CC BY
6ДОИ
Andrianaivomalala Ravalison. Utilizing TRIZ to Build an Ideal Strategy Roadmap to Recover and Improve a National Electricity Company: case of a National Company in Madagascar
Abstract. In Madagascar, daily life is often interrupted by frequent power cuts and load shedding, a common occurrence that poses challenges to both households and enterprises, by impacting productivity. The cost of electricity in Madagascar is also notably high, further worsening the difficulties faced by many in accessing reliable power. The main purpose of the present research is to identify an ideal strategy to improve the performance of the State-Owned Electricity Producer and Provider JIro RAno Malagasy or JIRAMA. The methodology of this research consists of four key steps aimed at improving the performance of JIRAMA. The first step involves applying the Problem Stream Mapping or PSM to JIRAMA, based on the Value Stream Mapping or VSM concept of Lean management. This step aims to visualize and analyze the current state of operations within JIRAMA to identify areas for improvement. The second step focuses on conducting a Root Cause Analysis of a specific problem identified during the PSM phase. This analysis aims to uncover the underlying causes of the problem. The third step involves contradiction analysis, a method used to identify and resolve conflicting objectives within the organization, such as balancing technical losses and quick installation in electricity distribution systems. Finally, the fourth step applies the Teoriya Resheniya Izobretatelskikh Zadatch or TRIZ, Theory of Inventive Problem Solving in English. That process generates ideal strategies to the identified problem, leveraging principles and patterns of inventive thinking to overcome technical contradictions and improve overall performance. The findings of this research culminate in the development of generic solutions tailored to enhance the performance of the state-owned company. These generic solutions serve as the foundation for designing ideal strategies aimed at addressing the specific challenges faced by JIRAMA. A strategy roadmap is then created, outlining the steps and timelines for implementing these strategies to achieve the desired performance improvements within JIRAMA. The main conclusion is that recovering the company and improving its performance is possible.
Keywords: Electricity producer and provider, JIRAMA, Lean, Load shedding, Performance, Technology roadmap, TRIZ.
1. INTRODUCTION
JIRAMA, shorts for "JIro sy RAno MAlagasy," stands as Madagascar's state-owned utility company, responsible for providing electricity and water services across the island nation. Despite its critical role, JIRAMA has faced significant challenges, including financial losses, operational inefficiencies, and technical issues. In 2022, the company reported a loss of US$150 million, reflecting its financial struggles [1]. However, JIRAMA's annual electricity production stands at 1,900 gigawatt-hours (gWh), highlighting its importance in meeting Madagascar's energy needs [1]. To address its financial challenges, JIRAMA has been working to reduce its sales deficit, which currently stands at US$0.11 per kilowatt-hour (kWh), and manage its production costs, which amount to US$0.24 per kWh [1].
In Madagascar, access to electricity remains a critical challenge, particularly in rural areas where only 10.9% of the population has access compared to 72% in urban areas [2]. Overall, around 35.1% of the population has access to electricity [2]. The country's energy mix is dominated by fossil fuels, with 57.7% of electricity being produced from oil (45.3%) and coal (12.4%) [3]. However, efforts are being made to increase the share of renewable energies in the energy mix, with 42.3% of electricity coming from hydroelectricity (39.4%), biomass (1.4%), and solar (1.4%) sources [3]. Despite these efforts, Madagascar faces significant challenges in ensuring universal access to electricity and transitioning to a more sustainable energy future.
In light of the technical and financial challenges facing JIRAMA, coupled with the ongoing decline in electricity accessibility in Madagascar, what can TRIZ (in Russian, Teoriya Resheniya
Izobretatelskikh Zadatch or in English, Theory of Inventive Problem Solving) bring to this problematic and challenging situation?
The objective of the present research is to identify an ideal strategy to improve the performance of JIRAMA. That ideal strategy would involve a multifaceted approach that addresses both technical and financial aspects, as well as governance and management practices.
2. METHODOLOGY
The research process is the following:
Figure 1. Research process
Value Stream Mapping, also known as VSM, is a Lean engineering method used to map intracompany value-adding streams [4] [5]. It is a process of "Learning to see" [6]. VSM is utilized to present the problem all along the process of electricity production and distribution, that permits to have a Problem Stream Mapping or PSM of JIRAMA.
During the process, the PSM addresses all quantitative issues. The next phase of the method involves analyzing each issue to identify its underlying causes. Root cause analysis is employed to identify those underlying causes [7]. In other words, root cause analysis is used to pinpoint the fundamental causes behind an issue [8]. Root Cause Analysis is a set of steps, in certain sequence, to identify, detect the cause of a chosen problem [9].
