Cover
Preface
Acknowledgments
Part I: Introduction
1. 1.1 Introduction to Part I
2. 1.2 Systems Engineering
3. 1.3 Creative Methods
4. 1.4 Promoting Innovative Culture
5. 1.5 Creative and Innovative Case Study
6. 1.6 Back Matter
7. 1.7 Bibliography
Part II: Systems Engineering
1. 2.1 Introduction to Part II
2. 2.2 Basic Systems Engineering Concepts
3. 2.3 Standard 15288 Processes
4. 2.4 Philosophy of Engineering
5. 2.5 Bibliography
Part III: Creative Methods
1. 3.1 Introduction to Part III
2. 3.2 Divergent Methods for Individuals
3. 3.3 Divergent Methods for Teams
4. 3.4 Convergent Methods for Individuals
5. 3.5 Convergent Methods for Teams
6. 3.6 Other Creative Methods
7. 3.7 Bibliography
Part IV: Promoting Innovative Culture
1. 4.1 Introduction to Part IV
2. 4.2 Systems Evolution
3. 4.3 Modeling the Innovation Process
4. 4.4 Measuring Creativity and Innovation
5. 4.5 Obstacles to Innovation
6. 4.6 Promoting Organization’s Innovative Culture
7. 4.7 Pushing Creative Ideas by Individual Engineers
8. 4.8 Human Diversity and Gendered Innovation
9. 4.9 Cognitive Biases and Decision‐Making
10. 4.10 Bibliography
Part V: Creative and Innovative Case Study
1. 5.1 Introduction to Part V
2. 5.2 A Problem Seeking a Solution
3. 5.3 Gaining Deeper Insights
4. 5.4 Project Planning
5. 5.5 The AMISA Project
6. 5.6 Architecture Options Theory
7. 5.7 Architecture Options Example
8. 5.8 AMISA – Endnote
9. 5.9 Bibliography
Appendix A: Life Cycle Processes versus Recommended Creative Methods
Appendix B: Extended Laws of Technical Systems Evolution
1. B.1 Law 1: System Convergence
2. B.2 Laws 2 to 7: Systems Merging
3. B.3 Law 8: Flow Conductivity
4. B.4 Laws 9 to 14: Enhanced Coordination
5. B.5 Law 15: Controllability
6. B.6 Law 16: Dynamization
7. B.7 Law 17: Transition to Super System
8. B.8 Law 18: Increasing System Completeness
9. B.9 Law 19: Displacement of Human
10. B.10 Law 20: Uneven System Evolution
11. B.11 Law 21: Technology General Progress
Appendix C: List of Acronyms
Appendix D: Permissions to Use Third‐Party Copyright Material
1. D.1 Part I: Introduction
2. D.2 Part II: Systems Engineering
3. D.3 Part III: Creative Methods
4. D.4 Part IV: Promoting Innovative Culture
5. D.5 Part V: Creative and Innovative Case Study
6. D.6 Appendices
Wiley Series in Systems Engineering and Management
Index
End User License Agreement

