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Samsung

| On 01, Jan 2010

Message: 1379
Posted by: MS
Posted on: Wednesday, 16th July 2008


I'm doing study on innovation practices of Fortune 500 consumer electronics companies, and I'm examining how TRIZ is implemented at Samsung.

However, it seems like there was a flurry of activity/interest re: TRIZ & Samsung, but it has completely died off. There hasn't been a mention of Samsung in The TRIZ Journal, for example, since 2006.

Does anyone know why this is? After a heavy initial investment, I would think Samsung is still using the TRIZ innovation approach, but I'm hoping to get confirmation (Any names of people I could contact would also be helful).

Thank you!


Message: 1382
Posted by: Ellen Domb
Posted on: Friday, 18th July 2008


My understanding is that Samsung continues to use TRIZ extensively, and has moved from its initial experimental stage to using it on highly proprietary projects–that's why the lack of publicity.   They did participate in the TRIZ conference in Japan last year–you can find the summary and abstracts at http://www.osaka-gu.ac.jp/php/nakagawa/TRIZ/eTRIZ/eTRIZnews.html  in the “TRIZ News and Activities” page, and this year's abstracts in the section for the 4th Symposium.  I will ask friends in Korea if they can have someone in Samsung answer you directly.


Message: 1383
Posted by: paulette
Posted on: Sunday, 20th July 2008


Thanks for the info. By the way what is TRIZ?


Message: 1384
Posted by: ellendomb
Posted on: Sunday, 20th July 2008


TRIZ is the acronym for “Theory of Inventive Problem Solving” if you say that in Russian–the original research on the method was done 1946-85 in the former Soviet Union, and it has continued globally since then.  See the “What is TRIZ” column in The TRIZ Journal for an introduction, and see the tutorials in The TRIZ Journal to learn more:http://www.triz-journal.com/archives/what_is_triz/


Message: 1385
Posted by: Hongyul Yoon
Posted on: Sunday, 20th July 2008


Ellen asked me to share information with you.

Briefly speaking, TRIZ is OK with Samsung, “STILL”.

Even though some changes were caused by the re-organization of

Samsung, almost all members of TRIZ in Samsung are keeping

TRIZ activities.

I would like the questioners to think about the silence of Samsung in  “out of the box” viewpoint.

I am afraid that conferences, journals on TRIZ might fail to give TRIZ members of Samsung “some benefits” for their sharing their experiences with TRIZ.


Message: 1387
Posted by: Ellen Domb
Posted on: Sunday, 20th July 2008


Thanks!   I appreciate your giving us first-hand information!

Ellen


Message: 1388
Posted by: MS
Posted on: Monday, 21st July 2008


Thank you for your first hand viewpoint.

I was interested mainly because there is such an enormous amount of information out there on Samsungs' early steps in changing its innovation culture that the current near-silence seems odd in comparison.

Might it be possible for me to send you a few questions via email, to clarify a few points?

Thanks once again.


Message: 1390
Posted by: D P GHOSH
Posted on: Tuesday, 29th July 2008


Hi,

We are about to launch TRIZ in our company. I have already collected some basic information from Net. However I shall be grateful if someone shares a casestudy on TRIZ, describing the steps followed in the process alongwith example.

Regards.

D P Ghosh 


Message: 1392
Posted by: Jinha Jeong
Posted on: Tuesday, 29th July 2008


Hello

I am working for TRIZ Promoting office in SAMSUNG Electronics

Now Samsung Electronics are spreading TRIZ to all engineer.
We have education course and problem solving project in important project.
Our TRIZ are moving from infant stage to development stage.
A lot of patents and business results are produced by TRIZ specialist every year.
But all of results are confidential because all of TRIZ project are important and confirmed problems.
When we solve that problems, we can get core technology.
It will lead to business results.


Best Regard.


