Function Analysis System Technique (FAST)

In all problem solving techniques, we are trying to change a condition by means of a solution that is unique and relevant. If we describe in detail what we are trying to accomplish, we tend to describe a solution and miss the opportunity to engage in divergent thinking about other alternatives. When trying to describe problems that affect us, we become locked in to a course of action without realizing it, because of our own bias. Conversely, the more abstractly we can define the function of what we are trying to accomplish, the more opportunities we will have for divergent thinking.

This high level of abstraction can be achieved by describing what is to be accomplished with a verb and a noun. In this discipline, the verb answers the question, "What is to be done?" or, "What is it to do?" The verb defines the required action. The noun answers the question, "What is it being done to?" The noun tells what is acted upon. Identifying the function by a verb-noun is not as simple a matter as it appears.

Identifying the function in the broadest possible terms provides the greatest potential for divergent thinking because it gives the greatest freedom for creatively developing alternatives. A function should be identified as to what is to be accomplished by a solution and not how it is to be accomplished.

FAST is not an end product or result, but rather a beginning. It describes the item or system under study and causes the team to think through the functions that the item or system performs, forming the basis for a wide variety of subsequent approaches and analysis techniques. FAST is a creative stimulus to explore innovative avenues for performing functions.

The FAST diagram or model is an excellent communications vehicle. Using the verb-noun rules in function analysis creates a common language, crossing all disciplines and technologies. It allows multi-disciplined team members to contribute equally and communicate with one another while addressing the problem objectively without bias or preconceived conclusions. With FAST, there are no right or wrong model or result. The problem should be structured until the product development team members are satisfied that the real problem is identified. After agreeing on the problem statement, the single most important output of the multi-disciplined team engaged in developing a FAST model is consensus. Since the team has been charged with the responsibility of resolving the assigned problem, it is their interpretation of the FAST model that reflects the problem statement that's important. The team members must discuss and reconfigure the FAST model until consensus is reached and all participating team members are satisfied that their concerns are expressed in the model.

Another major difference is in analyzing a system as a complete unit, rather than analyzing the components of a system. When studying systems it becomes apparent that functions do not operate in a random or independent fashion. A system exists because functions form dependency links with other functions, just as components form a dependency link with other components to make the system work. The importance of the FAST approach is that it graphically displays function dependencies and creates a process to study function links while exploring options to develop improved systems.

The FAST model has a horizontal directional orientation described as the HOW-WHY dimension. This dimension is described in this manner because HOW and WHY questions are asked to structure the logic of the system's functions. Starting with a function, we ask HOW that function is performed to develop a more specific approach. This line of questioning and thinking is read from left to right. To abstract the problem to a higher level, we ask WHY is that function performed. This line of logic is read from right to left.

There is essential logic associated with the FAST HOW-WHY directional orientation. First, when undertaking any task it is best to start with the goals of the task, then explore methods to achieve the goals. When addressing any function on the FAST model with the question WHY, the function to its left expresses the goal of that function. The question HOW, is answered by the function on the right, and is a method to perform that function being addressed. A systems diagram starts at the beginning of the system and ends with its goal. A FAST model, reading from left to right, starts with the goal, and ends at the beginning of the "system" that will achieve that goal.

Second, changing a function on the HOW-WHY path affects all of the functions to the right of that function. This is a domino effect that only goes one way, from left to right. Starting with any place on the FAST model, if a function is changed the goals are still valid (functions to the left), but the method to accomplish that function, and all other functions on the right, are affected.

Finally, building the model in the HOW direction, or function justification, will focus the team's attention on each function element of the model. Whereas, reversing the FAST model and building it in its system orientation will cause the team to leap over individual functions and focus on the system, leaving function "gaps" in the system. A good rule to remember in constructing a FAST Model is to build in the HOW direction and test the logic in the WHY direction.

The vertical orientation of the FAST model is described as the WHEN direction. This is not part of the intuitive logic process, but it supplements intuitive thinking. WHEN is not a time orientation, but indicates cause and effect.

A significant improvement was made in the early 1990’s by Sergey Malkin, Boris Zlotin and others at Ideation International. They combined the use of function models and TRIZ. The innovation developed by Malkin et al was to introduce useful and harmful functions into function models. The use of harmful functions makes it possible to use the function model to identify three basic ways to improve system performance: improve useful functions, reduce harmful functions and resolve contradictions between useful and harmful functions. Combines power of TRIZ with FAST technique allowed to create Function Modeling the important component of Structured Innovation.

Function Modeling is the process of creating diagram based on simple box and arrow graphics. Function Modeling uses analysis of functions (boxes) and their relationships (arrows) in order to create innovative value. A function is an activity, action, process or operation.

Function Modeling provides:

• Abstraction of situation from "objects-participants" toward "functions and goals"; this approach significantly expands choice of available alternatives.
• Visualization of rather complicated interconnected situation; as a result, mutual understanding of complex situations becomes simpler.
• Revealing of all opportunities to improve the complex situation.

Besides improving personal and professional efficiency, Function Modeling also helps organizations to increase productivity. The graphical techniques allow users to easily and quickly share information and thoughts. During meetings, participants can visually follow the structure of situation and grasp your message quicker. Following up the key functions makes meeting participants spend less time overall, and put more focus on the important issues. Due to the structured logic you build into your Function Models, experience show that you can actually reduce the amount of meetings and increase the amount of valuable ideas.

Function Modeling is a great tool for creative sessions. Guided Brainstorming is a lot easier when participants can share the same graphical view throughout the whole process. Arranging and structuring your ideas becomes even easier as you present them in form of new Function Models. Function Modeling is integral part of Guided Innovation Toolkit.