The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved




                 DFIM™
(Design For I...
The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved




     Agenda Overview
Issues: The Dat...
The Cost of NOT Managing
                           Variation

                       100
                                ...
Project Efficiency vs. Effectiveness




                                            Want
                                ...
Most Problems Are Designed In

         Manufacturing
         Defects 20-30%

         Designed in                       ...
DFSS Leverage In Product Design
                                                                                    5%
   ...
What Methods Enable an Increase in
       Speed and Growth?
New Product Development (NPD) investments
 should impact:
    ...
Key Results:
                     Pioneers and Market Creators
    Pioneers have emphasis on either speed or profitability...
How These Tools Compress Costs or
      Shorten Innovation Cycles
CE: Concurrent Engineering, tears down the wall between ...
Limits of Continuous Improvement
   Methods as Core Competencies
Commoditization of Product and Services is a constant
 do...
# of   Increasing product performance and lower cost to produce
innovations

 High

                                      ...
Getting In Front of Your Competitors
     # of
 innovations

High                                                         ...
The Big Unspoken Issue for
      Corporate Managers
Risk and Uncertainty Still Reign
    Cost Risk
    Market Adoption / A...
Impact of Corp. Infrastructure
Corporate Infrastructure the Impact on Speed, Effectiveness &
  Efficiency is degraded, sin...
Risks and Issues Summarized
Variation between Design intent, the limitations of manufacturing
process envelope and the act...
Are You
 Overwhelmed Yet?
If You Aren’t, Then…

  YOU ARE NOT
PAYING ATTENTION
                                           ...
Sane Responses to the Economic
  and Competitive Challenges
 Invest in cutting-edge product, capabilities, and
 technology...
The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved




       What is Needed Is….
Business ...
The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved



   Risks and Issues Addressed
Return ...
Manufacturing: Cost Center or
  “Competitive Weapon”?
Common viewpoint of Manufacturing is that it is
  cost center, howev...
21
The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
22
The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved

                              The O-O-D...
The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved




Tying It Together - Observe
OODA    ...
The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved




       Tying It Together - Orient
  ...
The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved




Tying It Together - Decide
OODA     ...
The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved




        Tying It Together - Act
OODA...
The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved




                 Key Points:
       ...
The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved




  Design For Innovation in Manufactu...
DFIM Case Study Example
        Background and Trends
        A Practical Method for Designing For Innovation in
         ...
The Law of Ideality in Action

                                                                                   Clear Fu...
Computational Power

                     “Moore’s
                       Law”




                                       ...
Moore’s Law & the Law of Ideality
  S-Curves are located at every process change & successive generation (from 200mm to 30...
Step 1:
Identify Your Gaps and Solve




          The Way of Innovation
                                                 ...
Technology Trend Drivers
#1 TREND: The Increasing # of I/O in Intel
 Architecture; according to “Moore’s Law” which
 state...
Technology Trends Driving the Market
#2 TREND: With the increase in the # of I/O in IA; there are
 greater demands for mor...
Getting Over the Limitations
Step 1: Contradictions and Principles = Solutions Do the one thing that
  other typical compa...
Step 1: 1st Set of Contradictions Defined




Matrix+® Software | www.systematic-innovation.com                           ...
Step 1: 1st Set of Principles Suggested




Matrix+® Software | www.systematic-innovation.com                            A...
Step 1(cont.): 2nd Set of Contradictions Defined




Matrix+® Software | www.systematic-innovation.com                    ...
Step 1(cont.): 2nd Set of Principles Suggested




Matrix+® Software | www.systematic-innovation.com                      ...
Step 1(cont.): 3rd Set of Contradictions Defined




Matrix+® Software | www.systematic-innovation.com                    ...
Step 1(cont.): 3rd Set of Principles Suggested




Matrix+® Software | www.systematic-innovation.com                      ...
Step 2: “Game Changing” Concept Selection




                               略法
                  The Way of Strategy
    ...
Companies Use DFM&A to
            Achieve 4 Main Goals:
1.   Improve their products while reducing cost. Simplifying thei...
The Value Add of a VPT
     (Virtual Proto-Typing) Tool
"Customers often ask ‘what value does a re-work have for me’,
    ...
Profitability of DFM/A
DFM/A manages the mismatch between
  design and mfg process envelope, lowering
  overall product co...
Electronics Manufacturing VPT
       (Virtual Proto-typing Tool)
Flextronics uses Valor® as a
   BKM in managing the
   de...
The Key to VPT with Valor®
        http://www.valor.com/en/Products/CAM%20-%20Assembly%20(Trilogy).aspx