Message: 1393
Posted by: Prakash
Posted on: Thursday, 31st July 2008


Dear Ghosh,

You can contact me for some case studies if you are looking them from India.

prakash.marargmail.com


Message: 1394
Posted by: Prashant
Posted on: Saturday, 2nd August 2008


Dear Mr.Ghosh,

Hi I am Prashant Joglekar. I have been working on TRIZ for past three years. My interest in the subject is increasing by each passing day. I have done few case studies and one of them I published in the last year TRIZCON. I have written many innovation sprinklers and two of them were published on the TRIZ journal

http://www.triz-journal.com/archives/2007/09/ ( 4th in the list)

http://www.triz-journal.com/archives/2007/11/ ( 3rd in the list)

Regards,

Prashant

+919867327184

http://prashantinnofuture.blogspot.com/


Message: 1397
Posted by: Jack Hipple
Posted on: Wednesday, 6th August 2008


Though a little late in this discussion, I will provide my insights from my clients' experiences. First of all, it is critical to have high level management support in the same way as Six Sigma or other enterprise tools. Without that, TRIZ will be a curiosity and a teaching catalog listing. Second it must be applied to real problems of concern. Occasionally, TRIZ is applied in an experiment to an interesting, but not critical, problem and though the achieved solution is a breakthrough, there is no implementation and that is what is remembered.

Third, there must be a structure, similar to Six Sigma. There must be some internal experts who practice and learn some of the advanced tools so that they can become internal teachers and facilitators. It is also advisable to attach TRIZ to other tools such as Six Sigma, Lean, DFSS, or QFD so that it can provide the breakthrough problem solving tools that these problem identification tools lack.

Last but not least, ego must be eliminated. The whole basis of TRIZ is that there are a limited number of inventive solutions and problem models and there are seldom any truly unique problems. If an organization truly believes that its problems are totally unique, it is unlikely that TRIZ implementation will be successful.


Message: 1398
Posted by: Kelly
Posted on: Sunday, 10th August 2008


Jack,

Thanks for your comments on a company's ego. You so often read about working with challenging individuals, but I think sometimes the personality of a company as a whole is overlooked.

Trying to convince a successful company that there is something out there that can help them reach a new level isn't an easy change to make. A handful of enthusiastic individuals doesn't matter unless support comes straight from the talk. And how do you reach them to convince them?

Thanks for the interesting perspective.

– Kelly


Message: 1399
Posted by: Jack Hipple
Posted on: Sunday, 10th August 2008


If I had THE answer to that, I could charge as much as Clayton Christensen and others. I have run into my share of potential clients who just don't get it. It's frustrating and you walk away knowing that someone isn't seeing the whole picture and that some day you'll be proven right and see an article to that effect in Business Week.

You are absolutely right about support from the top. No Six Sigma effort survived without and no innovation effort will either.

Some suggestions:

1. Start at the top. This isn't always easy to gain access or to corner someone at a conference or meeting. Cold calling is something that isn't comfortable for everyone (me included). What you need is a name of someone you've worked with at another successful venture you were involved with and ask them for contact ideas. Then at least you can say, “XXXXX” said to call you and that you might find this interesting….”

2. One of the biggest barriers to getting companies interested in TRIZ is getting over the ego barrier. Their problems are NOT special, but they think they are! Some companies ARE very good at what they do and it is easy to become smug. The start here is to begin a discussion about the FUNCTION their product or service is performing and how their customer would achieve this function without them. What would have to happen? Could it be done without their “stuff” or service? How? Think about all the potential acquisition, licensing, and new product ideas that simple discussion might create. Then tell them why you asked that question! (TRIZ tools of IFR, use of resources, upward system integration, lines of evolution, etc.)

3. Find out what you can about the psychology of the company. By that I mean their history, what they make now, before, management history. Over time, managers clone themselves–it's a lot easier to manage people that act like we do, isn't it? There's no right or wrong here, but using and integrating TRIZ (for example) requires an appreciation for problem definition, analyzing contradictions, etc. If that interest and appreciation doesn't exist, you need to at least know that, maybe use some psychological profiling (MBTI, KAI, HBDI, etc.) to help managers see how they see things and why some breadth in thinking may be needed. The thing taht I like about using TRIZ is that it is the only inventive process that aids both analogic and out of the box thinkers.


