| Introduction: | | | | mystical, spiritual or multiple other unnamed dimensional |
| It has been my experience as a professional inventor | | | | methods. An attempt should be made to be as |
| that every "AH-HA" moment is followed by several | | | | unconstrained as possible so as not to limit or exclude |
| "Uh Oh!", "Oh No!" and some coarser expletives. It | | | | any conceivable solution. |
| seems that every "solution" that I have tried to | | | | Features and Solutions Collapse to Reality: |
| implement and commercialize required the solving of, | | | | At this point in the process, we have this amorphous |
| what time seemed like, an endless series of problems. | | | | undefined 2 dimensional space of features and |
| What solved a problem for the end user often | | | | possible solutions. Everything is up in the air and all |
| created another problem in the manufacturing, costs or | | | | options are open -- until we make a selection. It took |
| some other area of the project. Based on my | | | | me a while to realize this, but just making one selection |
| experience is that problems never completely | | | | starts to collapse the available options. |
| disappear but are broken down, altered and | | | | Let us say that we decide that the product is going to |
| transposed to some other area. That is, appearing to | | | | be a mechanical one. All the other method options are |
| make a problem disappear just means that it has been | | | | no longer available. Similarly if the decision is made to |
| transferred to some other area in whole or in part and | | | | make the unit out of plastic all other material options |
| appears as another single problem (of similar size) or a | | | | are limited. Moreover, manufacturing methods are also |
| collection of several smaller problems. | | | | limited to what exists or can be developed for making |
| However, I have developed a process for coming up | | | | plastic components. In addition, the selection of the |
| with the initial innovative idea(s) and solving the | | | | material may be a deciding factor in the pricing of the |
| subsequent string of problems in its development. This | | | | product. Decisions of which features to include and |
| process is discussed below. | | | | which to exclude also work to collapse all possibilities |
| Defining Product Features and Characteristics: | | | | to a few very constrained possibilities. |
| The first part of this step is to identify the problem that | | | | An analogy would be floating above a bed of stepping |
| is going to be addressed. The next step is to examine | | | | stones. As long as you are floating above the stones, |
| how the problem is currently handled. There may be | | | | placing a foot on any stone is an option. But as soon |
| an available product that attempts to deal with the | | | | as your foot lands on a stone, and you keep contact |
| problem but is deficient in several areas. Or the | | | | with the stone, your other options are confined to |
| problem may be worked around using a cumbersome | | | | which stones are within your reach. So the decision to |
| process that could be improved. But there is always | | | | plant a foot on any stone has placed limits on the next |
| the possibility that the problem is completely unnoticed | | | | decision and all subsequent decisions. |
| or ignored. This type of problem would require calling | | | | In a similar manner, when a decision is made about a |
| attention to the problem and then its proposed solution. | | | | product the cloud of options begins to collapse and |
| Once the problem is identified all conceivable solutions | | | | become constrained. Therefore, the first decision |
| should be listed. Notice that the words "practical" or | | | | should be well considered. |
| "possible" are not used here. At this point of the | | | | And the customers, distributor, governments and |
| process there should be absolutely no constraints. | | | | several other sources will apply even more constraints. |
| Fantasy is encouraged. An impossible or impractical | | | | Customers may want the product at a certain price |
| solution my provide the mental bridge to a completely | | | | which further confines the options. Governments may |
| new and innovative product that may have been over | | | | impose restrictions, tariffs and regulations on products |
| looked otherwise. | | | | and materials adding even more restrictions. |
| All Conceivable Solutions: | | | | So because of all these constraints, the fantasy world |
| After the fantasy list of features is compiled a | | | | of all possible solutions collapses to the real world |
| correspondingly wild list of methods to provide those | | | | product. At this point the creativity shifts from the |
| features should be generated. As before, | | | | specifications of the products to solving problems |
| unconstrained thinking is encouraged and necessary. | | | | imposed by the constraints. |
| Magical, impossible and impractical ways to provide the | | | | It is still problem solving but instead of an endless sea |
| feature should be included on the list. | | | | of options the pool is shallower and smaller. Now the |
| In addition, try to include several methods of providing | | | | problems are confined to the real world management |
| the same feature. For example, a feature may be | | | | of the product. This is where the real work begins. |
| provided by a chemical, electrical, mechanical, magical, | | | | Play time is over! |