Transcript SmartNets in practice - Industrial Technologies 2012

Case Study: Application of methods and
tools in SME networks
Guy Buyle
20120621
Centexbel
Industrial Technologies 2012
Aarhus
Outline
 Introduction
 Methods selection and linking to innovation process
 Application to the actual networks
 Summary
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Relevance ?
 “No project development without the customer”
G. Bilardello (KONE)
 Focus on “ecosystem”
W. Vancraen (MATERIALISE)
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Introduction
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SmartNets Collaboration Model
Process /
Activity
What?
When?
Who?
Actor
How?
Method
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Processes/activities
 Three types of activities:
 1. Collaborative Development and Production (CD&P)
 All tasks related to the actual development, later intended to be
followed by production
 “Innovation Process Reference Map”
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Innovation Process Reference Map
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Processes/activities
 Three types of activities:
 1. Collaborative Development and Production (CD&P)
 All tasks related to the actual development, later followed by
production  Covers the full product life-cycle
 2. Process Transformation activities
 Basically the transition from one cycle to another in the Map
 Requires special attention to ensure all knowledge/data is transferred,
e.g. from a development to a production stage (other people !)
 3. Coordination of the network
 Need to set-up procedures for smoothening the work flows,
especially among partners
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Methods selection and linking to the
innovation process
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Identification of potential methods
 In total ca. 80 potential methods were identified
 All methods used in wider area of innovation management:
 Some more ‘classic ones’, e.g. brainstorming,
brainwriting, lead user analysis,…
 Some more ‘technical’, e.g. Design of Experiments
 All listed methods are considered suitable for network
collaboration
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Criteria for selection of suggested
methods
 Link with SmartNets (S).

 Method should be applicable for (smart) networks
 Methods preferred that require or benefit having several partners
 Methods that really fit in the smart philosophy
Actual situation in the networks (A).
 Networks should be presented with methods suited to the stage
of the innovation
 Complimentarity (C).
 More beneficial if methods can be grouped
 Novelty for the partners (N).
 Suggest less well-known and/or less common methods.
 Limited list (ca. 20) of suggested methods
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Linking activities with methods?
SmartNet Reference
Process
Process Methods
N°
Name
1
Analytical Hierarchy Process (AHP)
2
Brainwriting
3
Case-Based Reasoning (CBR)
4
Check lists technique
5
Customer Orientation/ Interaction
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Design of Experiments (DoE)
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Failure mode and effects analysis (FMEA)
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Focus group
9
Lead User analysis
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Marketing mix – market screening
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Project Management Techniques
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Quality Function Deployment (QFD)
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Rapid Prototyping
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Scenario analysis (cause – effect method)
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Service Blueprinting
16
Technology and/or Knowledge Transfer
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TRIZ
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Key result: for each method its suitability
towards the various activities is listed
Phase of development-production process
SmartNet
Reference
I.
II.
Creation of ideas
Conceptualisation
Process
Technique
Brainwriting
++ M2: ideas
production
Design
of
Experiments
Case Based
Reasoning
Lead User
analysis
III.
Prototyping
IV.
Sampling
Process Methods
+ M4: setting up
framework conditions
+ M5: concept creation
+ M7: setting up
framework conditions for
prototype development
+ M8: Prototype
development
++ M4: planning of
concept development
+ M7: project planning for
prototype development
+ M8: Prototype
development
+ M9: Technical
evaluation of the
prototype
+M1: development of an
innovation strategy,
formulation of innovation
objectives, technical
possibilities and needs
V.
Production-marketing
+ M11: implementation
of deployment
processes, production
of the pilot series
+ M12: Analysis of the
test, evaluation of
production reliability
+++M15: Analysis of
consumers’ responses
and complaints
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Application to the actual networks
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Innovative helmet network:
application of QFD
 Quality Function Deployment (QFD):

 structured approach to defining customer needs or requirements
 translating them into specific plans to produce products
Approach:
 List and rank Customer Requirements (eg price, lifetime,…)
 List Product Features (eg materials, production processes,
finish,…)
 Assess influence of all Product Features to all Customer
Requirements (strong/weak, positive/negative)
 Defining the targets for the Requirements fulfillment
 Evaluation how Product Features fulfill Requirements
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Example:
QFD for
innovative
Helmet
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Medical device network:
Lead User Analysis
 The lead user analysis helps to choose the right customers
and to integrate them in the innovation process.
 Approach:




Identification of the lead user indicators
Identification of the lead users
Integration of the lead user in the product development
Check if lead user product conception is relevant for broader
market
 For medical device network: Lead users = surgeons
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Interior textiles network
 The network:
 Specialty chemicals supplier
 SME
 Interior textiles producer
 SME
 Textile research (coating, finishing)
 RTO
 The goal:
 Functionalise high end interior textiles via latest textile coating
developments (e.g. for increased abrasion resistance)
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How is SmartNets contributing to this goal?
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SmartNets Modeller for network
description (organisational)
Method to describe various aspects of the network:
relations, required knowledge, partnership,…
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Tricia – use of a multi-purpose platform
(operational)
Dedicated wiki page, easy to update on daily basis
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Tricia – use of a multi-purpose platform
(operational)
Common unified overview of results, action list, meetings
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Networked Design of Experiments
(Technological)
 In brief: DoE is used to plan and conduct experiments
and to analyse the resulting data in order to obtain valid
conclusions.
 Actual steps for implementing a networked DoE:






Convincing of advantages (only RTD had experience with DoE)
Setup of experimental scheme
Execution (involves all partners)
Processing (statistical) of results
Evaluation with all network partners
Further training in use of DoE for SMEs
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Use of Case Based Reasoning (CBR)
(Technological)
 CBR is based on solving new problems by adapting
solutions that worked for similar problems in the past.
 Approach:
 Extremely intuitive, done frequently
 Needed: a database of cases
 Both SMEs do have this:
 Chemical formulations
 Weaving patterns
 Under evaluation: transfer of
personal expertise into algorithms
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Management of IPR
(Exploitation)
 Common development  IP generation
 Very rigorous scheme on how to proceed to develop the
best approach (8 steps)
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Summary
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Summary
 Preparatory steps:
 Set-up of scheme to identify the processes/activities in a network
related to collaborative development and production
 Identification of methods suitable for use in network
 Method selection and linking to activities
 Selection of suitable methods based on 4 criteria
 Linking of methods to the various activities encountered during
collaborative development and production
 Actual implementation of methods in the 3 networks:
 Ongoing for various aspects (organisational, operational,
technological, exploitation)
 First evaluation: not straightforward to change habits of network
partners but once convinced positive feedback
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© Jan Provoost – Workshop business writing
Methods help to find a common language
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Contact & more information
Guy Buyle
[email protected]
Centexbel
Technologiepark 7
9052 Zwijnaarde
BELGIUM
www.centexbel.be
Tel: +32 9 220 41 51
Fax: +32 9 220 49 55
Follow SmartNets on:
www.smart-nets.eu
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