Ключевое слово: «project»

The methods of TRIZ and the Production system *differ in properties and opportunities, de-spite some similarity in their primary function while their application on production sites (search/solution of problems and shortcomings). This distinction is caused by the difference of classes and the nature of the studied problems. The experience of the implementation of TRIZ at the enterprises, where rather a wide experience of the implementation of the Production system has already been accumulated, shows both advantages and shortcomings of the interaction of these two concepts in the uniform space of resources and restrictions. There is a set of viewpoints on how tools of these two methodologies must/can be integrated. Their review is presented in publications written by numerous authors. The aim of this research is the presentation of orderly theoretical and practical data on the integration perspective. In this article there was performed a task to suggest an updated approach based on the experience of the existence of two methodically aimed infrastructures (TRIZ and the Production system) at domestic enterprises. * The Production system is a concept of lean production management at domestic enterprises, derivative from Lean manufacturing

The object of analysis is the life cycle of innovation TRIZ project, which is a «vortex», con-sisting of four consequent types of projects: exploratory, verificatory, innovative proper and the implementation project. In exploratory projects the search for ideas is performed as well as the evaluation of their potential economic efficiency, influence upon business, technical implement ability (contradictions are identified and resolved), presence of market and potential applicability for creating innovations. Conceptual trends are developed. Further on, the concepts are developed and the benchmarking of these concepts is carried out. In verificatory projects the actual check of implement ability of technical solutions is carried out within the frames, proposed at the preceding stage of leading concepts, secondary problems are identified and the solutions for solving them are developed, specification of their economic evaluations is carried out, market perspectives are evaluated and potential Customers are identified. As a result, leading verified concepts are identified, which are most applicable for creating innovations. In an innovative verified concepts are optimized until a new product and technology is created and based on them the model of new business is developed (or already existing business is substantially modified). And finally, the implementation project presupposes the implementation of developed innovations in the actual business. Milestones and stages of project types is described, typical benchmarks for milestones and stages are established. A two-level verification pattern is proposed. Also, the basic principles for controlling the portfolio of innovation TRIZ-projects.