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5. Future Research
Though the present study achieved its research goals, some issues discovered in the research process and deserving further investigation are listed below. These can serve as suggestions and reference for future research. First, supplement this study with quantitative research. This study is classified as qualitative research. While it offers companies a practical case-by-case discussion, its research value will be further increased if it is supplemented by qualitative research. Second, investigate TRIZ use in non-engineering companies. The results of implementing TRIZ in the patent deployment area of system assembly firms may not compare to results at upper-level component firms. However, this is not because TRIZ is only applicable at the level of engineering technology; it is actually also applicable to the establishment of businesses models for branded companies. How this can be done deserves additional discussions and research. Third is that although PCs have entered a stage of smooth development and many people are paying attention to the fate of PCs, the future of PCs lies in them becoming even more intelligent, as well as in improved networking and customization.
Thus, as a follow-up, there should be value in investigating the means by which PC manufacturers can be helped to use a range of systematic new management methods and early strategic patent deployment. The last one is continue with the use of a case-by-case research method to create examples of application. It is suggested that future research use a case-by-case method to advance experimental validation of the means by which TRIZ tools are used to develop new products, as well as for improvement of the manufacturing process, patent deployment, and commercial methods, that is, the creation of a more complete set of application examples to serve as references for businesses.
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Appendix
Question List: Interview Topics
Background survey of interviewee:
1. Company job title
2. Responsible for guiding which function teams 3. Work background in R&D or management 4. Education background in R&D or management 5. What role did you play in the TRIZ project?
6. Can you please explain the process between becoming familiar with TRIZ and implementing it
(internal HR training program, books and magazines, broadcasts, television, introduced by a friend, research publication, assigned by a manager, industry exchange, marketed by a consulting company, introduced by a software company)?
7. Do you have experience assessing the implementation of other systems or tools (regardless of whether they were implemented or not)?
8. Do you have experience assessing the implementation of other creative thinking methods or tools similar to TRIZ?
9. Generally, were the systems or tools you evaluated able to be directly implemented?
Alternatively, did they require some method of re-assessment?
10. Generally, when your company assesses the implementation of a system or tool, which assessment items require review?
Background survey of company culture:
1. Does your company often hire external consulting firms to do company internal training?
2. Does your company have experience assessing the implementation of other systems or tools?
3. Does your company have experience with implementing another creative thinking
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4. If your company were to implement a tool or system such as TRIZ, what is the highest level of permission that would be required?
5. Can you please describe your company’s general process for implementing a system or tool? Is there an ISO file?
6. Does the company evaluate the performance of R&D personnel in terms of the volume of patents created?
7. How does your company conduct its technology and patent forecasting?
Initial TRIZ evaluation:
1. What made you decide to implement TRIZ as opposed to another creative thinking tool?
2. Can you please describe the background of your company’s decision to implement TRIZ?
3. At what point did you learn of TRIZ, evaluate TRIZ, decide to implement TRIZ, and complete implementation (how much time was spent in-between)?
4. In the initial evaluation, did your company appoint someone to first conduct an internal autonomous evaluation report, and then deliver this to upper management to make a decision? Alternatively, did a committee from a consulting company make an evaluation report?
5. In the evaluation phase, did you company clearly understand the benefits of TRIZ and how to implement it? If not, why not?
6. Can you explain how your company arranged a human resources plan and cost forecasting during the evaluation period?
7. When your company was considering implementing TRIZ, what were designated as future methods for evaluating the results of TRIZ implementation?
8. When your company was deciding whether to implement TRIZ, were there any voices of opposition?
9. Can you describe in brief how these were overcome, and how upper management was convinced to implement TRIZ?
10. Please explain what sort of specific actions or attitudes your company adopted in support of TRIZ.
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Development of the TRIZ implementation process:
1. Did your company implement TRIZ in phases or all at once?
2. After deciding to implement TRIZ, did your company have a specific implementation plan or process?
3. Can you please briefly describe challenges encountered in the implementation process?
4. Did your company establish an internal specialized TRIZ group? What were the members’
backgrounds? What was the highest level of management represented?
5. To facilitate TRIZ implementation, did your company make any adjustments to its organization? Why or why not?
6. Was there a specialized budget for the TRIZ group? Alternatively, were there only expenses relating to the TRIZ training course?
7. Did the group have regular meetings? Did it regularly report findings to upper management?
8. Was TRIZ training limited to the local function team personnel? Alternatively, did the scale include all employees?
9. Does your company hold annual TRIZ meetings to announce results achieved?
10. Does your company use a system of bonuses for those displaying excellent TRIZ results or encourage employees to acquire TRIZ certification?
11. Did your company purchase TRIZ-related software such as CREAX or Techoptimic?
Which one? How many copies? Were they bought all at once or in batches? How many at each time?
