CC BY
13DOI: 10.24412/cl-37100-2023-12-82-89
N. Saunin, A. Fomenko
Approaches to Applying System Operator for Solving Organizational
and Management Tasks
ABSTRACT
In this article, the case of applying System Operator (System Operator (SO) - the way of depicting the object of analysis on a time scale as part of system hierarchy. Synonymic terms which may also be found in reference literature include "multi-screen analysis", "talented thinking matrix", "nine screens") to solving organizational and management tasks is described. Also, the algorithms of applying SO to developing strategies of a company or a product (or another system) are offered.
Keywords: TRIZ, TRIZ instrument, System Operator, SO, Management tasks, Organizational tasks, SO application algorithm, Catch the Flow, Realize the Potential, Uncover the Possibilities, Back to the Future.
INTRODUCTION
From the first glance SO seems to be one of the most illustrative and simple TRIZ instruments. Undoubtedly, however, this approach to analyzing a system has a huge heuristic capacity for solving both engineering and organizational and management tasks.
1. APPLYING SO TO SOLVING ORGANIZATIONAL AND MANAGEMENT TASKS
In 2018-2019, several alternative algorithms of applying SO to defining the strategies of development of analyzed systems were defined and elaborated during the process of SO application to solving business problems of various companies.
These algorithms make up a clear-cut sequence of mental operations, the performing of which decreases the impact of psychological inertia and leads to new ideas creation. Let us describe their application with the below examples.
2. SO APPLICATION ALGORITHM 2.1. The "Catch the Flow" Algorithm
This algorithm is based on two principles:
1. Every technical system (TS) is a response to the requirements of a supersystem (SS).
2. Some trends of an SS development may be observed distinctly enough in contrast to feasible directions of the development of the system under immediate analysis.
The inner imperative of a problem solver using this approach may be described as follows: "I will analyze the main trends and follow them (I will be able to understand today what the requirements will be like tomorrow)".
The following sequence of actions to realize this approach may be considered:
1. Define the system for analysis.
Document the main function and the key parameters of the analyzed system.
2. Analyze the main trends of the supersystems.
Define which supersystems are reasonable to be analyzed with regards to the given task and which change trends of these supersystems are known.
E.g., if the task is to find the ways of development of a certain product, various systems which it interacts with on different stages of its life cycle may be treated as supersystems: how will the sales formats change (e.g., it is clear today that most sales will take place online tomorrow)? How will logistics change (we may observe a trend of reduction of the minimum order quantity with consequential decrease of the weight and the size of cargo for a single delivery)? And so on.
1. Define the requirements which will become relevant in the planned future.
How will the defined trends change the supersystem in the planned future? How will the requirements of the SS to the TS change? Which new requirements will arise?
E.g., we may confidently assume that, when sales become online based, the requirements to the package will change. It will no longer perform the function of attracting customers' attention (an eye-catching package is no longer needed).
2. Adjust the parameters of your system according to the requirements.
Supersystem Supersystem Supersystem
in the past in the presejli in the futura—U
2 f 3
System System System in the
in the past in the present \ future
I4
Subsystem Subsystem Subsystem
in the past in the present in the future
1. Define the system for analysis
2. Analyze the main trends of the supersystems
3. Define the requirements which will become relevant in the planned future
4. Adjust the parameters of your system according to the requirements
"I will analyze the main trends and follow them (I understand what the requirements will be like tomorrow)"
Fig. 1. The "Catch the Flow" Algorithm
Let us illustrate the realization of this approach with the following example.
"Property Management" company (Major federal property management company. The name has been changed) Russian Federation, 2018.
The project team were given a task to suggest the ways of increasing the revenue of the slow-moving properties, which they used to refer to as the "ruins".
The team tried to figure out the ways of profitable use of the "ruins" like shooting disaster movies or organizing paintball or reality quest areas there etc. None of these variants were feasible, however, first and foremost because of the low potential revenue. Even the estimated costs of the reorganization were not likely to pay off. Massive changes were not a viable option because the ownership of the areas was to be transferred for further development in the next few years.
Applying the "Catch the Flow" SO algorithm allowed the team look at the problem from a different angle.
1. Define the system for analysis.
"Ruins" - real estate complex with given features.
2. Analyze the main trends of the supersystem.
Several supersystems and visible change trends within them were analyzed. Among them were the city as a whole, the immediate real estate locations as administrative areas and as residen-
tial areas etc. The most interesting idea, however, appeared when the so-call "Operator" supersystem was analyzed.
