Is − Is not

When to use it

Use it when you are defining a problem to decide what is in scope and what is not going to be considered at this time.

Use it also when you are part of the way through a problem and you are not sure what you are trying to do and what is not so important.

You can also use it when planning a solution, to help decide what to include and what to exclude.

  

How to use it

Build the basic diagram

Draw the basic table as below. If you are working with a group, do it on a flipchart page or a whiteboard.

Add a description of the overall situation at the top of the page. Use a separate sheet if you need more than a few words.

Add 'is' and 'is not' elements

Now simply as 'What is included here?' and 'What is not included here?', writing these down in either column as appropriate. Where it is a close division, you can add examples to clarify what falls either side of the line.

The bottom line for deciding where to place any point is to ask yourself questions such as:

Who cares about this?

What will happen if we do nothing about it?

Do we have the authority to work on this?

What do I know about this already?

Do we care about this?

Will we actually do something about this?

Do be careful when asking these questions, as you may 'throw the baby out with the bathwater' if you make incorrect assumptions about such as what authority you have and what you can actually solve.

Example

 

Situation: Wheels on car keep going out of balance
Is	Is not
Wheel problem After high speed driving On one car only My problem Urgent On ABC tyres only Expensive Front wheels only	Suspension problem When driving around town On other cars of same make Jane's problem To be put off (like other problems)

How it works

Is-Is not analysis works by making you deliberately think about the problem and in particular the boundaries of what it is or is not. It thus helps to create focus in attention and consequently is more likely to lead to the right problem being solved - it is a very common issue that an unclear boundary can lead to wandering off the path and solving unimportant problems.

1. System Contradictions :

 We begin with " 5W's and an H " of Innovation. Ask these question of every system so that the system function and problem is identified.

W1.  Who has the problem?

W2.  What does the problem seem to be? What are the resources?

W3.  When does the problem occur? Under what circumstances?

W4.  Where does the problem occur?

W5.  Why does the problem occur? What is root cause?

And

H1.  How  does the problem occur?  How can the problem be solved?

1Q.  Who has the problem? : This clearly identifies the person connected with the problem. He could be one who is using the final product or anyone in the line-up of concept-to-market or a person at any of the product Life-stages (listed below),

      stage 1:  manufacture

      stage 2:  packaging

      stage 3:  storage

      stage 4:  transportation

      stage 5:  installation

      stage 6:  operation / use

      stage 7:  maintenance

      stage 7:  repair

2Q.  What does the problem seem to be? What are the resources? :

    

      Problem specification,

     1.  Try to specify a conflict/contradiction

               -- as a technical contradiction or as a physical contradiction

     2.  Try to specify a harmful action/interaction/effect

     3.  Try to specify an inefficient useful action/interaction/effect

     Determine what is a possible remedy by using a TRIZ tool (keeping track of the resources):

     1a.  Technical Contradiction :  use Contradiction Matrix  (39 parameters and 40 inventive principles)

     1b.  Physical Contradiction : use separation principles (space, time, structure - parts/whole, on condition)

     2.   Harmful action/effect : use direct or indirect elimination  and standard solutions

     3.   Inefficient useful action/effect : use standard solutions and scientific effects

     3Q.  When does the problem occur? Under what circumstances? Determine whether

      --  Time of conflict     is    before     Time of operation

      --  Time of conflict     is    during     Time of operation

      --  Time of conflict     is    after        Time of operation

Determine what are the available time resources

Possible remedy using a TRIZ tool : 

      --  Use “separation-in-time” principle for eliminating physical contradiction

4Q.  Where does the problem occur? Determine what is the zone of conflict

     >> where is the zone of conflict in relation to the Zone of operation?

      --  zone of conflict     is    in    the      Super-system

      --  zone of conflict     is   same   as   zone of operation

      --  zone of conflict     is    in    the      Sub-system

Determine what are the available space resources

Possible remedy using a TRIZ tool : 

      --  Use “separation-in-space” principle for eliminating physical contradiction

5Q. Why does the problem occur? {“Ask WHY5 times “ - W. E. Deming} :

Identify the ‘function’ that creates/leads to the problem :

Identify 2 substances  ( “tool” and “object” ) and  1 field  (energy, enabling, acting force)

Is “tool”, “object” or “field” causing the problem?

Determine what are the available substance/field resources

Possible remedy by using a TRIZ tool:

     1.   Harmful action/effect : use direct or indirect elimination and standard solutions

     2.   Inefficient useful action/effect : use standard solutions  and scientific effects

1H.  How does the problem occur?

Keep asking  “ How? ”  till you reach the ‘root cause’ of the problem

" 5W's and an H ”  leads to a clear understanding of the problem along with

the ideal final result, the resources available and the possible TRIZ tools to solve the problem.