Applied Daydreaming

One key part of process development is fostering a vision or picture of what the future process might look like.

This picture, if it creates enthusiasm, can be used as a “North Star” we aim for in our process development projects.

A methodology called the Ideal Final Result (IFR) provides a very usable framework for us to employ to develop that vision. IFR is a tool in TRIZ, a problem solving methodology.

TRIZ stands for “the theory of inventive problem solving”.

In a nutshell, the IFR gets us to: “Begin With the End in Mind”, as Stephen Covey suggested. It can be thought of as an ideal end state with no strings attached.

All industrial processes have shortcomings or problems. Having problems is inherent to having a process. Hopefully, the problems are not show-stoppers.

The IFR for an existing process or system exhibits the following four characteristics:

• It maintains the advantages of the original system.

• It eliminates the deficiencies of the original system.

• It minimizes any increase in complexity.

• It does not introduce new disadvantages.

The IFR approach enables us to think backwards from perfect. It compels us to understand our biases, and allows the consideration of alternative resources and approaches.

I highly recommend creating an IFR for an important early stage project of current interest. This can be a great activity for the process and equipment groups to constructively partner on.

One other thought/comment…

A simpler version of the IFR is to ask (and also answer!) the question “What would Wild Success look like?”, as suggested by David Allen, the author of Getting Things Done. This can be a super useful question to ask yourself at the beginning of major efforts, to provide a useful vision to refer to as the project progresses. This thinking can be done considerably more quickly and easily than creating an IFR.

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My main learning from this line of thinking is the utility of systematically envisioning a dramatically better process solution. No perfect process exists, but having a compelling and explicit stake in the ground to move towards can be hugely beneficial. This vision can help us dramatically improve processes early; when we have leverage and can make improvements most easily.

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CHALLENGE TO READERS

Think about your early stage efforts, where there is still time and space to make substantial changes and improvements…

• Develop an IFR for the process and equipment via collaboration between the process and equipment groups. Try to do this quickly and without bureaucracy. The goal is to create a concrete and explicit picture to move toward.

• Consider what Wild Success would be for your process development project, quickly and without excessive analysis. Share this vision with key stakeholders and the operators to help new ideas and approaches to germinate.

I’d like to hear your thoughts about the IFR methodology. Have you created an explicit vision for your process development efforts, a “North Star”? Please call me (508-410-8081) and let’s compare notes on this creative and useful undertaking.

If you send us an email, we will get back to you promptly, thanks.

All the Best,

Marty

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