List of Tables

Chapter 02
1. Table 2.1 Generic system life cycle model
Chapter 03
1. Table 3.1 SWOT qualitative matrix example
2. Table 3.2 SWOT weighted score matrix: Strengths
3. Table 3.3 SWOT weighted score matrix: Weaknesses
4. Table 3.4 SWOT weighted score matrix: Opportunities
5. Table 3.5 SWOT weighted score matrix: Threats
6. Table 3.6 SCAMPER questionnaire
7. Table 3.7 Example of SCAMPER questions
8. Table 3.8 APMI for expanding the UGV business
9. Table 3.9 APMI for expanding the AUV business
10. Table 3.10 Decision 2 analysis
11. Table 3.11 Decision 1 analysis
12. Table 3.12 Integrated VE‐QFD matrix
13. Table 3.13 Hairdryer current design
14. Table 3.14 Hair dryer updated design
15. Table 3.15 Example software problems in a development project
16. Table 3.16 General characteristics: single and dual engine configuration
17. Table 3.17 Assumptions: Single and dual engine configuration
18. Table 3.18 Passenger cars’ feature‐group and individual features
19. Table 3.19 Kano feature‐group categorization table
20. Table 3.20 User/Customer satisfaction table
21. Table 3.21 First example: Committee member vote
22. Table 3.22 Second example: Committee member vote
23. Table 3.23 Nine‐screens analysis for a rocket engine design
24. Table 3.24 Generic S‐curve stages
25. Table 3.25 Basic laws of technical system evolution
26. Table 3.26 Technology forecasting: Personalized medicine
27. Table 3.27 Design FMEA severity evaluation criteria
28. Table 3.28 Design FMEA occurrence evaluation criteria
29. Table 3.29 Design FMEA detection evaluation criteria
30. Table 3.30 FMEA analysis for pacemaker failure modes
31. Table 3.31 Decision makers, options priorities and status quo conflict state
32. Table 3.32 Option contradictions
33. Table 3.33 Feasible conflict states in the UAV design conflict example
34. Table 3.34 Preference ranking of conflict states in the UAV design conflict example
Chapter 04
1. Table 4.1 Evolving HDD characteristics over time
2. Table 4.2 Top 20 global R&D spenders in 2015
3. Table 4.3 Categories, objectives, and classes of innovation
4. Table 4.4 Global innovation indicators
5. Table 4.5 Global Innovation Index 2016 rankings (Top 20 countries)
6. Table 4.6 McKinsey 7‐S framework and ICMM
7. Table 4.7 Innovation obstacles versus four classes of innovations
8. Table 4.8 Management styles and effects within R&D organization
9. Table 4.9 Personality traits: Engineers versus nonengineers
10. Table 4.10 Comparison: An innovative versus a noninnovative engineer
11. Table 4.11 Synthetic example: Homogeneous organization
12. Table 4.12 Synthetic example: Diversified organization
13. Table 4.13 Awarded bachelor’s degrees by sex and discipline: US 2013–2014
14. Table 4.14 Proposition related to strategic decisions processes
Chapter 05
1. Table 5.1 Condensed partners’ estimates of potential historical cost savings
2. Table 5.2 Technical approach versus prevailing state of the art
3. Table 5.3 Project assumptions and justifications
4. Table 5.4 Summary of six pilot projects
5. Table 5.5 Work package list
6. Table 5.6 Deliverable list
7. Table 5.7 List of project milestones
8. Table 5.8 Summary of staff effort
9. Table 5.9 WP1: Requirements definition
10. Table 5.10 WP2: Methodology development
11. Table 5.11 WP3: Tool development
12. Table 5.12 WP4: Pilot projects
13. Table 5.13 WP5: Project assessment
14. Table 5.14 WP6: Exploitation and dissemination
15. Table 5.15 WP7: Project management
16. Table 5.16 Risk 1: Scalability of DFA methodology and economic model
17. Table 5.17 Risk 2: Convergence and accuracy of the DFA‐EM
18. Table 5.18 Risk 3: Extending current theory of Design Structure Matrix (DSM)
19. Table 5.19 Risk 4: Pilot projects assessment uncertainty
20. Table 5.20 Risk 5: Software DFA‐Tool development
21. Table 5.21 Scaling the risks
22. Table 5.22 Decision‐making mechanisms
23. Table 5.23 AMISA workforce statistics
24. Table 5.24 Architecture data from the six pilot projects
25. Table 5.25 Summary of AMISA disseminations by categories
26. Table 5.26 Summary of project results
27. Table 5.27 Generic S‐curve stages
28. Table 5.28 Extended laws of technical system evolution
29. Table 5.29 SSPA subsystems, components, and exclusion sets
30. Table 5.30 Comparing three alternative SSPA system architectures
31. Table 5.31 Financial savings – eight‐year forecast
Appendix A
1. Table A.1 Systems life cycle processes versus recommended creative methods