                ...
Double-Sided Silicon Devices-In-Board (DSSDIB)
– Embedded processors (current component designs
     using gold bumps or g...
Rigid Core
2 Plates A & B > Aligned with Pins > R.C. Through Holes Drilled or molded
        > Heat Pipe Cavity > Retainer...
Embedded Components
  Cu Thermal Plate > Silver Epoxy > Silicon Device
                                                   ...
High Density Interconnect Printed
    Circuit Board (HDI PCB)
  PCB Constructed > PCB mounted to respective half of Rigid ...
Final Assembly
All Components are S.M.T. > Heat Pipe & Condenser > Side A/B Joined


  S.M. Connectors w/
  Attachment int...
Final Assembled Unit
PCBA and thermal solution are an integrated package
Enhanced electrical performance
Efficient thermal...
Step 3 and 4:
System Evolution and
 NEXT step Analysis




      The Way of Innovation
                                   ...
Chasm Crossing?
                Ea




                                          Ea




                                  ...
Step 3: Advanced TRIZ Methods Used
  for Selecting the Best Strategies
 S-curve analysis helps to identify an idea’s poten...
System Dynamics
   The overriding importance of Evolutionary S-curves
Good    Measured or Main Parameter of Value


      ...
1st Stage of the S-Curve: Indicators and Recommendations
                                                   Indicators
New...
General Structure of the TESE
                                      Trend of S-curve evolution


                         ...
Risk Assessment of Technology Effort
  Technology Evaluation
        Criteria                                Me tric      ...
EvPot+® Software | www.systematic-innovation.com                           All Logo’s and Trademarks are the property of t...
EvPot+® Software | www.systematic-innovation.com                           All Logo’s and Trademarks are the property of t...
Trend Interaction Effects – Key Rule
                                                      Customer Expectation
          ...
EvPot+® Software | www.systematic-innovation.com                            All Logo’s and Trademarks are the property of ...
Conclusions and Results on DFIM™ and
             Innovation Agility™
(Systematic Innovation Methods Applied in Design and...
Author’s Bios Program Manager and the
Richard Platt: His previous role was as Intel’s Global Innovation
  Senior Instructo...
Who We Are:
The Strategy + Innovation Group LLC
           www.sig-hq.com
Sole Proprietorship: A confederation of Innovati...
Specific Services Include:
Innovation Infrastructure Development: Corporate and Industrial Innovation as a core
   compete...
Thank You For Your Time




                                                                                      71
  The...
References
 F. Langerak & E.J. Hultnick – IEEE Tr. Engg Mgmt, Feb. 2005
 A. Griffin – J. Proc. Innov. Manage., vol. 14, no...
Appendix
Additional Steps and
 Reference Material


                                                                      ...
Summary OF The Issues of NPD
Variation must be managed successfully
Waste must be removed in design and continually in pro...
Tying It Together: Observe
OODA Phase       OODA aspect                        DFSS or Lean Tool   Key Purpose
           ...
Tying It Together: Orient
                                                                                Analyze key prod...
Tying It Together: Decide

 Decide              Hypothesis Test               Confidence Intervals       Range of acceptab...
Tying It Together: Act

Act                implement                    Cell design             Re‐Set for maximum value
 ...
Technology Evaluation
         Criteria                           Metric                  Multiplier Ranking              ...
Risk Assessment of Technology Effort
  Technology Evaluation
         Criteria                          Metric            ...
Steps 5 and 6
For Strength & Value



                                                                                    ...
Design For Innovation in Manufacturing (DFIM)
Design For Innovation in Manufacturing (DFIM)
Design For Innovation in Manufacturing (DFIM)
Design For Innovation in Manufacturing (DFIM)
Design For Innovation in Manufacturing (DFIM)
Design For Innovation in Manufacturing (DFIM)
Design For Innovation in Manufacturing (DFIM)
Design For Innovation in Manufacturing (DFIM)
Design For Innovation in Manufacturing (DFIM)
Design For Innovation in Manufacturing (DFIM)
Design For Innovation in Manufacturing (DFIM)
Design For Innovation in Manufacturing (DFIM)
Design For Innovation in Manufacturing (DFIM)
Design For Innovation in Manufacturing (DFIM)
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Design For Innovation in Manufacturing (DFIM)

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Design For Innovation in Manufacturing (DFIM) and Innovation Agility Overview

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Design For Innovation in Manufacturing (DFIM)

