<ul><li>From single product family life-time view to production technological life time  measuring denominator </li></ul>P...
<ul><li>The eight STARGAME parameters must be considered as a united whole. </li></ul><ul><li>Therefore the  STARGAME Meas...
<ul><li>Innovation strategy theory and models  </li></ul><ul><li>Competitive priorities </li></ul><ul><li>What we are up a...
Source: HBS Prof. Clayton M. Christensen 60% on 20 EURO 20% on 5 EURO
Source: HBS Prof. Clayton M. Christensen
Source: HBS Prof. Clayton M. Christensen Beat competitors With functionality Beat competitors with speed, responsiveness  ...
<ul><li>1. Top-down Strategy process – </li></ul><ul><ul><li>for established markets,  </li></ul></ul><ul><ul><li>based on...
<ul><li>Price conscious </li></ul><ul><li>Cost efficient </li></ul><ul><li>Productivity </li></ul><ul><li>Maintain quality...
<ul><li>Unpredictable market forecasts leads to misperceptions that effects  </li></ul><ul><ul><ul><li>Leak of precise con...
<ul><li>Commodity risks are severe by over served customers in major markets </li></ul><ul><ul><ul><li>Should we not in ti...
<ul><li>Customer habits and market trend changes fast and repeatable </li></ul><ul><ul><li>new  value networks  representi...
<ul><li>Conventional automated industrialization looses terrain to offshore outsourcing –  </li></ul><ul><ul><li>Product, ...
<ul><li>Lack of concepts, components and systems for optimal integration of mass customization capabilities </li></ul><ul>...
<ul><li>Right Stuff -management recruitment and mentality prohibits disruptive innovations to breakthrough the resource al...
STARGAME-factory <ul><li>More design families and variants </li></ul><ul><li>Shorten time to market/volume </li></ul><ul><...
<ul><li>Future market and growth potential </li></ul><ul><li>Potential misfit </li></ul><ul><li>Technological enablers </l...
Flexible manufactoring cost.  Market trend towards high variety/low batch volumes cost Cost dedicated manufacturing Profit...
<ul><li>to  add or remove capacity and capabilities  easily and fast with a minimum of effort </li></ul><ul><li>to  share,...
 
<ul><li>Definition: </li></ul><ul><li>The ability to  add  or  eliminate  capacity and capabilities </li></ul><ul><li>Pote...
Flow of processes Additional  capacity Additional  capability Matrix layout
<ul><li>Definition: </li></ul><ul><li>Transparent Ready™ is a characteristics of the information system enabling access, s...
Control hierarchy Physical information structure
<ul><li>Definition: </li></ul><ul><ul><li>The system is in an error tolerant manner towards changing conditions.  </li></u...
to robot to camera to feeder <ul><li>Self tuning of feeder operations  </li></ul><ul><li>on basis of image analysis </li><...
<ul><li>Definition: </li></ul><ul><li>A proactive design/measure parameter taken to ensure that the production system prev...
Simple  gripper assisted with  robust  with vision
<ul><li>Force feedback control applied for compliant robot assembly </li></ul>Full video link: http://dora.cwru.edu/msb/pu...
<ul><li>Definition: </li></ul><ul><li>A proactive design/measure parameter focusing on disarming the need to change the pr...
Bowl feeding Flexible feeding
Cell phones: Display window  Surface Coating
<ul><li>Definition: </li></ul><ul><li>The system’s responsiveness to demand and product changes (both of long and short te...
<ul><li>Identify product </li></ul><ul><li>Fill feeder – manually or automatically </li></ul><ul><li>Automatically upload ...
<ul><li>Flexible packaging </li></ul><ul><li>Flow plastic back pack </li></ul><ul><li>Lot-size one </li></ul><ul><li>Indiv...
<ul><li>Definition: </li></ul><ul><li>A mobile system architecture enables a reconfiguration (mixing and matching) of the ...
Mobile workstations Rotation disk Mobile Competence Cells
Mobile buffers and transportation
<ul><li>Definition: </li></ul><ul><li>The STARGAME factory paradigm necessitates a cost evaluation paradigm that promotes ...
S caleable The production system’s ability to add/eliminate capacity and capabilities T ransparent Ready™ A daptive R obus...