List of Illustrations

Chapter 01
1. Figure 1.1 Age versus imagination
2. Figure 1.2 Book’s overall structure
3. Figure 1.3 Three components of creativity
4. Figure 1.4 Moses, a creative and innovative giant
Chapter 02
1. Figure 2.1 Structure and contents of Part II
2. Figure 2.2 Organizations and projects concepts
3. Figure 2.3 Example of an engineered system
4. Figure 2.4 Engineered system: example of operational and enabling products
5. Figure 2.5 Concept testing at NASA's wind tunnel facility (NASA photo)
6. Figure 2.6 Generic system’s life cycle model
7. Figure 2.7 Elements of a process: presented by way of a concept map
8. Figure 2.8 Individual processes within the agreement processes
9. Figure 2.9 Individual processes within the organizational project‐enabling processes
10. Figure 2.10 Individual processes within the technical management processes
11. Figure 2.11 Individual processes within the “technical processes”
12. Figure 2.12 The Creissels and Viaduct de Millau bridge in southern France
13. Figure 2.13 Aircraft system embedded in a national transport supersystem
14. Figure 2.14 The Millennium Dome, London, United Kingdom
Chapter 03
1. Figure 3.1 Structure of the first four chapters in Part III
2. Figure 3.2 Structure of the last two chapters in Part III
3. Figure 3.3 Divergent methods for individuals
4. Figure 3.4 A rickety bridge example
5. Figure 3.5 TRIZ generalized problem‐solution procedure
6. Figure 3.6 Two conflicting requirements and compromises to be selected
7. Figure 3.7 Example: Water faucets
8. Figure 3.8 Example: Safety matchbox by Weltholzer
9. Figure 3.9 Example: Motorcycle chain
10. Figure 3.10 Example: Screw
11. Figure 3.11 Example: Rope
12. Figure 3.12 A TV screen
13. Figure 3.13 Example: Phone for senior citizens
14. Figure 3.14 Example: UV‐protected sunglasses
15. Figure 3.15 Example: A transformer
16. Figure 3.16 Biomimicry implementation procedure
17. Figure 3.17 Schematic of water filtration in mangrove roots
18. Figure 3.18 Concept map depicting intended audience, philosophy, and content of this book
19. Figure 3.19 Global warming: Step I
20. Figure 3.20 Global warming: Step II
21. Figure 3.21 Global warming example: Step III
22. Figure 3.22 Global warming: Step IV
23. Figure 3.23 Global warming: Step V
24. Figure 3.24 Mind‐mapping example: How to buy a used car?
25. Figure 3.25 Divergent methods for teams
26. Figure 3.26 Brainstorming procedure
27. Figure 3.27 Computer memory recovery under power loss condition
28. Figure 3.28 SWOT 2 × 2 matrix
29. Figure 3.29 SWOT qualitative and quantitative implementation procedure
30. Figure 3.30 Convergent methods for individuals
31. Figure 3.31 Extended Likert scale
32. Figure 3.32 PMI implementation procedure
33. Figure 3.33 Unmanned ground vehicle (UGV)
34. Figure 3.34 Autonomous underwater vehicle (AUV)
35. Figure 3.35 Typical morphological chart
36. Figure 3.36 The T‐38 Talon aircraft
37. Figure 3.37 Morphological analysis: Part I
38. Figure 3.38 Morphological analysis: Part II
39. Figure 3.39 Example: Chance node value
40. Figure 3.40 Example: Value of decision benefit
41. Figure 3.41 Decision tree: first phase
42. Figure 3.42 Decision tree: second phase
43. Figure 3.43 Value engineering saving potential versus cost of change
44. Figure 3.44 Handheld hairdryer and its components
45. Figure 3.45 Example software project losses by category
46. Figure 3.46 Convergent methods for teams
47. Figure 3.47 RSA Chemical reactor
48. Figure 3.48 Ten experts’ Delphi response
49. Figure 3.49 Aggregated plot of experts’ response
50. Figure 3.50 Agreement versus certainty the Stacey model
51. Figure 3.51 Unmanned air vehicle MQ‐5B Hunter
52. Figure 3.52 Sinking of the Titanic (Engraving by Willy Stower)
53. Figure 3.53 Cause‐and‐effect analysis: The Titanic disaster
54. Figure 3.54 Kano model: emotional responses to features’ implementation
55. Figure 3.55 Group decisions: Theoretical background
56. Figure 3.56 Polarization: Not an effective group strategy
57. Figure 3.57 Group decisions: Practical methods
58. Figure 3.58 Other creative methods
59. Figure 3.59 Research project: Top‐level process map
60. Figure 3.60 Research project: Detailed‐level process map
61. Figure 3.61 Research project: Cross‐functional (swim lanes) process map
62. Figure 3.62 Nine‐screens matrix
63. Figure 3.63 A typical rocket engine
64. Figure 3.64 A jet engine
65. Figure 3.65 An interstellar ion propulsion engine
