40-hour training program)
- Engineers within each division who were aware of TRIZ and its
capabilities.
TRIZ facilitators worked with ad hoc task forces, which were
established to work on a number of important projects. The cases that
were too difficult or that were considered corporate high priority
were handled by the VE/TRIZ corporate center with the help of division
facilitators. A multitude of projects were completed over the course
of four years, each with proven results and documented cost savings.
Our recent experiences in the United States have confirmed our belief
that a few stand-alone TRIZ successes (an enthusiastic seminar, a good
solution to a problem, even a successful project) cannot demonstrate the
full benefits of TRIZ, mainly because they do not illustrate long-term
impact. Customer satisfaction with a TRIZ product or service quickly fades
without proper support. In general, the following TRIZ products and
services are being offered:
- Education
- Software
- Facilitation/Coaching
- Consulting
Based on customer feedback, the following advantages and disadvantages
associated with these products and services have been identified:
|
Service/ product |
Pluses |
Minuses |
| Educational
courses in the methodology |
- Understanding of the methodology premises
- Learning a new way of thinking
- Specially-selected case studies encourage students and
engender enthusiasm, so that students feel that the course was
worthwhile
|
- Limited practice, primarily on specially-selected case studies
- Students are left on their own after completing the course,
without guidance or support
- Students quickly lose enthusiasm after the course is over, as
they usually fail to apply the principles they have learned to
real-life problems
- Education takes people from their jobs
- A considerable amount of time (150-220 hours) is required for
students to become familiar with all the tools and gain other
useful knowledge
- As a rule, there is no fast return on investment
|
| Software |
- Provides step-by-step guidance through the problem-solving
process
- Brings the full benefits of the I-TRIZ knowledge base to the
user
- Automation of the most tedious and/or difficult work
- Saves time and eliminates the frustration due to the necessity
of selecting the appropriate TRIZ tool to address each
particular problem
- Acts as a "partner" by supporting the user’s
innovation activity; helps the user "stay in creative
shape" until the problem is resolved
- Speeds up the education process
|
- Limited understanding of the methodology
- Users must be computer literate to use the software
- Cost of purchasing the software
- Users are left on their own, without support
- As a rule, there is no fast return on investment
|
| Facilitation/
coaching |
- Participants go through the complete problem solving-process
and achieve results
- Participants are able to see how the methodology works
- Continuous support is provided until the problem is resolved
- Participants gain confidence that they can solve the problem
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- Lack of understanding of the methodology premises and its
other applications
- No further guidance or support
- May fail in dealing with other problems
- Difficulties might arise in implementing the obtained
solutions
|
| Consultations |
- Customer receives a "turn-key" solution
- No time or money is "wasted" on education or
software
|
- "Not invented here" syndrome hinders customer
satisfaction and solution implementation
- Consultations are expensive
- No internal expertise is accumulated
- Complete dependence on external expertise
|
It is fair to point out that the identified disadvantages are not
exclusive to TRIZ products and services. Rather, they are inherent to any
creative method or activity, including those that are already established
and that have good reputations (QFD, De Bono techniques, TQM, Value
Engineering, etc.). These disadvantages, however, are critical
considerations in establishing market share for TRIZ, as they seriously
impede the dissemination of the methodology, and create unhappy customers
who will be reluctant to give it another chance. Of course, this situation
might correct itself, but it could take decades.
The only way to expedite and highlight our successes with TRIZ is
through integration and institutionalization. As illustrated, the customer
will generally not realize long-term satisfaction with any service or
product offered separately – regardless of the supplier. The combination
of products and services reduces most of the disadvantages.
