Stimulating innovation in products and services : with function analysis and mapping

Practical techniques to help any organization innovate and succeed

In this groundbreaking book, internationally acclaimed authors demonstrate that innovation can be mastered via systematic and replicable methods. Following careful instructions and guidelines, readers discover how to foster the ingenuity that resides within all organizations and how it can be most efficiently and effectively used to create value.

At the core of this book is the Function Analysis Systems Technique (FAST). FAST is a powerful mapping technique that graphically models projects, products, and processes in function terms and identifies function dependencies. It is an organized structure ideally suited to exploring complex issues. Readers start with basic concepts and then move on to more advanced concepts using FAST to help their organizations survive and prosper in today's global economy. Topics include:
* Problem-solving techniques
* Function analysis
* Function Analysis Systems Technique (FAST)
* Dimensioning the FAST model
* Attributes and the FAST model
* Enabling innovation
* From competency to capability

Practical examples and case studies are provided throughout the book to assist the reader in applying the principles of FAST to their own organizations.

Stimulating Innovation in Products and Services is based on the authors' many years of experience advising clients in a variety of industries, including oil and gas, aerospace, health care, and man-ufacturing. Its practical focus assists all engineers, scientists, and managers who want to foster innovation within their organizations. Extensive use of case studies makes this an ideal coursebook for MBA students.

Author Notes

J. Jerry Kaufman is the founder of J. J. Kaufman Associates, Inc., a value management services company
Roy Woodhead, PhD, is Senior Lecturer at Oxford Brookes University, UK