66. Figure 3.66 Cost of sequencing a genome of a single individual
67. Figure 3.67 Healthcare paradigm shift
68. Figure 3.68 Erbitux treatment and cost comparisons
69. Figure 3.69 Advantage of personalized medicine
70. Figure 3.70 Three‐component system
71. Figure 3.71 Multiple domain matrix (MDM)
72. Figure 3.72 DSM modeling the components and interfaces of a hairdryer
73. Figure 3.73 Spatial, material, and energy interfaces in a hairdryer
74. Figure 3.74 Typical FMEA process
75. Figure 3.75 Pacemaker embedded in the body
76. Figure 3.76 Pacemaker impulse shape
77. Figure 3.77 Pacemaker block diagram: system and environment
78. Figure 3.78 Unmanned air vehicle (UAV) system architecture
79. Figure 3.79 A planned unmanned air vehicle (UAV) operational scenario (S0)
80. Figure 3.80 UAV system state (system's mission phases versus time)
81. Figure 3.81 UAV system states with several failure scenarios
82. Figure 3.82 Three‐dimensional space of initiating failure events in a UAV system
83. Figure 3.83 Model of conflicts and resolutions strategies
84. Figure 3.84 Evolution of the UAV design conflict example
Chapter 04
1. Figure 4.1 Structure and contents of Part IV
2. Figure 4.2 Vehicle electrical and electronic content
3. Figure 4.3 Technological systems evolution (S‐curve)
4. Figure 4.4 Laws of technological systems evolution
5. Figure 4.5 Visualizing system’s ideality and evolutionary potential
6. Figure 4.6 Continual reduction in number of parts and costs
7. Figure 4.7 1,024 bit core memory
8. Figure 4.8 IBM 737 Magnetic core storage
9. Figure 4.9 Transition to higher‐level systems
10. Figure 4.10 Example: Wrench transition to higher‐level systems
11. Figure 4.11 System integrates with super‐system
12. Figure 4.12 Substance dynamization
13. Figure 4.13 Field dynamization
14. Figure 4.14 Composition dynamization
15. Figure 4.15 Internal structure dynamization
16. Figure 4.16 Older cellphone versus iPhone 6
17. Figure 4.17 Physical structures of technological systems
18. Figure 4.18 Milling machining
19. Figure 4.19 Electrochemical machining
20. Figure 4.20 Plasma arc cutting
21. Figure 4.21 Laser welding
22. Figure 4.22 Basic structure of autonomous technological system
23. Figure 4.23 An electric kettle
24. Figure 4.24 Electricity generation using (a) diesel generator (b) fuel cell
25. Figure 4.25 Reducing automobile pollution
26. Figure 4.26 Evolving railroad crossing protection system
27. Figure 4.27 IBM 350 Disk Storage Unit
28. Figure 4.28 Container‐freight train
29. Figure 4.29 Metal cutting laser head
30. Figure 4.30 Deficiencies in manufacturing assembly line
31. Figure 4.31 Early linear innovation models
32. Figure 4.32 Controlled linear innovation model
33. Figure 4.33 Cyclic Innovation Model
34. Figure 4.34 Technology readiness levels and innovation spectrums
35. Figure 4.35 Innovation funding sources
36. Figure 4.36 United States R&D funding sources (1953–2013)
37. Figure 4.37 Comparison: Gross domestic R&D funding (1981–2013)
38. Figure 4.38 Proposed Innovation Capability Maturity Model (ICMM) levels
39. Figure 4.39 Common obstacles to innovation
40. Figure 4.40 Emotional response to change
41. Figure 4.41 Innovative culture foundation
42. Figure 4.42 Example: Formal organizational chart
43. Figure 4.43 Example: Informal social networks
44. Figure 4.44 Typical innovation management software tools
45. Figure 4.45 Evaluating production line concept using virtual reality tool
46. Figure 4.46 Ascent to innovation practical steps
47. Figure 4.47 Organizations life cycle model
48. Figure 4.48 IBM flag products (1965 and 2012)
49. Figure 4.49 DEC flag products (mid‐1970s)
50. Figure 4.50 Quickly rejecting new ideas
51. Figure 4.51 Human diversity – Asiatiska folk
52. Figure 4.52 Gender distribution per occupation (Sweden, 2016, Subset of data)
53. Figure 4.53 Awarded bachelor’s degrees by sex and discipline: US 2013–2014
54. Figure 4.54 Six strategies for advancing gendered innovation
55. Figure 4.55 Women items purchases as percent of consumer purchases (Bloomberg)
56. Figure 4.56 Typical small leisure boat
57. Figure 4.57 Ovadia Harari and the Lavi fighter aircraft
58. Figure 4.58 (a) Space shuttle Columbia and (b) Flight STS‐107 crewmembers (left to right): Brown, Husband, Clark, Chawla, Anderson, McCool, and Ramon (NASA pictures).
59. Figure 4.59 Lincoln’s US Cabinet (1862)
60. Figure 4.60 Cognitive biases versus strategic decision processes
Chapter 05