12. Did your company create a company knowledge base after purchasing software?
13. Can you estimate approximately the proportion spent on TRIZ implementation cost relative to total expenses? How much was spent on each item?
14. Can you describe challenges encountered in the implementation process, and how these were overcome and solved?
15. Are there any problems that have yet to be solved?
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Company’s post-TRIZ implementation situation:
1. Has upper management’s attitude toward supporting TRIZ changed? Please describe briefly.
2. Was there any improvement to your company’s engineering R&D efficiency following the TRIZ implementation?
3. Can you please describe how implementing TRIZ at your company resulted in any real benefit in terms of saving on costs?
4. Can you describe approximately how much has been saved in terms of costs?
5. Can you describe in brief your company’s post-implementation results in terms of increased patent volume? Can you give the pre- and post-implementation specific numbers? Please state whether the contributions by TRIZ were obvious, slight, or non-obvious.
Company’s implementation of TRIZ and knowledge gained: (the following questions were based on knowledge gained through post-TRIZ implementation)
1. Since implementing TRIZ, where has it been used? Where have there been obvious benefits? Where have there been losses or no results?
2. Based on the literature, TRIZ applications are as listed below; what are your thoughts on the following applications and your company’s results?
a. technology forecasting b. patent deployment
c. product innovative design
d. improvement to products and manufacturing process quality e. lowering of costs
f. management optimization g. brand strategy
3. Based on your experience implementing TRIZ, what sort of post-implementation assistance do you think is needed?
4. What are your thoughts on the importance of upper management support in the process of
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5. What are your thoughts on the necessity of establishing a specialized TRIZ group?
6. Do you have any suggestions for human resource planning for TRIZ implementation?
7. What are your thoughts on the necessity of proposing a specialized budget for TRIZ project groups?
8. In terms of costs associated with TRIZ implementation, what do you believe are some that could be reduced? Which absolutely cannot be reduced?
9. What are your thoughts on the post-implementation rate of return? Is it worth your company’s continued investment?
10. Based on your experience, do you think TRIZ could be studied by non-technical employees?
11. Based on your experience implementing TRIZ, describe whether you think TRIZ is suitable for the Taiwan environment.
12. Based on your experience, what are the difficulties of implementing TRIZ in Taiwan industries?
13. Based on your experience, do you believe that TRIZ results are correlated with employee quality (e.g., studying capability, proactivity, educational history, or others)?
Company’s perspective and thoughts on TRIZ training courses:
1. Based on your experience implementing TRIZ, do you have any suggestions for scheduling TRIZ-related training programs?
2. Based on your experience, how much TRIZ training (how long) do you believe is sufficient for employees to receive?
3. Does your company have an internal training department for seed teachers? Why or why not?
4. What are your present thoughts on the quality of TRIZ training courses conducted by external consulting companies (e.g., teacher qualifications, learning materials)?
5. What are your thoughts on the necessity of inviting a TRIZ expert to the company?
6. What are your views on inviting an international TRIZ instructor to your company to give lectures, classes, or specialized drills?
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7. What comments and recommendations do you have on the results of past training sessions?
8. What thoughts do you have on TRIZ implementation as a long-term project?
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Reference
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企業經濟，文章編號:1006-5024(2009)08-0023-03 pg24-25
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創新設計模型，機械設計與製造， 文章編號:1001-3997(2010)10-0062-03 15. 陳娜, 朱玉峰, 2009, 利用 TRIZ 理論規避六西格瑪瓶頸, 科學與管理 p35-37
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Website
1. Manager Today: http://www.managertoday.com.tw/?p=746
2. Cynes News: http://news.cnyes.com/Content/20140308/KIU702MEO5PKK.shtml 3. China Academic Journal Electronic Publishing House: http://www.cnki.net
4. Nian-Min, Zeng (2010), Detonated innovative technologies and methods - Samsung
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Electronics to develop innovative strategies and weapons ， from http://mypaper.pchome.com.tw/tcia_org/post/1321030093
5. Digitime:http://www.digitimes.com.tw/tw/dt/n/shwnws.asp?CnlID=13&Cat=&Cat1=&id
=119817
6. TRIZ Canada : http://triz-canada.ca
7. Samsung’s Market value from http://it.sohu.com/20060424/n242956489.shtml 8. Financials :
http://www.infinancials.com/en/stock%20performance,Epistar%20Corp.,30479FC.html?v endor=&referer=www.infinancials.com&landing=market valuation
9. Cubic Creativity (TRIZ consultant company) http://www.triz.com.tw/
10. Xiaoling Shi & Minyi Zhang “ What we could get from S-curve” from
http://www.aitriz.org/documents/TRIZCON/Proceedings/Shi-Zhang-What-we-could-get-f rom-S-curve.pdf
11. TRIZ Journal : http://www.triz-journal.com/