The team realized basically an obvious fact: currently the operator was a company vainly trying to lend the "ruins" while soon it was going to be a new Developer.
3. Define the requirements which will become relevant in the planned future.
This obvious idea about the Developer led to yet another obvious conclusion that as soon as all the future development issues for the objects (namely the "ruins") had been worked out, the "ruins" would have to be demolished, which would be paid for by the current operator. I.e., the company had already incurred those costs, they have not been written off yet, however.
4. Adjust the parameters of your system according to the requirements.
This having been understood, the idea of demolishing the "ruins" at once became obvious as well. The demolition (which was to be paid for in the future anyway) could allow the company to use the property more efficiently for the rest of the ownership period. Some of the areas were in rather appealing parts of the city and therefore could be used for parking lots or prefabricated warehouses.
Thus, the application of the tool revealed the flaw of a seemingly obvious original idea that spending vast sums of money on the "ruins" was unreasonable.
It must be noticed, however, that the team's coming up with this idea required a lot of work and effort, which are not described in this case. Several supersystems and trends of their development were thoroughly analyzed, the solution was not found on the spot but as a result of a hard thinking process.
2.2. The "realize the potential algorithm
This algorithm is based on the idea that resources existing today may be required in the future in some new shape, quality, or form.
The inner imperative of a problem solver using this approach may be described as follows: "I have a certain resource (deep expertise, unique equipment etc.), so I will be looking for trends which will require it tomorrow and I will start adjusting to these trends today". The following sequence of actions to realize this approach may be considered:
1. Define the system for analysis.
2. Define the key resources.
3. What is or may become the unique advantage of the system?
4. Define the future SS which will require the resources of the analyzed TS in the planned future. What changes may be observed today which may lead to the key resource of the TS becoming
required tomorrow? What supersystems will appear or change accordingly?
5. Define the current SS which are to be aligned with today to occupy the desired position in the future.
What steps are to be taken today to adhere to the requirements of these SS tomorrow most accurately?
Supersystem in the past
Supersyste in the pre:
System in the past
te m_
Supersystem in the fut
3
System in the pres
n System in the
's^ future ^EV
Subsystem in the past
Subsystem in the present
Subsystem in the future
1. Define the system for analysis
2. Define the key resources
f
3. Define the future SS which will require the resources of the analyzed TS in the planned future
4. Define the current SS which are to be aligned with today to occupy the desired position in the future
"I have a certain resource, so I will be looking for trends to realize this advantage"
Fig. 2. The "Realize the Potential" Algorithm
Let us illustrate the realization of this approach with the following example.
The "Insurance Company" (One of the major insurance companies in Russia. The name has been changed) Russian Federation. 2018
The problem solver team was given the following task: to propose new products to make up for the inevitable loss of revenue from selling classical insurance products taking into consideration that major players (Sberbank and VTB) are about to enter the insurance market.
1. Define the system for analysis.
The "Insurance Company" company.
2. Define the key resources.
A list of resources was compiled. One of the most interesting solutions was inspired by defining the "accumulated datasets (B ig Data) on customers' trustworthiness" resource and the expertise of collecting and processing this data.
3. Define the future SS which will require the resources of the analyzed TS in the planned future.
There is a clear trend of managing sales through Big Data nowadays. This data is becoming a
key to high sales figures and is acquiring ever-greater value. Now the "Insurance Company" possesses the biggest amount of data on customers' trustworthiness (recklessness), as well as the expertise of collecting and processing such data. Therefore, the company might become a market leader for selling such data, thus making insurance but a tool to collect the data.
4. Define the current SS which are to be aligned with today to occupy the desired position in the future.
The acquired vision (after the feasibility study) allows the company to formulate a focused development strategy and to already start to work out the legal and the business aspects of such operations, to adopt the mechanisms for collection, processing and storage of the data geared towards potential buyers (multinational commercial companies, banks etc.), thus granting the company an unmatched advantage over competitors when the market race would begin. 2.3. The "uncover the possibilities" algorithm
This approach is based on revealing new ground-breaking possibilities for the development of some components of TS and on figuring out the possibilities of massively increasing the efficiency of TS in future due to this development.
The inner imperative of a problem solver using this approach may be described as follows: "I am analyzing the subsystems. How are they going to develop? I realize what they may be like to-
morrow and figure out what opportunities for the development of TS it uncovers. I understand what SS it will be relevant for".