<ul><li>The eight STARGAME parameters must be considered as a united whole. </li></ul><ul><li>Therefore the  STARGAME Meas...
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STARTGAME factory - paradigm shift in manufacturing

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Make Market Change the fuel for Success. New Innovative manufacturing strategy outperforms the outsourcing short term strategy.

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  • VIDEO FOR LANG. Erstattes med små sekvenser
  • STARTGAME factory - paradigm shift in manufacturing

    1. 2. <ul><li>From single product family life-time view to production technological life time measuring denominator </li></ul>Plant level efficiency Event: New product family Event: New product variant  = 80%  = 60% Event: Ramp-up Total life-time efficiency Events: Machine breakdown, quality, etc. STARGAME Dedicated
    2. 3. <ul><li>The eight STARGAME parameters must be considered as a united whole. </li></ul><ul><li>Therefore the STARGAME Measure Web is introduced, by which production in scale (plant, cell, machine, equipment, device) are to be evaluated and/or designed: </li></ul>Goal Current state S calable T ransparency A daptive R obust G eneric A gile M obile E conomical
    3. 4. <ul><li>Innovation strategy theory and models </li></ul><ul><li>Competitive priorities </li></ul><ul><li>What we are up against </li></ul><ul><li>New Business competences </li></ul><ul><li>Profitability measure model </li></ul><ul><li>Identified production capabilities that we would need </li></ul><ul><li>STARTGAME concept and measure </li></ul>
    4. 5. Source: HBS Prof. Clayton M. Christensen 60% on 20 EURO 20% on 5 EURO
    5. 6. Source: HBS Prof. Clayton M. Christensen
    6. 7. Source: HBS Prof. Clayton M. Christensen Beat competitors With functionality Beat competitors with speed, responsiveness and customization Performance Time Independent and proprietary Architecture Modular Architecture
    7. 8. <ul><li>1. Top-down Strategy process – </li></ul><ul><ul><li>for established markets, </li></ul></ul><ul><ul><li>based on sustained analytical data analysis </li></ul></ul><ul><li>2. Emergent Strategy </li></ul><ul><ul><li>for new Growth Business, </li></ul></ul><ul><ul><li>based on discovery driven and pattern market recognition process </li></ul></ul><ul><ul><li>Market experiment approach (what works, what doesn’t ?) </li></ul></ul><ul><ul><li>Agile market adjustments and re-orientation </li></ul></ul><ul><ul><li>Test critical issues before significant investments </li></ul></ul><ul><ul><ul><li>We can learn from successful companies like SONY, HP, Apple, Intel, Dropbox and more </li></ul></ul></ul><ul><ul><li>Here´s where we have focused </li></ul></ul><ul><ul><li>They must be able to exist and work in parallel </li></ul></ul>
    8. 9. <ul><li>Price conscious </li></ul><ul><li>Cost efficient </li></ul><ul><li>Productivity </li></ul><ul><li>Maintain quality </li></ul><ul><li>Good ambassadors </li></ul>Cost Innovation Flexibility Quality Time <ul><li>Time to market/volume </li></ul><ul><li>Lead time </li></ul><ul><li>Differentiated service levels </li></ul><ul><li>Increased frequency of product intro. </li></ul><ul><li>Increased product range + variants </li></ul><ul><li>Mass customer designed products </li></ul><ul><li>Existing products to new customers </li></ul><ul><li>Full service/system provider </li></ul><ul><li>Increased availability to products </li></ul>Company performance : The ability to fulfil all competitive priorities + + + + 60’s 70’s 80’s 90’s 2000 + ??