The above Root Cause Analysis highlights the chosen problem. Within the framework of contradiction analysis, that problem is defined as negative effect. TRIZ contradiction analysis is a method used to identify and resolve conflicting requirements or objectives within a system [10]. It involves identifying two conflicting parameters or characteristics that need to be improved simultaneously, known as a technical contradiction [11]. TRIZ provides a set of inventive principles and tools to resolve these contradictions, often leading to innovative solutions [12]. By systematically analyzing contradictions, TRIZ helps to uncover new approaches and ideas that can improve system performance and efficiency. That contradiction analysis starts with a first question "what causes the problem or negative effect to happen?" [13]. Then, ask the second question "is there any positive effect from the cause presented?" [13].
We have both negative and positive effects, which serve as inputs for translating into the TRIZ contradiction matrix.
3. RESULTS
The Problem Stream Mapping of JIRAMA is presented below.
Figure 2. Problem Stream Mapping of JIRAMA
The governance of electricity in Madagascar oversees both JIRAMA's operations and those of private electricity providers. JIRAMA, the state-owned utility, faces various challenges, including a production cost of US$0.24/kWh. Despite efforts to reduce technical losses during production, transmission, and distribution, which stand at 28%, the company still faces a selling deficit of US$0.11/kWh. The cumulative effect of these challenges results in a significant global loss of US$150 million from production to selling.
In the PSM conducted for JIRAMA, technical losses were identified as a significant issue affecting the organization's performance. The root cause analysis of this problem revealed several underlying factors contributing to these losses. Addressing these root causes is crucial for reducing technical losses and improving the overall efficiency and reliability of JIRAMA's operations. The following tree shows the root causes.
Figure 3. Root causes of the technical losses
The technical losses at JIRAMA can be attributed to several key causes within its distribution network. The extensive length of distribution lines is the first key cause. The second one is the installation of distribution transformers far from load centers. Unbalanced feeder phase currents, a common
issue in many electrical systems, also contribute to technical losses. Inadequate sizing of conductors for distribution lines further exacerbates the problem chosen. Moreover, overloading of distribution lines beyond their capacity leads to overheating and additional losses.
In collaboration with JIRAMA's experts, a positive effect has been identified for each of the above key causes. That positive effect is in contradiction with the technical losses. The following results show those specifications of contradiction.
NEGATIVE EFFECT S POSITIVE EFFECT
Technical loss Accessibility to electricity
^ - Long distribution line
CAUSE
Figure 4. Specification contradiction between technical loss and accessibility to electricity
Technical loss is the negative effect. The cause considered, of the technical loss, is long distribution line. The positive effect of long distribution line is accessibility to electricity. There is a contradiction between technical loss and accessibility to electricity.
NEGATIVE EFFECT S POSITIVE EFFECT
Technical loss Flexibility and s^^^rty
-ngr-™- InstallatWri of distribution transformers away from load centers
CAUSE
Figure 5. Specification contradiction between technical loss and "flexibility and scalability"
One of the causes contributing to the technical loss is the installation of distribution transformers away from load centers. However, this installation approach also offers a positive effect: flexibility and scalability. Despite these positive aspects, there is a clear contradiction between the benefits of flexibility and scalability and the negative impact of technical losses.
NEGATIVE EFFECT S POSITIVE EFFECT
Technical loss Load monitoring
Unbalanced feeder phase current
CAUSE
Figure 6. Specification contradiction between technical loss and load monitoring
One of the factors contributing to technical loss, in JIRAMA case, is unbalanced feeder phase current. Nevertheless, unbalanced feeder phase current also has a positive effect: it enables load monitoring. While load monitoring is crucial for optimizing the distribution network, unbalanced feeder phase currents can lead to increased losses. So, there is a contradiction.
NEGATIVE EFFECT 8 POSITIVE EFFECT
Technical loss Quick installation
Inadequate size of conductors for distribution lines
CAUSE
Figure 7. Specification contradiction between technical loss and quick installation
The cause of technical loss in electricity production and distribution systems often stems from factors like the inadequate sizing of conductors for distribution lines. While this may lead to higher losses, there is a positive aspect to consider: quick installation. However, this positive effect contradicts the goal of minimizing technical losses.
NEGATIVE EFFECT 8 POSITIVE EFFECT
Technical loss Increased power delivery --
Overloading of lines
CAUSE
Figure 8. Specification contradiction between technical loss and increased power delivery
While overloading can lead to higher losses, it also has a positive effect: increased power delivery. However, this positive effect contradicts the goal of minimizing technical losse.
Negative effect or "worsening feature" and positive effects or "features to improve" above are translated to 39-Engineering Parameters of TRIZ methodology [14]. The following tables show the result of that process.