The following sequence of actions to realize this approach may be considered:
1. Define the system for analysis.
2. List the subsystem components.
3. Document the possibilities of their development in the planned future.
For each system's component, one should ask oneself whether any new ways of radical efficiency increase of its function have appeared in the recent years.
4. Document new TS opportunities, which will appear due to the development of its components.
5. Figure out which SS they will be relevant for in future
Supersystem in the past
Supersystem in the present
System in the past
Supersystem in the futuri
®
2. List the subsystem components
System in the prese.
System in the futur;
Subsystem Subsystem Subsystem
in the past in the presen^ in the future^
3. Document the possibilities of their development in the planned future
4. Document new TS opportunities, which will appear due to the development of its components
5. Figure out which SS they will be relevant for in future
©
"I am analyzing the subsystems. How are they going to develop? I realize what they may be like tomorrow and figure out my opportunities"
Fig. 3. The "Uncover the Possibilities" Algorithm
1. D anal
Let us illustrate the realization of this approach with the following example. The "Ofo" company. China, 2014.
"Ofo", a students' start up, was a huge hit on the bicycles rent market in China in 2014. The business model that was implemented turned out to be so successful that in 2017 the authorities of largest Chinese cities had to take steps against bicycles.
1. Define the TS.
A system of bicycles rent (sharing).
2. List the subsystem components.
The classical service of bicycles rent, which was widespread until 2014, may be roughly described as having two components: actual bicycles and a system of customer interaction, namely, "docking stations", where bicycles are parked and paid for.
3. Document new TS opportunities, which will appear due to the development of its components.
The Chinese student founders of "Ofo" discovered the existing but previously unused opportunities to significantly improve the "customer interaction" component and suggested to replace the "docking stations" with a GSM module on each bicycle connected to a user's app.
4. Document new TS opportunities, which will appear due to the development of its components.
Not only did this innovation allow to cut costs by getting rid of the "docking stations" and the need to distribute bicycles among them, but it also saved the users the trouble of returning a bicycle somewhere, thus allowing them to stop using it right where they no longer needed it.
5. Figure out which SS they will be relevant for in future.
The innovation led to an explosive rise in bicycle usage and decreased the average time of lending from 30 to 5(!) minutes. Chinese citizens started renting bicycles literally on every possible occasion.
2.4. The "back to the future" algorithm
This approach is based on the idea that the improvement of some parameters of a given system during the process of the TS development often implies sacrificing others. E.g., an electrical iron is certainly more efficient than its coal predecessor although it was wireless. Uncovering such lost advantages and trying to bring them back by applying new technologies may stimulate strong ideas on improving the analyzed TS.
The inner imperative of a problem solver using this approach may be described as follows: "I am analyzing the systems of the past. What valuable features of theirs are lost today? Is there a possibility to bring such features back using new technology, materials, infrastructure change etc.?"
The following sequence of actions to realize this approach may be considered:
1. Define the system for analysis and describe its Key Parameters of Success (Key Parameters of Success (KPS) are parameters, comparing which a certain stakeholder makes a decision whether to interact with the system or not. E.g., a customer decides whether to buy a product. (KPS)
2. Document the past implementations of the system.
3. Describe the parameters of the past implementations of the system which were lost during development but may become KPS now.
4. Find the ways of applying the lost parameters to the analyzed system using new opportunities.
Supersystem in the past
é System in the pas
©
Supersystem in the present
Supersystem in the future
System in the pres^^^N.
System in the futu
©
Subsystem Subsystem Subsystem
in the past in the present in the future
1. Define the system for analysis and describe its KPS
2. Document the past implementations of the system
3. Describe the parameters c^f ^h^ep^^^t implementations of the system which were lost but may become KPS now
4. Find the ways of applying the lost parameters to the analyzed system using new opportunities
"I am analyzing the systems of the past. What valuable features of theirs
are lost today? Is there a possibility to bring such features back using
new technology, materials, infrastructure change etc. ?" * KPS — Key Parameters of Success
Fig 4. The "Back to the Future" Algorithm
Let us illustrate the realization of this approach with the following example.
"Agricultural holding" (One of the most advanced agricultural holdings in Russia, was visited by two Presidents of Russia as an exemplary agriculture company. The name has been changed) company. Russian Federation, 2017.
