Improve the process by
changing the architecture.
Optimization can reach a point where the process itself becomes the constraint. TRIZ Asia models operations, flows, resources, controls and failure mechanisms to identify higher-leverage redesign opportunities.
Through its strategic partnership with GEN TRIZ, relevant engagements can access the GEN TRIZ Global Knowledge Network of more than 8,000 specialists across 25 countries.
Do you face any of these problems?
Yield, scrap or quality losses remain persistent
Energy, water or material use is structurally high
Cycle time or throughput is constrained by one or more bottlenecks
Cost reduction is blocked by a performance trade-off
The process contains excessive handling, rework, inspection or correction
A next-generation process is needed rather than another optimization cycle
Then Manufacturing & Process Innovation is the right fit for you
What TRIZ Asia does
Map process operations, subjects, objects, flows, measurements and controls
Explore alternative process principles and technologies
Identify bottlenecks, loops, resource losses and control gaps
Use cause-effect analysis, trimming, contradiction solving and resource analysis
Define verification, failure-prediction and implementation tests
Separate productive work from corrective, providing, measuring and harmful operations
What you receive
A transparent process function model
High-leverage loss mechanisms and bottlenecks
Process simplification and redesign opportunities
Next-generation process concept directions
A prioritized validation and implementation plan
How the engagement works
Map
01Represent the real sequence, flows and controls.
Diagnose
02Find the mechanism behind the performance gap.
Challenge
03Question which operations and resources are truly necessary.
Redesign
04Create alternative process architectures.
Verify
05Test the technical and operational assumptions.
Implement
06Support pilot, scaling and control design as required.
Frequently Asked Questions
Yes. The approach can examine existing operations, functions, flows, resources, controls and constraints to identify where process architecture can be improved.
The focus is on understanding the mechanism producing the recurring problem rather than repeatedly treating its symptoms.
Yes. Functions are examined first so that unnecessary components or operations can potentially be trimmed, transferred or redesigned without losing required value.
Yes. The broader offering includes failure explanation, cause-effect analysis, control-gap analysis, prevention concepts and verification planning.