Koichi Shimizu talks about Toyota and it's use of kaizen in order to increase it's efficiency. Looking at it's processes, Toyota observed and used different kaizen techniques in order to increase production speed and to manage production efficiency. Looking at three different types of kaizen Toyota is able to maximize their efficiency and quality of their products.
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by in CNN on July 14, 2010
Richard Galant covers the TED 2010 conference. He discusses the process of idea creation with topics including the rise of coffee, "ideas having sex with each other" and comparisons between Chinese growth and U.S. decline. He believes the development of an idea is interesting and complex, but these talks help bring light to the process.
by in TED on March 01, 2007
In this video Bill Clinton talks about working in developing countries. Many developing countries have been dealing with health concerns. In order to deal with such concerns we need to work on processes to get cheap drugs to the people that need them. Many people believe that corruption is the biggest threat in developing countries, but bad processes are even worse.
by in Harvard Business Review on December 01, 2007
Kevin P. Coyne, Patricia Gorman Clifford, and Renée Dye convey different ways to come up with ideas in the business setting. Instead of going into an ideation session and asking your team to think outside the box or breaking apart the current box to create new ideas, a good way to encourage new and useful ideas from your team include making a new box. Using some additional tools, along with creating a new box, allows a company to create many new and useful ideas.
by in on September 28, 2011
In this article Dr. Ellen Domb and Darrell Mann discuss the concept of Mass Customization and whether or not it reproduces the same solutions produced by the Contradiction Matrix, adds anything to TRIZ methods or tools, or has anything to gain from TRIZ. The concept of Mass Customization is concerned with the mass production of customizable goods and services. When comparing B Joseph Pine II’s Mass Customization concept with the methods and tools of TRIZ there were many similarities and even some instances where one out performs the other.
by in The McKinsey Quarterly on November 02, 2007
In this article Suzanne Heywood, Jessica Spungin and David Turnbull talk about managing complexity. Two types of complexity exist including institutional complexity and individual complexity. Mostly complexity is an aspect companies try to minimize in order to make their systems more efficient and effective, but if complexity is split into institutional and individual, companies can utilize it as a competitive advantage. Taking into account clarity of accountability, control in key areas and coherence a company is able to take complexity and turn it into an effective strategy.
by in TED on December 01, 2008
In this video Dan Ariely shows us how our decisions may, more often then not, be determined by things other then us. It turns out we are much more impressionable than many previously believed. An involved decision alone is enough to steer us in one way or the other. If a company were to use this information they could obtain a large advantage in their designated market.
by in on September 26, 2011
In this article George Byrne, Dave Lubowe and Amy Blitz discuss Six Sigma and Lean Six Sigma as not only an operations improvement tool, but also as a major innovation effort. Many companies in the past have utilized Lean Six Sigma as an operational improvement tool, but have never thought of applying these methods as an innovation tool. Instead of using Six Sigma and Lean Six Sigma as process improvement or cost reduction tools companies are using them to focus on their organizational structure with the goal to be more innovative and succeeding.
by in on September 07, 2011
In this article Michel Lecoq talks about the evolution of products and systems. The three main players in these evolutionary models are evolution, structure and function. If a modeler reviewing the TRIZ evolutionary trends takes these modeling forces into account while thinking about both the environment and finality of the system and the evolution of both the environment and finality they will have a fair chance at predicting that model’s evolution.
by in Harvard Business Review on November 01, 2005
In this article Mark Gottfredson and Keith Aspinall talk about managing complexity. Backing new innovation is easy because on the surface it adds considerable value to the company. Upon a deeper look, the added complexity of these new innovations can add costs to the production line that outweigh the additional revenue. Complexity creeps into a business through bad economic data, overoptimistic sales expectations and entrenched managerial assumptions. Because of this, complexity causes business’ profits to flat line or even erode. Once a company is able to balance on its innovation fulcrum, making sure it’s production costs of innovation don’t out weigh the added revenue, its next job is to stay there.