Table 1. Negative effect or worsening feature
NEGATIVE EFFECT or worsening feature PARAMETERS OF THE CONTRADICTION MATRIX
Technical loss 23: Loss of substance
Table 2: Positive effects or features to improve
POSITIVE EFFECT or feature to improve PARAMETERS OF THE CONTRADICTION MATRIX
Accessibility to electricity 09: Speed
Flexibility and scalability 14: Strength
Load monitoring 33: Ease of operation
Quick installation 09: Speed
Increased power delivery 09: Speed
To solve the technical contradiction, the Contradiction Matrix and 40 Principles [15] is used to separate the links between two parameters. That process permits to get the following tables. Top horizontal is the worsening feature and left column is the feature to improve. Principles are at the intersections of those two types of features.
Table 3. "worsening feature" and "features to improve" and corresponding principles
-■—.................. 23: Loss of substance
09:Speed 10: Preliminary action
13: The other way round
28: Mechanics substitution
38: Strong oxidants
"........... 23: Loss of substance
14: Strength 28: Mechanics substitution
31: Porous materials
35: Parameter changes
40: Composite materials
.-.......... 23: Loss of substance
33: Ease of operation 02: Taking out
24: Intermediary
28: Mechanics substitution
32: Color changes
Through a synonym thinking transformation [16], specific solutions are identified from principles above and shown in the following tables.
Table 4. Specific solutions for technical loss
PRINCIPLES EXTRACTED FROM THE CONTRADICTION MATRIX SPECIFIC SOLUTIONS FOR Technical loss
02: Taking out Elaborate and implement a comprehensive asset management program. This program would focus on optimizing the performance and lifespan of critical assets such as power plants, transmission lines, and distribution systems
10: Preliminary action Energy Sector Assessment
13: The other way round Develop and implement a National Energy Plan
24: Intermediary Establish a centralized energy trading platform. This platform would serve as an intermediary between JIRAMA and other market participants, facilitating the buying and selling of electricity in a more efficient and transparent manner
28: Mechanics substitution Develop and implement of a Renewable Energy Integration Plan
31: Porous materials Develop an advanced state ministry to absorb JIRAMA
32: Color changes Empower each JIRAMA system through an independent legal text
35: Parameter changes Implement a dynamic pricing based on real-time demand and supply conditions
38: Strong oxidants Reengineering of JIRAMA
40: Composite materials Break down the JIRAMA
The above specific solutions are reported in a strategy roadmap as strategies. A strategy roadmap is a is a class of abstract visual representation that is unusually diverse in diagrammatic style [17].
Figure 9. Strategy roadmap to recover and improve JIRAMA
It includes planning strategies and service development initiatives designed to address key challenges and leverage opportunities for improvement. By detailing ideal solutions and strategies, the roadmap provides a clear path forward, guiding decision-making and resource allocation. It serves as a blueprint for aligning efforts across departments and stakeholders, ensuring that everyone is working towards common objectives. Overall, a well-constructed strategy roadmap is essential for driving organizational success and achieving desired outcomes.
There are three sets: planning, JIRAMA strategy and JIRAMA service development. The first set includes: energy sector assessment, development and implementation of a national energy plan, and a development and implementation of a renewable energy integration plan. The second set is reengineering of JIRAMA, break down the JIRAMA, empowerment of each system of JIRAMA and elaboration-implementation of a comprehensive asset management program. The last set contains: implementation of a dynamic pricing based on real-time demand and supply conditions, establishment of a centralized energy trading platform.
4. DISCUSSION
TRIZ provides an ideal strategy to turn around JIRAMA and innovate its process and system.
TRIZ ideal solutions found in the present research are also robust solutions that can withstand variations and uncertainties in real-world applications [18]. Those robust solutions are designed to maintain their effectiveness and performance even when faced with changing conditions or unexpected challenges [18]. Several studies have emphasized the importance of robust solutions in engineering and management contexts. By integrating robust solutions alongside TRIZ ideal solutions, organizations as JIRAMA can develop more resilient strategies for improving performance and overcoming challenges.
Robust ideal solutions are integrated in a technology roadmap as strategy roadmap. The robustness of the present study is the integration of TRIZ in roadmapping for innovation, strategy, and problem solving. Major strengths of such integration include the communication and consensus it generates between stakeholders and those involved in the process, as well as the visual summary of a technology or innovation plan it provides [19]. Technology Roadmapping is becoming increasingly important in the modern technology management and innovation [20]. This confirms how important is the present study in terms of knowledge [21].