1. Figure 5.1 Structure of Part V: A creative and innovative case study
2. Figure 5.2 View from Mount Floyen, Bergen, Norway
3. Figure 5.3 Example: Architecture of a manufacturing industry
4. Figure 5.4 Example: Architecture of vehicle electronics system
5. Figure 5.5 Cyclical architecture improvements
6. Figure 5.6 Project’s logical progression
7. Figure 5.7 External and internal project’s information flow
8. Figure 5.8 Project schedule master plan
9. Figure 5.9 Project tasks and work packages
10. Figure 5.10 The project management structure
11. Figure 5.11 Requested EC funding (€) distributed by funding type
12. Figure 5.12 Work effort distributed among partners
13. Figure 5.13 Work effort distributed over the project’s duration
14. Figure 5.14 AMISA kickoff meeting at TUM, Munich, Germany, April 2011
15. Figure 5.15 Example: A DFA‐Tool screen shot
16. Figure 5.16 Cap applicator machine (CAM)
17. Figure 5.17 Fiber placement system (FPS)
18. Figure 5.18 Power train (PT) of a standard MAN TGM truck
19. Figure 5.19 Vehicle localization system (VLS) for an unmanned ground vehicle
20. Figure 5.20 Solid state power amplifier (SSPA)
21. Figure 5.21 Hologram Production Line (HPL)
22. Figure 5.22 Sixteen AMISA consortium meetings over the three‐year project
23. Figure 5.23 Technical / management discussions at OPT, Bucharest, Romania, January 2014
24. Figure 5.24 Industrial excursion at MAN’s facility, Nuremberg, Germany, October 2013
25. Figure 5.25 Touring Jerusalem, Israel (IAI hosting), February 2012
26. Figure 5.26 AMISA courtesy dinner in Modena, Italy (TPPS hosting), May 2011
27. Figure 5.27 Ladder of financial and engineering options
28. Figure 5.28 Pipe interface example: (a) adaptable but expensive; (b) rigid but cheap
29. Figure 5.29 Design structure matrix (DSM): Base architecture
30. Figure 5.30 Design Structure Matrix (DSM): Optimized architecture
31. Figure 5.31 Two types of architectures: (a) Traditional; (b) Adaptable
32. Figure 5.32 Dynamic value paradigm
33. Figure 5.33 Estimating value loss and optimal upgrade time
34. Figure 5.34 General architecture option process
35. Figure 5.35 Initial SSPA system architecture
36. Figure 5.36 Decomposed SSPA system architecture (Information flow)
37. Figure 5.37 “Base” SSPA system architecture and interfaces
38. Figure 5.38 SSPA Control system board technology forecast
39. Figure 5.39 Classical project management cost model
40. Figure 5.40 SSPA Control system board upgrade cost
41. Figure 5.41 Computing component option value
42. Figure 5.42 Interface cost associated with the SSPA Control system board
43. Figure 5.43 The DSM of the “Base” SSPA system
44. Figure 5.44 DSM of the SSPA optimized architecture B
45. Figure 5.45 Block diagram of the SSPA optimized architecture B
46. Figure 5.46 Merging the driver and the HPA in the SSPA amplifier stage
47. Figure 5.47 Optimized sensitivity analysis of the SSPA
48. Figure 5.48 Two emerging unique optimized SSPA architectures
49. Figure 5.49 Neighborhood around the SSPA architecture B (numerical presentation)
50. Figure 5.50 Neighborhood around SSPA architecture B (graphical presentation)
51. Figure 5.51 Lattice graph illustration
52. Figure 5.52 Lattice graphs: Two emerging optimal SSPA architectures
53. Figure 5.53 Seven near optimal SSPA architectures
54. Figure 5.54 SSPA 40 W variant base configuration
55. Figure 5.55 SSPA optimal upgrade time
56. Figure 5.56 Key players in the AMISA project
Appendix B
1. Figure B.1 Laws of technical system evolution
2. Figure B.2 Continual reduction in number of parts and costs
3. Figure B.3 A catamaran
4. Figure B.4 A thermocouple
5. Figure B.5 Nails, screws, and in‐between
6. Figure B.6 A pencil and an eraser
7. Figure B.7 The Black Mountain Tower
8. Figure B.8 Copier, scanner, printer, and fax – merged
9. Figure B.9 Electricity generation using (a) diesel generator (b) fuel cell
10. Figure B.10 Reducing automobile pollution
11. Figure B.11 Standardization
12. Figure B.12 European Southern Observatory
13. Figure B.13 A crankshaft
14. Figure B.14 Augmented reality (AR)
15. Figure B.15 Doughnut production line
16. Figure B.16 Container‐freight train
17. Figure B.17 Bridge design evolution
18. Figure B.18 Parasol & Umbrella evolution
19. Figure B.19 System integrates with super‐system
20. Figure B.20 Increased system completeness
21. Figure B.21 Driverless automobile
22. Figure B.22 Old automobile
23. Figure B.23 VLSI input‐output chip for x86 computers