    9. 10. <ul><li>Unpredictable market forecasts leads to misperceptions that effects </li></ul><ul><ul><ul><li>Leak of precise control of inventory </li></ul></ul></ul><ul><ul><ul><li>Quality of deliverability/response time </li></ul></ul></ul><ul><ul><ul><li>utilization of equipment – ROI suffering </li></ul></ul></ul><ul><ul><ul><li>Frustration and mistrust </li></ul></ul></ul><ul><ul><li>LEAN manufacturing does not SOLVE these challenges well!. </li></ul></ul>
    10. 11. <ul><li>Commodity risks are severe by over served customers in major markets </li></ul><ul><ul><ul><li>Should we not in time be able to move/ generate up-markets we will face communization with very pure gross profits margins as a central consequence. </li></ul></ul></ul><ul><li>Present product core technologies are fundamentally easy to learn and handle. </li></ul><ul><ul><li>Central patents have run out and IP protection will not work efficiently </li></ul></ul><ul><ul><ul><li>The globalization will evidently happen, and current distribution chains be fundamentally undermined, which we are not prepared to benefit from. </li></ul></ul></ul>
    11. 12. <ul><li>Customer habits and market trend changes fast and repeatable </li></ul><ul><ul><li>new value networks representing tremendous growth platform are not addressed profoundly enough to get in shape – in time! </li></ul></ul><ul><li>Suspicious market segmentation </li></ul><ul><ul><li>NOT by the job costumers are trying to get done BUT rather due to data availability structures </li></ul></ul><ul><ul><ul><li>types of products and product attributes </li></ul></ul></ul><ul><ul><ul><li>Price point </li></ul></ul></ul><ul><ul><ul><li>Demographics (consumer products) or Industry verticals (small, medium, global ) </li></ul></ul></ul><ul><ul><li>So become Job to done oriented instead of costumer oriented !! </li></ul></ul><ul><ul><li>Remember this is what set the target to which developments are oriented !! </li></ul></ul>
    12. 13. <ul><li>Conventional automated industrialization looses terrain to offshore outsourcing – </li></ul><ul><ul><li>Product, part specific solution investments can not fulfill operational investment criteria’s. </li></ul></ul><ul><ul><li>who will evidentially owe what costumers values – us or our subcontractors?! </li></ul></ul><ul><ul><li>will this prohibit us to connect to future costumer needs. </li></ul></ul><ul><ul><li>Financial Ratios i.e. NPV drives mamagers away from Innovation that has long tail effect </li></ul></ul>
    13. 14. <ul><li>Lack of concepts, components and systems for optimal integration of mass customization capabilities </li></ul><ul><li>Ensure that we can provide the product and service characteristics that connects to up-market customer needs. </li></ul>
    14. 15. <ul><li>Right Stuff -management recruitment and mentality prohibits disruptive innovations to breakthrough the resource allocation process </li></ul><ul><ul><li>they rely more on market pattern recognition than market data analysis. </li></ul></ul><ul><li>Default confidence in present core business and competences to be able to provide the competitive strength we need aiming for the growth we must have </li></ul>
    15. 16. STARGAME-factory <ul><li>More design families and variants </li></ul><ul><li>Shorten time to market/volume </li></ul><ul><li>Exploiting niche markets </li></ul><ul><li>Upgradeability and replacement </li></ul><ul><li>Customization </li></ul><ul><li>Higher degree of design reuse enabling more design families and variants (cost) </li></ul><ul><li>Shorten and precise time to market/volume (time) </li></ul><ul><li>Higher quality from design, i.e. limited time for product quality corrections </li></ul><ul><li>Reduction of finished goods/pipeline inventory from reduced lead time and higher delivery reliability </li></ul><ul><li>Improvement of service level (time and precision) </li></ul><ul><li>Customization of time and place of delivery </li></ul><ul><li>Demanding responsiveness and flexibility for enabling STARGAME </li></ul><ul><li>Production platforms enabling higher reuse flexibility and thus improving the investment robustness </li></ul><ul><li>Reduced inventory/WIP from improved lead time and reliability </li></ul><ul><li>Focused and dedicated cells enabling improved ramp-up and employment of new technologies </li></ul><ul><li>Reduced inventory level from shorter lead time and higher delivery reliability </li></ul><ul><li>Demanding a higher responsiveness from purchase </li></ul><ul><li>The inclusion of several stakeholders must evaluate potential tradeoffs </li></ul>Design & Product development Procure-ment & purchase Sales & Marketing Component manufactu-ring Assembly & packing Distribution