5. CONCLUSION
In conclusion, TRIZ offers a robust methodology for addressing the complex challenges faced by JIRAMA, the state-owned electricity producer and provider in Madagascar. By applying TRIZ principles, JIRAMA can identify and resolve technical contradictions, leading to innovative and effective solutions. These solutions can be converted into ideal strategies tailored to enhance JIRAMA's performance and reliability. These strategies, when combined, can form a comprehensive roadmap that outlines the steps and timelines for implementing these solutions. This roadmap can serve as a guide for JIRAMA to navigate its way towards improved performance, reliability, and service delivery, ultimately benefiting the people of Madagascar. TRIZ's systematic approach to problem-solving can help JIRAMA overcome its current challenges, such as frequent power cuts and high electricity costs, and achieve its goals of providing reliable and affordable electricity to the people of Madagascar. Additionally, ensuring effective communication and collaboration between teams responsible for roadmapping and TRIZ implementation is crucial for successful integration. Without proper coordination, there is a risk of misalignment between strategic goals and technical solutions, limiting the effectiveness of the innovation efforts.
6. ACKNOWLEDGEMENT
The author is sincerely thankful to TRIZ summit team. They have introduced the author in the ecosystem of TRIZ.
REFERENCES
1. W. B. Group, "Country Partnership Framework for Republic of Madagascar," World Bank Group, Washington, 2023.
2. W. Bank, "The World Bank Data," World Bank, 2021. [Online]. Available: https://data.worldbank.org/indicator/EG.ELC.ACCS.RU.ZS?locations=MG. [Accessed 2023].
3. H. Ritchie and M. Roser, "Madagascar: Energy Country Profile," Our World In Data, 2022. [Online]. Available: https://ourworldindata.org/energy/country/madagascar. [Accessed 2023].
4. J. Womack, D. Jones and D. Ross, "The Machine that Changed the World," 1990.
5. Y. Monden, "Toyota Production System: An Integrated Approach to Just-in-Time," Industrial Engineering and Management Press, 1993.
6. J. Shook and M. Rother, Learning to see, Lean Enterprise Institute, 1999.
7. B. Andersen and T. Fagerhaug, "Simplified Tools and Techniques," American Society for Quality Press, 2009.
8. P. F. Wilson, L. D. Dell and . G. F. Anderson, "Application of root cause analysis in improvement of product quality and productivity," Journal of Industrial Engineering and Management, vol. 1, no. 2, pp. 16-53, 2008.
9. J. Rooney and N. Heuvel, "Root Cause Analysis For Beginners," Quality Progress, pp. 4553, 2004.
10. W. Wits and T. Vaneker, "TRIZ based interface conflict resolving strategies for modular product architectures," Engineering Procedia, vol. 9, pp. 30-39, 2011.
11. T. Montecchi and D. Russo , "Knowledge based approach for formulating TRIZ contradictions," Procedia Engineering, vol. 131, pp. 451-463, 2015.
12. G. Altshuller, D. Clarke, Y. Fedoseev, S. Rodman, L. Shulyak and L. Lerner, 40 Principles: TRIZ Keys, Technical Innovation Center, Inc., 2005.
13. V. Souchkov, "Defining Contradictions in TRIZ," ICG, 2009. [Online]. Available: https://www.xtriz.com/Training/TRIZ_DefineContradiction_Tutorial.pdf. [Accessed 27 January 2024].
I. Ekmekci and E. Nebati, "Triz Methodology and Applications," Procedia Computer Science, vol. 158, pp. 303-315, 2019.
14. H. Dave, "TRIZ: 40 Principles and Their Ranking by Contradiction Matrix," in International Conference for Convergence in Technology, Mumbai, 2017.
15. Y.-S. Lin and M. Chen, "Implementing TRIZ with Supply Chain Management in New Product Development for Small and Medium Enterprises," Processes, vol. 9, no. 4, pp. 614-629, 2021.
A. Blackwell, R. Phaal, M. Eppler and N. Crilly, "Strategy Roadmaps: New Forms, New Practices," in International Conference on Theory and Application of Diagrams, 2008.
A. Czinki and C. Hentschel , "Solving Complex Problems and TRIZ," Procedia CIRP, vol. 39, pp. 27-32, 2016.
I. Ilevbare, R. Phaal, D. Probert and A. T. Padilla, "Integration of TRIZ and roadmapping for innovation, strategy, and problem solving," Centre for Technology Management and Dux Diligens, 2011.
16. T. Zhang, X. Hui, P. Jiang and H. Zhang, "A method of technology roadmapping based on TRIZ," in IEEE International Conference, 2011.
17. S. Litvin, V. Petrov and M. Rubin, "TRIZ body of knowledge," 2007.