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Names: Engel, Avner, author.
Title: Practical creativity and innovation in systems engineering / by Avner Engel.
Description: Hoboken, NJ : John Wiley & Sons, 2018. | Series: Wiley series in systems engineering and management |
Identifiers: LCCN 2018007226 (print) | LCCN 2018012978 (ebook) | ISBN 9781119383352 (pdf) | ISBN 9781119383383 (epub) | ISBN 9781119383239 (cloth)
Subjects: LCSH: Creative ability in technology. | Systems engineering–Technological innovations–Management.
Classification: LCC T49.5 (ebook) | LCC T49.5 .E525 2018 (print) | DDC 620/.0042–dc23
LC record available at https://lccn.loc.gov/2018007226

Cover design: Wiley
Cover image: © Frederik Meijer Gardens & Sculpture Park

Preface

The aim of this book is to acquaint systems engineers with the practical art of creativity and innovation. The concept of creativity has evolved throughout history. The Greeks considered poetry the only legitimate creative practice. That is, poets, as opposed to artisans, merchants, and even nobility could create poetry freely with no restrictions or rules. Later, the Romans considered the visual arts as a creative practice, too. However, during the Middle Ages, creativity evolved to strictly mean God's creations. Therefore, the concept of creativity was no longer applicable to any human activity. Thereafter, during the Renaissance and beyond, creativity slowly progressed to imply freedom of expression in the arts. Only at the turn of the twentieth century did the concept of creativity began to be applied to science and engineering.