Message: 1400
Posted by: Navneet Bhushan
Posted on: Sunday, 10th August 2008


May be there an element of EGO of TRIZ Consultant as well besides the EGO of the company. TRIZ Consultant EGO comes into picture, as TRIZ is not as well proliferated as say some of the other techniques. The consultant with TRIZ and all its associated Jargon goes to the company saying “Boss I have a panacea for you” – and dont think your problems are unique. Everyone has that problem. My approach as a consultant (I hate the term) is first to “Immerse” yourself in the client problem and then think about solving it with whatever you have and along with the clients (This is the co-crafting model). This is already working for us – We use TRIZ, DSM, AHP, Six Thinking Hats, Simulation, scenario writing, crisis gaming, and this may be a big surprise for TRIZ EGO (Vedic Mathematics and Principles) to co-craft solutions with our clients. In all humbleness this approach so far is working for me. I accept my ignorance of what my client knows and believe.


Message: 1401
Posted by: Jack Hipple
Posted on: Sunday, 10th August 2008


You[re absolutely correct about many TRIZ consultants! I have had the misfortune of following a few in who take the position that TRIZ is all you need and it's been hard to get back in for years. I have tried to integrate into my work and the training that I do for professional societies (who are non-profit) by showing how to integrate and match TRIZ with the tools you mention.

The worst situation is the ego on both sides (my problems are unique/this is the only tool you need). That's what doomed to failure.


Message: 1405
Posted by: Alain
Posted on: Monday, 18th August 2008


Do you mean that some business consultants exclude other methods–even when unrelated to TRIZ-related problem?


Message: 1472
Posted by: Nikolai Khomenko
Posted on: Wednesday, 5th November 2008


I was invited to Samsung as a first Russian TRIZ teacher in the year 2000 at Samsung Advanced Institute of Technology – SAIT. During 4 years (2000-2003) I have taught several hundreds people. Nikolai Shpakovsky and Vasily Leniashin were also involved at that time in the TRIZ implementation at Samsung. Our education and coaching session for Samsung Professionals has convinced management of the companies (Samsung is a group of companies not one Company) in efficiency of TRIZ based Instruments. As a result all companies of the Samsung Electronics group start to invite Russian TRIZ experts. At this moment SAIT stop using TRIZ for certain reasons. Mr. Wook Sun Ð former president of SAIT Ð initiates implementation TRIZ at Samsung. He retired several years ago. However other companies of the group still uses TRIZ and Russian TRIZ experts. They invite them regularly for long term project and for teaching people advanced level. Those are Òteaching by doingÓ real projects way of teaching. Initial levels are developed by native people as soon as it they have large experience and could developed customised educational program for Samsung member for initial level of TRIZ education.

Managers of Innovation at Samsung Electromechanics develop well customised system of implementation TRIZ in their company. Those system is very efficient for solving engineering problems as you can see from some previous posts. Unfortunately this system is based on modern TRIZ now but not Classical TRIZ. As a result potential of Classical TRIZ is not used there completely. Mostly because of educational technique for advanced level is Òlearning by doingÓ and as a result people learn just how to apply known tools of classical TRIZ but did not learn how to use TRIZ to create new appropriate instruments for solving technical and non technical non typical problems. I believe it will be next step of TRIZ at Samsung evolution. First two they did successfully. And this will be a great challenge.


Message: 1489
Posted by: Richard Platt
Posted on: Monday, 24th November 2008


For those of you who would like to see my personally collected Competitive Intelligence Analysis on Samsung, (that I have compiled over a # of years),and its well developed competency in innovation, please feel free to contact me directly.

Richard Platt(former) Intel Innovation Program Manager / Senior Instructor of Innovation Methods