    16. 17. <ul><li>Future market and growth potential </li></ul><ul><li>Potential misfit </li></ul><ul><li>Technological enablers </li></ul><ul><li>Tactically move </li></ul><ul><li>Technology portfolio management </li></ul>Today Market Products and services Internal processes Design Production Sales/Marketing Logistics Future Market Products and services Internal processes Design Production Sales/Marketing Logistics 1 3 2 5 Manufacturing concept Manufacturing concept 4
    17. 18. Flexible manufactoring cost. Market trend towards high variety/low batch volumes cost Cost dedicated manufacturing Profit zone - fleksibel manufacturing Profitzone – dedicated manufacturing Preserved Customer value Volume/ Mix High/ low Low/ High Lost Customer value
    18. 19. <ul><li>to add or remove capacity and capabilities easily and fast with a minimum of effort </li></ul><ul><li>to share, exchange and present information where-ever and when-ever </li></ul><ul><li>to preserve productivity under event based and continuous changing conditions </li></ul><ul><li>to prevent / resist failures and reduced performance </li></ul><ul><li>to minimize the necessary to alter the production setup </li></ul><ul><li>to respond on demands and changes fast and seamlessly </li></ul><ul><li>to be able rearrange, reconfigure and integrate systems </li></ul><ul><li>to reinsure robust investments . </li></ul>
    19. 21. <ul><li>Definition: </li></ul><ul><li>The ability to add or eliminate capacity and capabilities </li></ul><ul><li>Potentials: </li></ul><ul><li>Easy ramp up/down </li></ul><ul><li>Introduction of new processes (capabilities) </li></ul>
    20. 22. Flow of processes Additional capacity Additional capability Matrix layout
    21. 23. <ul><li>Definition: </li></ul><ul><li>Transparent Ready™ is a characteristics of the information system enabling access, sharing and exchanging of information wherever (globally) and whenever necessary </li></ul><ul><li>Potentials: </li></ul><ul><li>Enabling access, sharing and exchange of information </li></ul><ul><li>Wherever – whenever </li></ul><ul><li>Surveillance of operations </li></ul><ul><li>Utilisation of acquired data for control purpose </li></ul><ul><li>Remote diagnostics and repair </li></ul>
    22. 24. Control hierarchy Physical information structure
    23. 25. <ul><li>Definition: </li></ul><ul><ul><li>The system is in an error tolerant manner towards changing conditions. </li></ul></ul><ul><ul><li>Operating continuously and virtually unattended for a relative long period of time via self-diagnostic and -tuning </li></ul></ul><ul><li>Potentials: </li></ul><ul><ul><li>Equipment/cell operates non-supervised </li></ul></ul><ul><ul><li>Equipment/cell is self optimizing (self tuning) </li></ul></ul><ul><ul><li>Error tolerance </li></ul></ul><ul><ul><li>Self diagnostic capability </li></ul></ul>
    24. 26. to robot to camera to feeder <ul><li>Self tuning of feeder operations </li></ul><ul><li>on basis of image analysis </li></ul><ul><li>Theory: </li></ul><ul><li>Generalized Semi Markov Process Known from : </li></ul><ul><ul><li>Traffic control </li></ul></ul><ul><ul><li>Telelcommunication </li></ul></ul><ul><ul><li>E-buzz/workflow systems </li></ul></ul><ul><ul><li>MANUFACTORING </li></ul></ul>Camera Feeder Robot
    25. 27. <ul><li>Definition: </li></ul><ul><li>A proactive design/measure parameter taken to ensure that the production system prevent and resist failures or reduced performance </li></ul><ul><li>Potentials: </li></ul><ul><li>Stabilised operations </li></ul><ul><li>Limit failures and reduced performance under changing conditions </li></ul><ul><li>Tolerant to variations in parts or equipment </li></ul>
    26. 28. Simple gripper assisted with robust with vision
    27. 29. <ul><li>Force feedback control applied for compliant robot assembly </li></ul>Full video link: http://dora.cwru.edu/msb/pubs/icra2002.mpg
    28. 30. <ul><li>Definition: </li></ul><ul><li>A proactive design/measure parameter focusing on disarming the need to change the production system due to changing conditions </li></ul><ul><li>Potentials: </li></ul><ul><li>Reuse of equipment </li></ul><ul><li>Multi purpose equipment </li></ul><ul><li>Non product specific </li></ul>
    29. 31. Bowl feeding Flexible feeding
    30. 32. Cell phones: Display window Surface Coating