The basic premise of this book is that creative abilities of human beings are not fixed, inborn traits but, rather, are changing over their lifetime. For example, researchers show that children exhibit remarkable abilities to look at problems and come up with new, different, and creative solutions. However, as they grow to adulthood, these abilities diminish substantially. Fortunately, creative skills can also be learned. Many studies show that well‐designed training programs enhance creativity across different domains and criteria. Hopefully, engineers adopting some of the creative methods discussed in this book will achieve improved creative skills as well.

Another premise of this book is that many creative engineers are stalled in their innovative efforts by organizations that claim to promote innovation but that, in fact, crush such efforts. Indeed, it is the author’s impression (as well as other researchers) that, beyond boasting, the vast majority of companies and other organizations are creativity‐averse. Naturally, creative engineers working for such organizations are frustrated and discouraged. Not less important are the accumulated losses for the organizations themselves as well as to society at large from neglecting many creative ideas without due consideration. The book attempts to explore this phenomenon and offer practical advice to organizations as well as to the multitudes of demoralized engineers. In particular, engineers are advised to expand their professional and intellectual horizons, seek to reduce risks inherent in their new ideas, and learn to obtain colleagues’ support as well as deal with reactionary management. In short, adopt a more entrepreneurial attitude.

This book is organized in five parts: Part I: Introduction, contains material about the principles of the book and its content. Part II: Systems Engineering, describes basic systems engineering concepts and a partial and abbreviated summary of Standard 15288 systems’ life cycle processes. In addition, this part includes a recommended set of creative methods for each life cycle process. Finally, this part provides some philosophical thoughts about engineering. Part III: Creative Methods, the heart of the book, provides an extensive repertoire of practical creative methods engineers may use. Part IV: Promoting Innovative Culture, deals with ways and means to enhance innovative culture within organizations. In addition, this part provides advice to creative engineers employed by non‐creative organizations. Finally, Part V: Creative and Innovative Case Study, presents an exemplary creative and innovative research and implementation undertaking.

Fundamentally, this book is written with two categories of audience in mind. The first category is composed of practicing engineers in general and system engineers in particular as well as first‐ and second‐line technical managers. These people may be employed by various development and manufacturing industries (e.g. aerospace, automobile, communication, healthcare equipment, etc.), by various civilian agencies (e.g. NASA, ESA, etc.) or with the military (e.g. Air Force, Navy, Army, etc.). The second category is composed of faculties and students within universities and colleges who are involved in Systems, Electrical, Aerospace, Mechanical, and Industrial Engineering. This book may be used as a supplemental graduate level textbook in creativity and innovation courses related to systems engineering. Selected portions of the book may be covered in one or two semesters.

Finally, readers should note that this book does not pursue new theories or theses with regards to creativity and innovation. To the contrary, the author seeks to acquaint systems engineers with well‐established facets of creativity and innovation. In order to achieve this objective, the author drew upon his engineering experience, communicated with many people, and collected information from many sources, books, articles, internet blogs, and the like (giving credit where credit's due). Bibliographies at the end of each part of the book identify invaluable sources for deeper understanding of the various subject matters discussed in the book. The author gained much knowledge from these resources and is indebted to the individuals, researchers, and experts who created them.

WILEY SERIES IN SYSTEMS ENGINEERING AND MANAGEMENT

Practical Creativity and Innovation in Systems Engineering

Preface

Acknowledgments