  1. 1. The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved DFIM™ (Design For Innovation in Manufacturing™) & “Innovation Agility”™ Methods Next Generation Best Practices in New Product Development Presenter: Richard Platt [Formerly] Intel - Global Innovation PM & Senior Instructor for Innovation Methods [Currently] The Strategy + Innovation Group LLC – Principal 1
  2. 2. The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved Agenda Overview Issues: The Data and Why The Solution: Renewal NOT Revolution A Modified Framework for Action Case Study: Application 2
  3. 3. The Cost of NOT Managing Variation 100 Proactive Vs Reactive $ Engineering Exponential Change Notification 10 Cost Growth [in $1000’s] 1 n Product Life n io Re eld g pe tio in ll rif n ct ca ty Ve esig Fi Cycle aw du ica to o Dr o D Pr Pr Source: Confidential 3 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  4. 4. Project Efficiency vs. Effectiveness Want to be Here 4 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  5. 5. Most Problems Are Designed In Manufacturing Defects 20-30% Designed in Relative Cost and/or Difficulty Quality to Correct a Problem Problems 70-80% Relative Cost Concept Design Prototyping Production The Engineering Functions Have the Biggest Opportunity To Reduce Quality Problems and Achieve the Lowest Costs Through the Application of DFSS 5 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  6. 6. DFSS Leverage In Product Design 5% Overhead Cost Actual 5% Cost 30% Influence 20% Labor 15% Material 50% 70% 5% Design 6 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  7. 7. What Methods Enable an Increase in Speed and Growth? New Product Development (NPD) investments should impact: Speed to market Profitability Accelerating NPD Study of 233 Manufacturing firms 9 different NPD Acceleration approaches 7 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  8. 8. Key Results: Pioneers and Market Creators Pioneers have emphasis on either speed or profitability, NPD teams must choose their approach carefully if pioneering SCI LUI AST DFA TRE SST XFC VOC SOS 1.2 Listening to the customer / user is 1 both speedy and 0.8 more profitable 0.6 Profitability Beta No structure for Anything that 0.4 innovation, reduced increases speed profitability 0.2 is goodness 0 -1 -0.8 -0.6 -0.4 -0.2 0 0.2 0.4 0.6 0.8 1 -0.2 The Missed -0.4 Opportunity -0.6 Increase speed of Bureaucratic structures supplier response -0.8 can’t get speed -1 Matrixed groups help but still won’t overcome internal politics Speed Beta which slows speed 8 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  9. 9. How These Tools Compress Costs or Shorten Innovation Cycles CE: Concurrent Engineering, tears down the wall between design and manufacturing, enabling effective communication, even if the design team is external to the manufacturing group DFM/A: Product and Process cost reductions Lean: Process cost reductions Six Sigma / DFSS: Focus on the right problems to solve, design in more value to the customer, statistical design employed for more predictable quality, performance and reliability Systematic Innovation Methods / TRIZ: Solves the tough problems, the contradictions that no one else has solved, leaping up the S-curve or across to another s-curve altogether Rapid Prototyping: Check your hypothesis’ / concept during NPI, and sort out via testing and Lead User Involvement Lead User Involvement: Initial feedback on early product performance Customer Emphasis (VOC / MOC): Know this information and you setup your testing during the NPI phase to proactively address potential opportunities 9 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  10. 10. Limits of Continuous Improvement Methods as Core Competencies Commoditization of Product and Services is a constant downward pressure in most businesses Continued High Risk when your company and your competitors have stable, repeatable and reliable mfg processes Lowest Cost to produce is still an issue, margins at risk New product features / functionality needed to maintain profitability, which may be outside of current mfg envelope Differentiation between different company’s products by being a customer facing advocate in design Effective and typical strategy, BUT NOT a long term competitive advantage, assuming most competitors do the same, or just copy your features 10 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  11. 11. # of Increasing product performance and lower cost to produce innovations High Process Innovation curve Demand Driven Cost Driven Low Product Innovation curve Time 11 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  12. 12. Getting In Front of Your Competitors # of innovations High Process Innovation curve Demand Driven Cost Driven Pulling-In the development of the Process Innovation curve to coincide with the Product Innovation Curve increases margin sooner, TTP, shortens TTM, and lowers product cost with greater performance, reliability, and functionality than competitors products or processes that don’t use this methodology Low Product Innovation curve Time 12 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  13. 