Business model
In 1999, Ideation developed and successfully implemented a new business
model that incorporated the following:
|
Steps |
Purpose |
Benefits |
| Advertising
TRIZ via booklets, Internet, telephone |
Provide
enough information to allow for the decision to be made to explore
the capabilities of TRIZ |
Customer can
make a decision at virtually no cost |
| Purchasing
specially-designed learning packages, including books, educational
material, and/or simplified software |
Provide
further understanding of the methodology and the most efficient way
to implement it |
Customer can
learn, at his leisure, more about the potential of TRIZ, and can try
the software with a low investment of time and money[3]
before deciding to take the next step |
| Selecting a
pilot project and completing the ISQ |
Make sure
that the selected project has value while also being appropriate for
educational purposes |
The project
can be used later as an educational case study within the
organization. Completion of the project provides a return on the
investment of education and software |
| Two- or
three-day workshop based on the selected project[4] |
Summarize and
reinforce the knowledge learned earlier. Utilize software
(professional edition). |
Learn while
working on a real-life project |
| Coaching[5]
until the problem is fully resolved (usually for 45 days following
the workshop)[6] |
Solve the
problem and build a "success story" |
Participants
have a fully completed project under their belts |
| Facilitating
the next project[7] |
Gain
confidence and experience |
Utilization
of the highest TRIZ expertise in preparation for the next step |
It is clear to us that following these
steps most of the disadvantages inherent to isolated TRIZ products or
services become negligible. This was confirmed in the case of DTM
Corporation, where this model was consistently implemented.[8]
Nevertheless, there is something missing from this picture. For the model
to work it must be supported by an influential individual within the
organization, and eventually by top management.[9]
Ideally, the work mentioned constitutes the
initial steps toward institutionalizing TRIZ, i.e. the creation of a
systemized structure within the organization to continuously support TRIZ,
and ensure optimum utilization and maximum benefits.[10]
The Japanese model
As is typical, Japan follows its own path.
In 1997, after a careful analysis of the TRIZ situation throughout the
world, the Sanno Institute of Management, one of the largest management
schools in Japan, began teaching TRIZ. Sanno has since educated thousands
of students (including some by correspondence) and has made a commitment
to implement TRIZ in Japan. After sending a team to Ideation International
in the United States, and then inviting Ideation executives and scientists
to Japan, Sanno entered an agreement with Ideation to become Japan’s
sole provider of Ideation/TRIZ education. In time, a group of Sanno
technical experts become certified in the methodology. Today, a
significant number of Sanno sales representatives are marketing various
levels of TRIZ education, and a division dedicated exclusively to working
with TRIZ has been established. Given the way things have happened in the
past, it will be no surprise if American corporations soon begin learning
about TRIZ from their Japanese competitors!
1999 saw a growing interest in TRIZ and in
Ideation. Hundreds of individuals from industrial companies, government
agencies, and educational institutions in the United States, Europe, the
Middle East, Far East, South Africa, etc. became familiar with TRIZ and
contacted Ideation for more information and/or help in learning and using
this powerful methodology. The big difference between 1999 and previous
years was that the people we talked with became much more serious about
TRIZ. Most importantly, they became serious enough to ask, "What is
the best way to benefit from TRIZ?"
The institutionalization of TRIZ is crucial
for its future. Obviously, the support of this institutionalization
demands a lot from the TRIZ provider, who must be proficient in all
aspects of the methodology. The task is large and thus favors larger
organizations that have the most resources. Does this mean, then, that
there will be no place for the independent TRIZ provider? Of course not
– remember, the TRIZ pyramid must be built! Anyone can contribute once
he/she does justice to TRIZ and to his/her customers by explaining the
full scope of the methodology, the necessary steps that must be taken, and
the benefits of a total turnkey solution to acquiring TRIZ knowledge and
skills.
We strongly believe that the majority of
TRIZ providers have adopted TRIZ not simply as a way to generate
income, but also as a way of making a positive contribution to society.
The concept of TRIZ is so brilliant that, if properly carried out, there
is great potential to help solve the world’s toughest problems. We are
all responsible for the future success of TRIZ. We owe it to ourselves, to
our countries, to TRIZ founder Genrich Altshuller, and to the entire human
race.
Six Reasons to Use TRIZSOFT™
Even if you are familiar with the TRIZ
basics, have an understanding of TRIZ philosophy, and can use TRIZ tools
manually, there are tremendous benefits available from exploring and
utilizing I-TRIZ software. TRIZSoft™ provides the following advantages:
| 1.
