OPPORTUNITY EXPANSION: ENHANCING TRIZ WITH

Many attempts to introduce TRIZ into organizations have suffered from a lack of application results with “bottom line ” impact. When TRIZ methods are utilized, the authors have found that the results are not routinely implemented. Where TRIZ applications have lead to implementation, experience has shown that TRIZ is often used to solve problems that are narrowly focused. Such a pattern of practice leaves ample room for challenges from TRIZ critics in search of returns on implementation efforts. An awareness of Dr. Deming’s system of “profound knowledge”, as the basis for organizational transformation and operation, will help TRIZ practitioners gain management acceptance of the innovative ideas that TRIZ approaches and solutions offer. In return, the TRIZ community has much to offer the Deming community on the topic of innovation. Whereas Dr. Deming’s management theory does not include specific guidance on how to generate ideas for system improvement, TRIZ methods are well suited to this task. Improving the dialog between the TRIZ community and the Deming community will provide “win-win ” prospects for both communities. The aim of this paper is to encourage and advance this dialog