Page 293 - Design for Six Sigma for Service (Six SIGMA Operational Methods)

Theory of Inventive Problem Solving (TRIZ) 261

• Semco—members of managerial staff set their own salaries; shop floor
workers set their own productivity targets; part of change agent’s job is
to eliminate need for his or her job.
• Industry standard.

Principle 7. Nested Doll
A. Place One Object Inside Another; Place Each Object, in Turn, Inside
the Other

• Store-in-store
• Profit centers inside an organization
• Hierarchical organization structures
• Four levels of knowledge [(1) basic skills, (2) know-how, (3) process
management, (4) strategic vision] contained in effective company (e.g.,
Sony) training schemes

B. Make One Part Pass through a Cavity in the Other
• Plug holes in organization structure.
• Use 5 Whys question sequence (Liker 2004) to break through layers of
problems to get to root cause.
• Expose traditionally inward facing job-holders to external events and
customers (e.g., engineers shadow marketing people during customer
visits).
• Door sensors count customers going into and out of a store or office,
etc. (use data for market profiling, etc.).
• Casino hotel architecture (Las Vegas style): The guest must pass
through the gaming area to get to the restaurant, the hotel registration,
even the lavatories!

Principle 8. Antiweight
A. To Compensate for the Weight (Downward Tendency) of an Object, Merge
It with Other Objects That Provide Lift

• In a merger of two companies, one lifts the other with whatever its stronger
features are (distribution system, marketing, methods, capital, etc.).
• Companies increase flagging sales by making connections with other
rising products.
• Attaching the word new is the most powerful way of enhancing the
sales of fast-moving consumer goods.