In 2000s the owners of "Agricultural holding" decided to massively modernize the agricultural machinery used at the company. World's top companies offered the machinery surpassing the Russian counterparts in their efficiency by far. Yet, there also were some serious disadvantages: they were significantly more expensive and required "special treatment", namely, custom equip-
ment and trained staff. The calculations, however, showed that the high cost was likely to pay off relatively soon, while the problem of "special treatment" could be solved by creating a unified modern maintenance center with all necessary maintenance tools and properly qualified staff. There used to be repair services for tractors and other machinery maintenance in different areas of the vast territories belonging to the "Agricultural Holding". Creating such a center required tenacious effort and a lot of resources, the employees sacrificed a lot to make this plan come true. It was not in vain. The solution proved to be strategically correct, and the "Agricultural holding" became of one of the most advanced agricultural company not only in Russia but in the world.
In 2017, however, a serious efficiency increase opportunity was discovered. It turned out that one third of the mileage of the cutting-edge tractors was a distance to and from this very maintenance center.
1. Define the system for analysis and describe its KPS.
The efficiency of the machinery work (particularly the ratio of the total mileage to the mileage directly connected to useful work).
2. Document the past implementations of the system.
The system of distributed maintenance centers as opposed to the today's centralized system.
3. Describe the parameters of the past implementations of the system which were lost during development but may become KPS now.
A possibility of on-the-spot repair services in the immediate vicinity of machinery operations.
4. Find the ways of applying the lost parameters to the analyzed system using new opportunities.
When the decision to modernize the machinery was made, abandoning distributed maintenance centers was of course justified because the company could not provide all of them with maintenance tools necessary for the repair of expensive imported machinery, to say nothing of the qualified personnel (which is extremely difficult to find in the regions). However, by the time the valuable feature of the system, which was lost in the process of modernization, was defined, the company had accumulated new resources, the maintenance tools had become cheaper, the number of qualified workers in the market had increased.
Thus, a new creative task of returning to the system of distributed maintenance centers was formulated. Solving this task will become another step on the way to the company's ideality.
CONCLUSIONS
The algorithms described above are not intended to be rigorously performed, they are supposed to properly direct the way of problem solver's thinking. To solve a problem, one may combine different algorithms and use them at the same time. E.g., while solving the problem of "finding new business models with regards consumption models change", an automaker company (One of the major automaker companies in Russia, 2019 combined the "Catch the Flow" algorithm with the "Uncover the Possibilities" algorithm. To forecast the development of the industry, they first analyzed all the visible flaws of supersystems and defined the trends of eliminating them (in accordance with supersystem tendency to ideality). Then they analyzed the existing possibilities in the industry to adjust its components to these trends. Compiling the acquired data allowed the company to define an industry development forecast, certain elements of which may be observed even today.
M
O
Requirements and limitations
Transportation system
System development forecast
-Possibilities and limitations
Vehicle engineering design
Transportation business
Subsystem development forecast
Fig. 5. Transportation System Development, 5 years, Russia
Applying the algorithms described above defined the following advantages of this approach:
• applying an algorithm step by step helps to keep focus of problem solvers on certain aspects of the problem, therefore enhancing its thorough elaboration,
• the algorithms help to direct the searching efforts of the problem solvers in a certain way, thus increasing the manageability of the solving process,
applying algorithms allows for simultaneous usage of the tool (one team performs one algorithm while another team uses another one), which greatly increases the efficiency of the solving process at this stage.
REFERENCES
1. Altshuller G. Creativity as an Exact Science. Moscow, Moskovskiy Rabochiy, 1979 (in Russian)
2. Souchkov V. Multi-Screen Analysis for Innovation Roadmapping, Proceedings of TRIZfest 2014, September 4-6, 2014, Prague, Czech Republic
3. Frenklach G. Efficient Use of the System Operator, The TRIZ Journal, January 1998.
4. Seredinski A. A Complementary Possibility of the 9-Screen Diagram. Proceedings of the TRIZ Future 2001 World Conference., Bath, UK, 7-9 November 2001.
5. Mann D., "System Operator Tutorial 1-4," (series of articles), The TRIZ Journal, September 2001 - January 2002. Proceedings of TRIZfest 2014, September 4-6, 2014, Prague, Czech Republic.
6. Khomenko N. An Extended Scheme of Multi-Screen Thinking. Last seen: http://www.otsmtriz.org/en/node/367#1 (in Russian).