13. The Big Unspoken Issue for Corporate Managers Risk and Uncertainty Still Reign Cost Risk Market Adoption / Acceptance Risk Technology Risk Manufacturing Risk Design Risk Test Risk Integration Risk Risk De Jour…… CONCLUSION: Decision Making MUST be driven to the lowest level, and held accountable for managing the risk and uncertainty 13 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  14. 14. Impact of Corp. Infrastructure Corporate Infrastructure the Impact on Speed, Effectiveness & Efficiency is degraded, since it: Slows Down Speed of decision making Builds in Inefficiencies hamper significant process improvements Lowers the Effectiveness of Innovation management Corporation’s Typically are NOT setup to Integrate or Effectively Exploit Innovation Opportunities Even profitable ideas don’t make the cut Political element enters into decision making (away from data driven decision making – not focused on ROI of current resources) Inadequate / Insufficient / No resourcing or Training Momentum and Speed of implementation slowed or stopped Siloed efforts (not-holistic) RESULT: Few new Strategies to enable corporation into new markets and profitability, bureaucracy rules, if the top people, or the processes used in the middle are allowed to prevail in maintaining the “status quo” 14 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  15. 15. Risks and Issues Summarized Variation between Design intent, the limitations of manufacturing process envelope and the actual result (output = quality and reliability) is an exponential cost over time Individual Project Effectiveness and Efficiency is a balancing act, that directly impacts speed and profitability Problems that show up in the field are ‘designed in’ and the cost contribution is exponential in impact Continuous Improvement Methods provide benefit, assuming effective cultural integration / use (Pioneer vs. Market Creator) Continuous Improvement Methods lose competitive value over time Coinciding Product and Process Innovation Life Cycles is still “Undiscovered Country” Risk and Uncertainty still reigns, continuous improvement or innovation methods DO NOT fundamentally address this significant gap Corporate infrastructures and it’s intrinsic decision making, negatively impacts selection of innovative concepts, starving beneficial projects of needing funding 15 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  16. 16. Are You Overwhelmed Yet? If You Aren’t, Then… YOU ARE NOT PAYING ATTENTION 16 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  17. 17. Sane Responses to the Economic and Competitive Challenges Invest in cutting-edge product, capabilities, and technology initiatives that enhance market share and market cap. Deliver products that consistently meet customer, regulatory, and environmental demands Translate intellectual property into revenue generating products quickly. Monetization of patents is the key metric for measuring return on innovation. The Usual Response; “Yeah But…How?” 17 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  18. 18. The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved What is Needed Is…. Business and Engineering Processes needs a Renewal NOT a Revolution- build on strengths that are (for most anyway) This is not about cultural change that many make the mistake on, it is about augmenting the product and process engineering teams with what they already know. Current Economic conditions dictate need for an agility framework to overcome the tradeoff of speed, efficiency, accuracy and effectiveness tying in only the necessary methods of Lean, TQM, 6 Sigma, Systematic Innovation Methods, and any other relevant methods that achieve near term results. Deployed in a fashion that does not overwhelm the receiving organization. Not a complete Lean, 6 Sigma, or Systematic Innovation deployment but a phased-in approach 18
  19. 19. The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved Risks and Issues Addressed Return on Assets (ROA) management of current BU staff, resources and processes used to achieve results is a MUST do. (ROI of what you have now) Agile Innovation™ methods streamline the NPI process, “debugging” design and manufacturing issues. Combining Lean, TQM, 6-sigma and systematic-innovation methods breaks the tradeoff between Project effectiveness and efficiency Problems showing up in the field are better addressed real time when using stage gate After Action Reviews w/ team members during NPI phases, creating solutions to gaps in the rapid proto-typing phase and regression analysis testing Virtual Prototyping Tools MUST be used to “test” limits of the manufacturing envelope and then drive manufacturing and design engineering work as needed Continuous Improvement Methods MUST be applied intelligently based on the type of volume and variability of your business. Rapid Prototyping of new concepts is a MUST do in the virtual space + involving Lead Users (LUI) getting critical feedback to improve product before market release. Managing Risk and Uncertainty MUST be managed at the point of occurrence, at the engineering level; rapid proto-typing in the virtual space, and communication feedback loops by key team members is required for effective management BU management, 1-2 layers above design and manufacturing teams are REQUIRED to be involved in the strategic play of the team, (maximizing resource utilization) Review and accountability at the BU level of projects and programs, then feeds Corporate goals and directives. BU management provides “air cover”, not “duck and cover” 19