Step-by-step guidance through the problem-solving process |
The Ideation Problem-Solving process
provides a smooth and comprehensive journey through the Ideation/TRIZ
(I-TRIZ) analytical and knowledge base tools, directing you to the
next step, and supplying the necessary help and recommendations as
you need it. |
| 2. Full
advantage of the I-TRIZ knowledge base |
- I-TRIZ incorporates thousands of
pieces of valuable information about innovation. Only a software
program can hold all this information and make it available upon
request. Pre-organized sets of information are available for
over 50 most frequent engineering problems.
- The I-TRIZ knowledge base is an
advanced and complex reticular system with thousands of
pre-fabricated associative chains that reflect the thinking
processes of the best inventors and TRIZ experts. Following
these links helps you to obtain the most ideal and feasible
solutions.
|
| 3. Automation
of the most boring and/or difficult tasks related to problem solving |
The I-TRIZ problem formulation
process allows you to:
- Capture, visualize and, as a
result, better understand your complex problem situation
- Obtain an automatically-generated
and comprehensive list of Directions for Innovation (i.e.,
pathways to solution)
- Easily jump to an applicable
portion of the knowledge base
|
| 4. Saves time
and eliminates the frustration caused by having to select the
appropriate TRIZ tool for each particular problem |
The Ideation Process offers a unified
approach to any type of technological problem. It includes all the
steps necessary for a complete problem solving process, supported by
an integrated software system. |
| 5. A
"partner" to support your innovation activity, helping you
stay in shape creatively until the problem is resolved |
Conventional brainstorming requires a
team to exchange ideas and stimulate the creative process. However,
even this does not lead to productive work for more than two hours
(after which ideas tend to be repetitive and the idea-generation
process becomes "flat"). TRIZSoft™ can serve as a
problem-solving partner, providing continuous guidance and feeding
you with information that supports the idea-generation process and
allows, if necessary, "self-brainstorming." |
| 6. Allows you
to significantly expedite the process of becoming a true TRIZ
"master" |
The majority of (if not all) TRIZ
masters certified by Genrich Altshuller have 15-25 years of TRIZ
experience. From 1990 to 1993, a thorough analysis of the best
techniques used by TRIZ practitioners was performed. The results
were incorporated in TRIZSoft™ in the form of pre-fabricated
associative chains and problem formulation patterns that model the
most successful TRIZ thinking processes. Following these successful
patterns and chains, TRIZSoft™ users are able to:
- Obtain more effective solutions
- Quickly learn TRIZ and how to
apply it successfully
|
1. Boris Zlotin
and Alla Zusman. "An
Integrated Operational Knowledge Base," TRIZ in Progress.
Ideation International, 1999. Also published in the TRIZ Journal (www.triz-journal.com).
2. By
that time, only one of the books written by G. Altshuller (Creativity
as an Exact Science) had been translated into English and published in
the Western world. But not only was the translation very poor, the
book was presented to the wrong audience (as part of the
"Cybernetics" series of books).
3. The learning
package is fully refundable if the customer doesn’t see the value.
4. Each
participant receives his/her own copy of the software during the workshop
and subsequent coaching, no matter how many copies were purchased.
For individuals, the workshop can be replaced with training via the
Internet.
5. Coaching
is provided via e-mail, phone conversations, and face-to-face meetings, if
necessary. It can also be replaced by on-site facilitation.
6. The customer
should commit to continue working on the problem right after the workshop.
7. Optional.
8. See the DTM
Case Study on this web site.
9. One of the
most important conditions that determined the recent (and impressive)
successes of the Six Sigma system, embraced by some large American
corporations, is creating a supporting infrastructure similar to the one
established by Boris Zlotin in the Electrosila Company during
1977–1982.
10. The
benefits, necessary conditions, process of institutionalization, and the
experience gained by Ideation International will be discussed in a
separate paper.
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