Foreword	p. xi
Preface	p. xiii
Acknowledgments	p. xv
1 Introduction	p. 1
The Meaning of Function	p. 2
Reading FAST	p. 4
FAST Logic	p. 5
Some Observations	p. 6
What Have We Learned?	p. 6
Applying FAST to Hardware Products	p. 7
Reading a FAST Model	p. 7
Analyzing a FAST Model	p. 7
Some Unique Ways That a FAST Model Has Been Used	p. 9
How It All Began	p. 12
Toward an Innovation Process	p. 13
Who Models Functions?	p. 15
Why an Interdisciplinary Team?	p. 16
Team Makeup	p. 16
Unlocking Practical Ingenuity	p. 17
When Should We Use FAST?	p. 17
Fundamental Questions	p. 18
Distinguishing Between Problem and Opportunity	p. 21
Difference Between FAST Diagrams and FAST Models	p. 21
Validating Function Models	p. 23
Outline of This Book	p. 24
2 Problem-Solving Techniques	p. 26
Verb-Noun Function Technique	p. 29
Fuzzy Problem Technique	p. 31
Setting Up the Problem in the Fuzzy Problem Technique	p. 33
Hierarchical Technique	p. 38
Verb-Noun and Fuzzy Problem Techniques Within the Hierarchical Technique	p. 38
Closing Remarks	p. 42
3 Function Analysis	p. 44
Function Analysis Syntax	p. 45
Active Verbs	p. 45
Measurable Nouns	p. 46
Using Two Words to Describe Functions	p. 47
Defining and Classifying Functions	p. 48
Types of Functions	p. 49
Extrinsic Functions	p. 49
Intrinsic Functions	p. 49
Basic Functions	p. 49
Secondary Functions	p. 50
Practical Definitions	p. 50
Rules Governing Basic Functions	p. 50
Function Identification Example	p. 53
Random Function Determination	p. 54
Levels of Abstraction	p. 54
Function and Component Selection	p. 55
Function Cost Matrix	p. 56
Simplifying the Process	p. 56
Closing Remarks	p. 58
4 Function Analysis System Technique	p. 59
Process Overview	p. 59
Some Misconceptions	p. 61
"As Is" Versus "Should Be" Models	p. 62
Syntax Used to Create and Read a FAST Model	p. 63
Reading How-Why and Our Intentions	p. 63
How-Why Versus Why-How Orientation	p. 64
Reading When to Consider Causality and Consequential Functioning	p. 66
Key Elements of a FAST Model	p. 67
Scope Lines	p. 67
Highest-Order Function(s)	p. 69
Lowest-Order Function(s)	p. 69
Basic Function(s)	p. 69
Content	p. 70
Requirements or Specifications	p. 70
Dependent Functions	p. 70
Independent (Support) Functions	p. 71
Logic Path Functions	p. 71
Articulating Theories in FAST	p. 71
Variations of How-Why Questions	p. 72
Considering And-Or Along the Logic Path	p. 73
Considering And in the When Direction	p. 75
Considering Or in the When Direction	p. 75
FAST Model-Building Process: Product Example	p. 77
Expanding the Number of Functions	p. 78
Case for Using Active Verbs	p. 79
Purpose of Expanding Functions	p. 79
Avoiding Duplicate Functions	p. 80
Starter Kit Functions	p. 80
Preparations for Building a FAST Model	p. 80
Build How and Test Why	p. 80
Relationship of the Left Scope Line to the Basic Function	p. 81
Right Scope Line	p. 83
Left Scope Line	p. 83
What's the Problem?	p. 83
Defining the Problem	p. 84
Three Questions Before Starting the FAST Process	p. 85
How the Strategic Questions Are Asked in a Workshop	p. 86
Symbols and Notations Used in FAST Modeling	p. 86
Taking Exception to the FAST Rules	p. 87
Independent Functions Above the Logic Path, Activities Below the Logic Path	p. 87
No Activities in the Major Logic Path	p. 88
Only Two Words Used to Describe Functions	p. 89
Loop-Back Modeling	p. 89
Validating the Logic Flow	p. 90
Exploration Drilling Model	p. 92
Closing Remarks	p. 92
5 Dimensioning the Fast Model	p. 93
Pre-event Stage	p. 93
FAST Dimensioning Themes	p. 95
Business Process and Soft Issues	p. 95
Sensitivity Matrix	p. 95
Facility Management Case Study	p. 96
Determining Responsibility, Move to Action	p. 96
Incorporating Other Dimensions in FAST Models	p. 99
RACI/RASI Dimensioning	p. 99
FAST and Organizational Effectiveness	p. 101
Organizational Effectiveness Case Study	p. 101
Model the Future or the Present?	p. 103
Incorporating Additional Dimensions	p. 104
Product- and Equipment-Based FAST Models (Artifacts)	p. 104
Sensitivity Matrix in Product (Artifact) Analysis	p. 104
Staple Remover Case Study Using FAST With the Sensitivity Matrix	p. 106
Determining Component Function-Cost Details	p. 106
Proposed Solution	p. 108
Pipeline Case Study Using the Sensitivity Matrix	p. 108
Other Case-Specific Dimensions	p. 109
Budgeting Operating Expenses and the Sensitivity Matrix	p. 109
Clustering Functions	p. 111
Example Using Clustering	p. 111
Closing Remarks	p. 114
6 Attributes and the Fast Model	p. 115
Defining an Attribute's Range of Acceptance	p. 118
Ranking Attributes	p. 120
Incorporating Attributes Into a FAST model	p. 120
Linking Issues of Concern to a FAST model	p. 121
Construction Management Case Study	p. 128
Influence of Attributes and Incentives on FAST Modeling	p. 138
Software Acquisition Case Study	p. 138
Validity of a FAST Model	p. 140
Pre-event's Role in FAST Modeling	p. 143
Areas Defined by a Scope Line	p. 144
Resolving the Incentive Issue	p. 144
Determining the Incentive Earned Points Score	p. 147
Closing Remarks	p. 149
7 Enabling Innovation	p. 151
Analyzing FAST Models	p. 151
Distinguishing Outcomes and Ideas	p. 153
Starting to Generate Ideas	p. 154
Handling Negative Functions	p. 155
Examples of Negative Functions	p. 156
TRIZ and Negative Functions: Path to Creativity	p. 158
Defining Problems: Prerequisite to Seeking Solutions	p. 160
Problem Set Matrix	p. 160
Identifying Critical Innovation Points	p. 162
Realizing Innovation Through FAST Models	p. 162
Toward Innovation That Makes a Difference	p. 163
Importance of the Pre-event Phase	p. 163
XYZ-3 Case Study	p. 164
Defining XYZ-3's Problems	p. 164
Setting Project Goals	p. 165
Selecting Attributes	p. 166
Selecting Random Functions	p. 166
Constructing the FAST Model	p. 167
Selecting Functions to Be Brainstormed	p. 169
Using FAST for Brainstorming	p. 169
Concluding the XYZ-3 Value Study	p. 175
Closing Remarks	p. 175
8 From Competency to Capability	p. 176
Moving Toward Know-How and FAST models	p. 177
Beyond Intuition	p. 177
Discovering New Knowledge	p. 180
Management of Functionality	p. 185
Using FAST Modeling to Improve the Supply Chain	p. 186
Using FAST Modeling to Enable Shared Understanding	p. 187
Managing Intangible Value to Advantage	p. 187
Automotive Parts Case Study	p. 191
How Can We Unify?	p. 193
Functional Enquiry	p. 194
Closing Remarks	p. 199
End Notes	p. 201
References	p. 218
Appendix Frequently Asked Questions	p. 222
Index	p. 227

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Author Notes

Table of Contents