  20. 20. Manufacturing: Cost Center or “Competitive Weapon”? Common viewpoint of Manufacturing is that it is cost center, however… • Both Dell and Intel have demonstrated the advantage of “manufacturing and design excellence” as a “competitive weapon”. [author’s experience] • In the case of BMW turning manufacturing into a profit center. [author’s research] • Specifically it has been repeatedly demonstrated that using DFM/A tools are used as Rapid Prototyping tools, enabling manufacturing and design to work effectively, shortening the time to market and lowering product risk and uncertainty. [author’s experience] 20 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  21. 21. 21 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  22. 22. 22 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  23. 23. The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved The O-O-D-A “Loop” Quickly An Agility Framework understand Know what And be able what’s going to do to do it on Observe Orient Decide Act Implicit Implicit Unfolding Guidance Cultural Guidance & Control Traditions & Control Circumstances Genetic Heritage Analyses & Feed Synthesis Decision Observations Feed Feed Action Forward Forward Forward (Hypothesis) (Test) New Previous Information Experience Outside Unfolding Information Interaction With Unfolding Environment Interaction Feedback With Environment Feedback While learning from the experience 23
  24. 24. The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved Tying It Together - Observe OODA  DFSS or Lean  DFSS or Lean  key concepts taught or level of  Phase OODA aspect Tool Key Purpose Phase depth Measure competing alternatives,  Environmental  Check external  Concept  Unfolding  watch for changes.  What is the  Observe Scan & Takt Time  environments,  Development &  Circumstances necessary cycle time to keep up with  / Cycle time likely demand Set‐Up demand? Concepts only… Separate real  Measurement  signal data from  Measurement error vs reality,  Systems &  Outside  Measurement  Concept  sample size, probability theory.   Process  Information Error .  Are we  Development Variation, mean versus Targets.  Z‐ Capability  capable of hitting  Score, Cpk Analysis the targets? Align strengths with opportunities,  Outside  Competitive  Concept  SWOT Analysis Mitigate weaknesses aligned to  Information Analysis Development threats Actions planned  when key metric  Implicit Guidance  SPC & Control  exceeds action  common vs special cause, choose  Control Phase and Control /Reaction Plans limits.. Test for  right reaction! acceptable  variation 24 The Strategy + Innovation Group LLC | Author: Richard Platt
  25. 25. The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved Tying It Together - Orient DFSS or Lean  OODA Phase OODA aspect DFSS or Lean Tool Key Purpose Phase key concepts taught or level of depth Analyze key product  Simplify to key value propositions, list  or service for  them always! Create ordered &  Orient Analysis/Synthesis DFMA & 5S complexity and  Design/Analyze appropriate work areas, only what is  reduce it.  Orient  needed work areas Analyze potential  product/service risks  id & prioritize risks, work to reduce/  Analysis DFMEA Design/Analyze and plan course of  eliminate causes, effects (by redesign) action Analyze long term  This is a determination of robustness  Analysis Reliability Analysis conformance  Design/Analyze looking for a competitive edge over  potential alternatives (competition) Update expand  Y=f(x) power of knowledge, taught only  Regression &  model between  at a concept level, most engineers know  Synthesis ANOVA Model  Design/Analyze continuous &  this already.  batch to batch variability,  Building discrete variables quick ID of special cause batches Model  Just teach concepts of Sequential DOE,  DOE & Reliability  Building/Testing,  RSM DOE to find optimums or sweet  Synthesis Design/Analyze Model Building Model long term  spots in the processes / products… quick  conformance finds for operating and destruct limits Critical Parameter  Store and categorize  Introduction and show them Cockpit by  Synthesis Design/Analyze Mgmt system relationships Cognition software 25 The Strategy + Innovation Group LLC | Author: Richard Platt
  26. 26. The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved Tying It Together - Decide OODA  DFSS or  DFSS or Lean  key concepts taught or  Phase OODA aspect Lean Tool Key Purpose Phase level of depth common vs special  SPC &  Range of  cause, choose right  Hypothesis  Decide Confidence  acceptable  Design/Analyze reaction!  probability  Test Intervals variation theory, 67% vs 95% vs 99.7% Are Means  equal ?  Is  Hypothesis  slope non‐ Tests of significance,  Testing ‐ zero between  probability of being  Hypothesis  Tools  two  Design/Analyze right when deciding.   Test (ANOVA,  variables?  Probablistic Decision  Regression,  Are Discrete  Making. Chi‐Square) variables  independent? 26 The Strategy + Innovation Group LLC | Author: Richard Platt
