Nesting: #7/40 Principles of Invention [TRIZ]

by John

Welcome back to the 40 Principles of Invention in TRIZ. Today, I’m going to show you some quick examples of the 7th principle: Nesting. Nesting, by definition, is putting one or many objects into other objects.

It’s easily found in our kitchens as well as at construction sites.

Below is one example of nesting in action:

Morphuk’s Nest 8 is a nested kitchenware designed for Joseph Joseph. Numerous kitchenwares are piled onto each other into a single stack, saving space and mess at the same time.

Designers Melanie Olle and Ilja Oelschlagel’s Grandma’s Kitchen is another neat concept:

The whole kitchen is neatly folded into a flat closet.

In a construction field, most of hydraulic machines use nested structures. Similar example like firefighter trucks use hydraulic systems to stretch out the nested ladders:

Nested structures are quite easy to recognize, but the principle of nesting can be hard to recall when we need to solve problems using it. So, it’s good to remember few examples to keep your self inspired.


Source –

Using consultants to facilitate change

Why should use an experienced consultant to help with change?

“If you think you are in control, you aren’t going fast enough” – Mario Andretti

The one thing a business craves is stability and the one thing it gets is change as the sign on Ted Turners desk says,


**”either contribute or get out of the way” 

So it feels right to many Business Drivers to create change, to shake things up or at the very least to enable change that facilitates results. Can’t really argue with that.

20 years ago ‘stability’ was the by-word of the shareholder and the markets, as without stability you are playing games with someone else’s pension fund, back then markets were closed or undeveloped, which meant you either refined you organization or grew it……simple, safe and satisfying.

But hey times they are a changing. Not at the rate the doom mongers would have us believe but subtlety, slowly. Consider petrol used to be under a pound and then it switched from gallons to litres, it’s now nearly £5 and you are used to it. They changed the pound note to a pound coin and you spend it that much easier, because you are not breaking into a note and you are used to it. They leak the fact that a tax will be £100, then when it comes out its £50, but that’s so much less than you’d got used to it being, it feels like a sale even though originally you’d have been annoyed at £20 and you are used to it.

“Successful companies develop a culture that just keeps moving all the time” Rosabeth Moss Kanter. Harvard Business School professor.1999

Typically the following is startlingly true:

  • 70% of Executive Interventions fail
  • 70% of Mergers fail
  • 70% of Outsourcing Projects fail
  • 70% of Business Process Re-engineering Projects fail
  • 70% is the contribution of business leaders to organizational climate, with organizational climate contributing up to 25% in terms of overall business return (Hays Group)

The last bullet point presents most senior executives with an unfamiliar challenge as the focus of attention on devising the best strategic and tactical plans is the normal activity. But to succeed, they also must have an intimate understanding of the human side of change management – the alignment of the company’s Culture, Values, People and Behaviors – to encourage the desired results.

Plans themselves do not capture value; value is realized only through the sustained, collective actions of the individual, the team, the unit, the department, the business, the staff, the employees, the workers……..who are responsible for designing, executing, and living with the changed environment……FACT

Long-term structural transformation has four characteristics (The 4S Change Model – Copyright – Guy Bloom):

SIZE – The change that affects all or most of the organization SCOPE – Involving the significant alterations of normal activities SCALE – How long it lasts STRATEGIC VALUE – The long term value to the business and its employees

Most executives are aware of the impact the workforce will have on a given intervention and at some point or other suffer some form of associated stress in regards to this point. The reality of what they are actually worrying about is sometimes uncertain…… the person, the team, the business, their emotions, their activity, their feelings, their outputs….it’s complicated.

In my experience of Change and Integration Projects there are varying types of executive, managers and leaders in respect of the Human Element.

  • Those that care
  • Those that don’t care
  • Those that care and show it
  • Those that care and don’t show it
  • Those that care, try to show it, but fail to
  • Those that care, try to show it and succeed

Whilst coaching managers through acquisitions, integrations and at one time the largest IT Integration Project in the Insurance Industry, I have seen people in tears, having tantrums, walking out, aggressive and at the other end motivational and inspiring.

There are many senior executives that worry about the people element of their business, they understand at the very least at an intellectual level that it is the person that will endeavor and endure. When asked what keeps them up at night, managers and leaders involved in change, integration and transformation often say they are concerned about how their people will react, how they can get their team to work together, and how they will be able to lead their people.

They also worry about retaining their company’s unique values and sense of identity and about creating a culture of commitment and performance.

Having worked in Start Up and Blue Chip businesses, I have been truly amazed at the variance in emotional awareness between managers, leaders and executives. To quote John Welwood:

“The most powerful agent of growth and transformation is something much more basic than any technique: a change of heart”

Understand this it is never, ever the product, the system or the process that is at fault….ever! If you think it is you are wrong, if you are being (or have been) told that this is the case……they are wrong!

Change projects live or die on one principle resource the Human Element. FACT!

But there is a way (a Tao) like driving a car, one can only offer a set of rules that through adaptability serve as guiding principles for getting you to your destination safely.

The reason you use an executive coach is for their experience of driving in many different conditions and the pain this can remove from the pain someone else has either witnessed or experienced previously.