    31. 33. <ul><li>Definition: </li></ul><ul><li>The system’s responsiveness to demand and product changes (both of long and short term nature) via focusing on the capabilities of fast and seamless change-over </li></ul><ul><li>Potentials: </li></ul><ul><li>Reduced change over time (minute to minute, day to day, week to week) </li></ul><ul><li>Increased frequency of product changes </li></ul><ul><li>Improved respond to demands </li></ul>
    32. 34. <ul><li>Identify product </li></ul><ul><li>Fill feeder – manually or automatically </li></ul><ul><li>Automatically upload of receipt </li></ul><ul><li>Initiate production </li></ul>to feeder Fast and seamless changeover: <ul><li>Vision receipt: </li></ul><ul><li>- Cam config. </li></ul><ul><li>Models </li></ul><ul><li>… </li></ul><ul><li>Robot receipt: </li></ul><ul><li>- Robot config. </li></ul><ul><li>Pick strategy </li></ul><ul><li>… </li></ul><ul><li>Feeder receipt: </li></ul><ul><li>- Feeder config. </li></ul><ul><li>Feeder strategy </li></ul><ul><li>… </li></ul>Camera Feeder Robot 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 A B 1 2 x 6 x 8 x 2 x 9 x 3 x 1 0 x 4 x 1 1 x 5 x 7 x 1 x E t h e r n e t A 1 2 x 6 x 8 x 2 x 9 x 3 x 1 0 x 4 x 1 1 x 5 x 7 x 1 x C
    33. 35. <ul><li>Flexible packaging </li></ul><ul><li>Flow plastic back pack </li></ul><ul><li>Lot-size one </li></ul><ul><li>Individual bag size </li></ul><ul><li>Individual marking </li></ul><ul><li>Vision event based control </li></ul>
    34. 36. <ul><li>Definition: </li></ul><ul><li>A mobile system architecture enables a reconfiguration (mixing and matching) of the individual functional system elements via standardized system interfaces </li></ul><ul><li>Potentials: </li></ul><ul><ul><li>Improved product flexibility and shorter time to market/volume via higher re-use, re-arrangements and matching of modules </li></ul></ul><ul><ul><li>Gradual introduction, upgrading or replacement of capacity and capabilities via individual process modules </li></ul></ul><ul><ul><li>Differentiated and focused optimisation of each process module </li></ul></ul><ul><ul><li>Interfaces may constitute additional investment in comparison with non-modular systems </li></ul></ul>
    35. 37. Mobile workstations Rotation disk Mobile Competence Cells
    36. 38. Mobile buffers and transportation
    37. 39. <ul><li>Definition: </li></ul><ul><li>The STARGAME factory paradigm necessitates a cost evaluation paradigm that promotes total cost and thus avoidance of sub-optimization due to short term operational focus </li></ul><ul><li>The profitable zone of the STARGAME concept </li></ul><ul><li>Necessitates a total cost paradigm based on: </li></ul><ul><ul><li>Total life-time view with a transformation from product families to production technology </li></ul></ul><ul><ul><li>Stakeholders trade-off evaluation, i.e. STARGAME versus other stakeholders </li></ul></ul>
    38. 40. S caleable The production system’s ability to add/eliminate capacity and capabilities T ransparent Ready™ A daptive R obust G eneric A gile M obile E conomical Efficient Transparent Ready™ is a characteristics of the information system enabling access, sharing and exchanging of information wherever (globally) and whenever necessary The system is in an error tolerant capable to operate continuously and virtually unattended for a relative long period of time via self-diagnostic and -tuning A proactive design/measure parameter taken to ensure that the production system resists failure or reduced performance under changing conditions A proactive design/measure parameter focusing onrelaxing needfor changes to the production system due to changing conditions The system’s responsiveness to demand and product changes (both of long and short term nature) via focusing on the capabilities of fast and seamless change-over A mobile system architecture enables a reconfiguration (mixing and matching) of the individual functional system elements via standardized system interfaces The STARGAME paradigm necessitates a costing evaluation paradigm that promotes total costing and thus avoidance of sub-optimization due to short term operational focus only
    39. 41. <ul><li>The eight STARGAME parameters must be considered as a united whole. </li></ul><ul><li>Therefore the STARGAME Measure Web is introduced, by which production in scale (plant, cell, machine, equipment, device) are to be evaluated and/or designed: </li></ul>Goal Current state S calable T ransparent Ready™ A daptive R obust G eneric A gile M obile E conomical

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