  27. 27. The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved Tying It Together - Act OODA  DFSS or Lean  DFSS or Lean  key concepts taught or level of  Phase OODA aspect Tool Key Purpose Phase depth Cell design &  Cell Designs, pods, efficient supply  Re‐Set for  Act Implement Monument  Improve lines, re‐supply, dealing with  maximum value Management unmovable items Standard Work  Set‐up & Pull  Implement Improve Limits wasted inventory, WIP, etc & Kan Ban  value as needed Mass customization isn't possible  Shrink  without these tools.  The more  changeover  flexible you want to be, the more  Implement SMED & OEE Improve downtimes &  changeovers you need… Keeping  Optimize Uptime production machinery at  maximum or needed uptimes In detail but only if they need it.   Test for input‐ DOE, Robust  Many companies have in‐house  output  Design,  DOE courses, tied to rel. Model  Action/Test Relationships,  Optimize/Verify Reliability  Building, find operating and  Durability, Long  Testing destruct limits relative to  Term Durability competition 27 The Strategy + Innovation Group LLC | Author: Richard Platt
  28. 28. The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved Key Points: Key Points: When you’re doing OODA “loops” right, accuracy When you’re doing OODA “loops” right, accuracy and speed improve together; they don’t trade off. and speed improve together; they don’t trade off. A primary function of management is to build an A primary function of management is to build an organization that gets better and better at these organization that gets better and better at these things. things. 28
  29. 29. The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved Design For Innovation in Manufacturing (DFIM) Case Study: Integrated System Level Solution: Embedded Silicon within a Rigid Heat-pipe Core Technology Richard Platt [Former] SAL (Server Architecture Lab) Technology Development Program Manager For Server Board & System’s Technology All Logo’s and Trademarks are the property of their respective owners 29
  30. 30. DFIM Case Study Example Background and Trends A Practical Method for Designing For Innovation in Manufacturing (DFIM) Step 1: Issues, Contradictions & Principles Use DMASI or Template (available w/ proceedings) Our Step 2: ”Game Changing” Concept Selection Focus Rapid Proto-Typing Tools Validating Concepts Today Step 3: S-Curve & TESE Crossing the Chasm and Moving Up the S-Curve Step 4: Trends of Evolution Analysis Comparing Competing Engineering Systems Step 5: Patent Strength Analysis Determining Next Steps in development Step 6: Patent Level Analysis Determine the Level of contribution to the State of the Art Summary Conclusion and Q & A 30 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  31. 31. The Law of Ideality in Action Clear Functionality and Performance increases 10,000x the performance of a $1M mainframe in a $1K desktop in 45 years 1/1,000,000 the size; 1/10,000,000 the weight 1/1,000,000 the cost 10,000,000 X the performance and reliability 31 Courtesy of Intel The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  32. 32. Computational Power “Moore’s Law” 32 Courtesy of Hans Moravec The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  33. 33. Moore’s Law & the Law of Ideality S-Curves are located at every process change & successive generation (from 200mm to 300mm wafers, from 1.0u to 0.8u, and so on) MIPS $/MIPS 10000 Pentium® 4 100 Silicon Technology Processor 0.13µ Pentium ® III Processor 0.18µ Pentium® Pro 0.4µ 1000 Processor 0.25µ 10 Pentium® II Pentium® 0.6µ Processor Processor 100 1 0.8µ 1.0µ Intel486TM DX CPU Microprocessor 10 1.5µ 0.1 Intel386TM DX Microprocessor MIPS $/MIPS 1 0.01 1985 1989 1993 1995 1997 1999 2001 “Moore’s Law” correlates to the ‘Law of Ideality’ in TRIZ; Law of Ideality = All engineering systems, evolve over time, providing greater performance, functionality and benefit at lower cost and have less detrimental or negative aspects as a part of their design and manufacture. 33 Courtesy of Intel The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  34. 34. Step 1: Identify Your Gaps and Solve The Way of Innovation 34 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  35. 35. Technology Trend Drivers #1 TREND: The Increasing # of I/O in Intel Architecture; according to “Moore’s Law” which states that the # of transistors doubles on silicon devices every 18-24 months. This trend is driving the need for a enabling technologies to be developed for the individual device, (i.e. wafer level), as well as at the component level, board level and system levels to address the scaling challenges. INVENTIVE SOLUTION NEEDED TO ADDRESS: Increasing complexity & decrease in size vs. Thermal management and Manufacturability (I): Device Complexity vs. (W): Use of energy by stationary Object And (I): Area of Stationary Object vs. (W): Object Generated Harmful Factors 35 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  36. 36. Technology Trends Driving the Market #2 TREND: With the increase in the # of I/O in IA; there are greater demands for more power for supporting the devices, especially in the Server and Desktop product spaces (inventor’s background), as well as in the mobile and networking product spaces. INVENTIVE SOLUTION NEEDED TO ADDRESS: Increase in speed vs. Increased need to dissipate thermal energy (I): Speed vs. (W): Temperature Increase in thermal energy dissipation vs. small volumetric area. (I): Use of energy by a Stationary Object vs. (W): Area of Stationary Object #3 TREND: With the increase in the # of I/O in IA; the pitch of I/O balls both from die-to-package and package-to-board is shrinking INVENTIVE SOLUTION NEEDED TO ADDRESS: Decrease in size vs. Manufacturability (I): Area of Stationary Object vs. (W): Manufacturing Precision or Ease of Manufacture (I): Quantity of a substance vs. (W): Ease of Manufacture or Manufacturing Precision 36 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  37. 