The Evolution of Lean Six Sigma, TPS-Lean Six Sigma

Ask any CEO what the most valuable asset of his or her company is and they will likely respond with “the people.” People are the driving force in all companies. People are the ones that come up with great ideas. People are the ones that push the buttons, move the pallets, debug the software code, and make the hard business decisions. A recent Gallop study found that in the United States of America, over fifty percent of all employees were not engaged. It is no wonder there are cultural issues, management versus worker issues, and productivity issues that all ultimately lead to loss of profit and market share for the company. So, is there a ‘fix’? Yes.

Introducing the evolution of Lean Six Sigma, TPS-Lean Six Sigma, the first holistic program that addresses not only the business needs, but the human needs as well. With TPS-Lean Six Sigma, the company and the people are developed and optimized together. For the first time in business history, there is a program that aligns the strategic goals of the company with the life goals of the individual. The result is a highly optimized company that is driven by a highly motivated workforce. The revolutionary tool that accomplishes this feat is TPS-Lean Six Sigma.

Let us take a look at the four fundamental elements of TPS-Lean Six Sigma Cycle:
Formulating— This phase involves the formulation of the Organizational, Project, and Personal Balanced Scorecard with regards to the examination of the four perspectives; Financial, External, Internal, and Developing and Learning. 

Deploying— Here, all stakeholders participate in the business strategy by communicating and cascading the corporate scorecard to the scorecards of all the underlying business units and teams, and finally linking the team scorecard to the individual performance plan of the employees.

Improving— This means continuously improving both the business system processes, and the talent. The focus here is on correcting mistakes, improving existing capabilities, doing things right the first time, and acquiring new skills and capabilities through gradual improvement.

Developing and Learning— Here, the emphasis is on job-related talent management, business process learning, and to manage and use the talents within the organization effectively.

In conclusion, TPS-Lean Six Sigma is the answer to the voice of the business leaders worldwide to lead to a holistic optimization tool that addresses all corners of the business. It is a tool that embodies all of the benefits of Human Capital development, Lean Principles, Six Sigma Methods, Systems Thinking, and Change Management into one complete package. TPS-Lean Six Sigma is the future of business optimization and will be the method of choice for years to come.



God’s own BPO

ALL THOSE who think that there is a god who created us all, it’s only a thought, or god is so laid back or not perfect that till date he has not been able to make one perfect human being. Who is god? It’s a fear within us that we worship so that the fear doesn’t overtake our minds. You may be skeptical over my thoughts, but it’s true. If god made the earth and all its creatures and gave humans superiority in terms of brains, I guess god does not have enough brains himself to construct a perfect mind.

If we take an industrial parameter six sigma. God is able to create only one human in billions who is near perfect but not yet the epitome of perfection in all aspects. I think god should re-evaluate his performance and assign a committee of junior gods to conduct a survey and draw a consensus.


When god gave humans brains enough to evolve the world, why did he not evolve his own way to work? God seems to lag behind in this; he should grab some pace as times are changing at a rapid pace and the demands are increasing and so is the wish list. Wonder if god is thinking of outsourcing his work to grant wishes and listening to people; we may soon have a toll free number to get connected to him!


What I learned about business process optimization at Woodbine

 sounded like a great IT industry name, but I just couldn’t put my money down on “Redeploy,” one of horses competing at Woodbine Racetrack in Toronto last week. Instead, I kept looking for one that might be called “Virtual Machine.

was there with my company, which had rented out a tent as part of an employee social event. There was a group of tables set up just outside the tent, which sat right on the edge of the track where all the action took place. Inside the tent was the food, a booth to make our bets, and a handful of monitors that gave us updates on race times and the latest odds. On each table was a collection of racing forms, which offered even more background about the individual horses and their past performance. As a mix of paper and electronic steps, Woodbine’s races seem like they’re crying out for business process optimization, but an afternoon there convinced me they’re probably best to leave it alone.

In any other kind of organization, you could see plenty of opportunity for increased digitization of the betting process, for example. People tended to flip through the racing forms, scan the monitors, make up their minds, line up to place their bets and occasionally change their minds while they were up there. Sometimes people at the front of the line took so long that those at the end didn’t have a chance to place their bets. Then, when the races were over, there was a mad dash as people flocked back to the monitors to see the full results, including not only the winner but who “placed” and “showed.”

With the right mix of hardware and software, a lot of these cumbersome and unnecessary steps could be eliminated. The monitors could be placed outdoors, just near where we stood to watch. Better yet would be handhelds distributed to the audience where they could see updates and place bets in real-time, without ever having to leave their place (this would require e-payments, but that wouldn’t be hard to do). The racing forms seem almost entirely redundant – the type of thing best served up on a Web page that could be accessed through the handheld, and hyper-linked to the day’s roster of competing horses.

And yet . . . I looked around at my coworkers. The reason this whole thing was fun (and it really was) came down to the level of interactivity and collaboration the process encouraged. They were talking as they looked through those racing forms, and the paper format got them to make their decision more slowly than they might have by clicking through a series of pages, like search results. They kept the conversation up while they stood in line, and they were really buzzing by the time they were rushing to see who won what, and how much.

Woodbine’s desired outcome of this process, of course, is to maximize the amounts the audience bets on each race. Automation would allow for greater throughput (and no doubt does in off-track or online wagering) but the social networking that took place last week far outweighed what you could replicate on Facebook or similar Web sites. The process as it stands today creates a community which is assisted by IT but is not necessarily driven by it. The people are the horses that pull the processes along, like a cart filled with IT equipment. You have to be careful which one you put in front of the other.

Posted on August 18th, 2008 by Shane Schick