37. Getting Over the Limitations Step 1: Contradictions and Principles = Solutions Do the one thing that other typical companies can’t do, solve the contradictions, generate concepts, and then rapid prototype the concepts in the virtual space Systematic Innovation – http://www.systematic-innovation.com/ 37 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  38. 38. Step 1: 1st Set of Contradictions Defined Matrix+® Software | www.systematic-innovation.com All Logo’s and Trademarks are the property of their respective owners 38 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  39. 39. Step 1: 1st Set of Principles Suggested Matrix+® Software | www.systematic-innovation.com All Logo’s and Trademarks are the property of their respective owners 39 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  40. 40. Step 1(cont.): 2nd Set of Contradictions Defined Matrix+® Software | www.systematic-innovation.com All Logo’s and Trademarks are the property of their respective owners 40 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  41. 41. Step 1(cont.): 2nd Set of Principles Suggested Matrix+® Software | www.systematic-innovation.com All Logo’s and Trademarks are the property of their respective owners 41 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  42. 42. Step 1(cont.): 3rd Set of Contradictions Defined Matrix+® Software | www.systematic-innovation.com All Logo’s and Trademarks are the property of their respective owners 42 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  43. 43. Step 1(cont.): 3rd Set of Principles Suggested Matrix+® Software | www.systematic-innovation.com All Logo’s and Trademarks are the property of their respective owners 43 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  44. 44. Step 2: “Game Changing” Concept Selection 略法 The Way of Strategy 44 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  45. 45. Companies Use DFM&A to Achieve 4 Main Goals: 1. Improve their products while reducing cost. Simplifying their products, improve quality, reduce manufacturing and assembly costs, and quantify improvements. 2. Increase competitive advantage. They study competitive products, determine quality and quantify manufacturing and assembly difficulties, and create superior products. 3. Hold suppliers accountable. They use DFMA as a “should-cost” tool to predict costs, analyze and discuss supplier bids, and hold outside suppliers to best practices. 4. Utilize their DFM / A tools as Virtual Rapid-Prototyping Tools. By taking a slightly more aggressive angle on these tools they challenge their own notions of what works, what doesn’t, and where the design actually breaks the mfg / design envelope. CRITICAL Note: You can redefine the capabilities of a mfg envelope. But you can only properly evaluate the envelope’s capability by purposefully and consciously breaking the DFM & A rules. 45 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  46. 46. The Value Add of a VPT (Virtual Proto-Typing) Tool "Customers often ask ‘what value does a re-work have for me’, ‘what costs can it save me to follow the findings of your analysis’ Three different categories: 1. Critical - Impacts product reliability/cost significantly 2. Recommended - Impacts product cost 3. Design Improvement - Impacts product efficiency / documentation issues In this way the customer knows exactly what an improvement or change can help him to achieve" Source: http://www.evertiq.com/news/14609 46 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  47. 47. Profitability of DFM/A DFM/A manages the mismatch between design and mfg process envelope, lowering overall product cost Proof of DFM/A: (source: Boothroyd Dewhurst Inc) +100 case studies, actual results of DFMA methods and software. Taken in composite, these show how companies have used DFMA to achieve: Labor costs cut by 42% Parts reduced by 54% Assembly time cut by 60% Product development cycle time reduced by 45% Cost reduced by 50% Whitepaper on DFM/A case study benefits, click here 47 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  48. 48. Electronics Manufacturing VPT (Virtual Proto-typing Tool) Flextronics uses Valor® as a BKM in managing the designs that they get from their customers Even Flextronics calls it Virtual Rapid Proto-Typing See Article: http://www.evertiq.com/news/14609 48 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  49. 49. The Key to VPT with Valor® http://www.valor.com/en/Products/CAM%20-%20Assembly%20(Trilogy).aspx Valor’s has 2 tools known as Trilogy®, and Enterprise 3000 software suites Important to get the Valor Parts Library, it is the strongest part of the Rapid Proto-Typing (RPT) tool kit provided It’s an option, thus costs more, but the overall value you get, when using the methods outlined here far outweighs the costs from an ROI standpoint 49 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  50. 50. Double-Sided Silicon Devices-In-Board (DSSDIB) – Embedded processors (current component designs using gold bumps or gold wire) in PCBA’s w/ rigid cores MLB: Multi-Layer Board Bump contact pads Std Via (10mil drill/ 13mil fin) Embedded Thermal µ-Via (4-6mil buried & blind) Heat-pipe Cu thermal transfer plate Silicon Device (Processor) Silicon Device (Processor) Rigid Core – Al ? Silicon device Thermal conductive Adhesive/Grease Conductive Adhesive Silver filled Resin or Epoxy Standard trace for routing on outer layer Intel Patent Holder: Richard Platt Technology Development Program Manager 50 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  51. 51. Rigid Core 2 Plates A & B > Aligned with Pins > R.C. Through Holes Drilled or molded > Heat Pipe Cavity > Retainer Rails > Silicon Device cavities Through Holes Drilled into Rigid Core Silicon Cavity Alignment Pins Retainer Rails Note: NOT TO SCALE -- R.C. Thickness TBD Heat Pipe Cavity Cutaway Drawing Set—Not a manufacturing Flow! 51 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  52. 52. Embedded Components Cu Thermal Plate > Silver Epoxy > Silicon Device Silicon Device (Gold Bumped) Silver Epoxy Cu Thermal 52 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  53. 53. High Density Interconnect Printed Circuit Board (HDI PCB) PCB Constructed > PCB mounted to respective half of Rigid Core via alignment Pins and PCB registration holes Note: Surface Mount Components Only (includes I/O Connectors) Bare HDI Foil PCB mounts to Rigid Core 53 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  54. 54. Final Assembly All Components are S.M.T. > Heat Pipe & Condenser > Side A/B Joined S.M. Connectors w/ Attachment into R.C. Side A/B Join (Registration Apparatus TBD) Heat Pipe / Condenser Assembled into core S.M. I/O Connectors 54 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  55. 55. Final Assembled Unit PCBA and thermal solution are an integrated package Enhanced electrical performance Efficient thermal solution Increased reliability Low Profile Lowest Total Cost product Total Solution space = 70% Mfg & Assy process technologies + 30% product technology 55 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  56. 56. Step 3 and 4: System Evolution and NEXT step Analysis The Way of Innovation 56 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  57. 57. Chasm Crossing? Ea Ea La In La r r te ly no ly gg ad m m va ar aj aj op to or ds or rs te ity ity s r From the Book “Crossing the Chasm” by Jeffrey Moore 57 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  58. 58. Step 3: Advanced TRIZ Methods Used for Selecting the Best Strategies S-curve analysis helps to identify an idea’s potential and to match it with business objectives and available resources S-curve analysis allows one to understand what to do with a good idea – it gives recommendations for its strategic development S-curve analysis and Trends of Engineering System Evolution allow one to compare alternative ideas and to choose which one is better for the current environment and resources (analysis of the supersystem) Trends of Evolutions allows to compare alternative ideas and see what their strong and weak sides are 58 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  59. 59. System Dynamics The overriding importance of Evolutionary S-curves Good Measured or Main Parameter of Value Target Altered system Fundamental Limit of Capability Getting to the Target Requires a Change to the Eng. System Solve a contradiction Use another means Current system Evolve to other trend stages Poor Time 59 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  60. 60. 1st Stage of the S-Curve: Indicators and Recommendations Indicators New system, not yet on market Components from other systems, rather than custom components Integrates with super-system elements. The new system must change/adapt to the super-system Consumes resources not intended for it Number and magnitude of system modifications increase and then decrease almost to zero (like Darwin's Law – only the strongest systems win) System integrates with leading alternative systems Recommendations One should work with existing infrastructure and resources It makes sense to integrate the ES with systems that are leading at the moment Main efforts should be concentrated on identifying and eliminating bottlenecks that prevent the system from entering the market A forecast for supersystem development is required for systems that are in the 1st stage of evolution Profound changes in system composition and its components (up to switching to another principle of operation) are allowed It makes sense to develop the system with the intention of using it in one specific field - where the ratio of its advantages and disadvantages that are the most acceptable It is necessary to analyze physical and super-system limitations of development with the aim of finding out the degree of promise of an ES 60 60 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  61. 61. General Structure of the TESE Trend of S-curve evolution Trend of Increasing Ideality Trend of Increasing Trend of Trend of Completeness of Trend of Increasing Transition to the Optimization System Degree of Trimming Supersystem of Flows Components Trend of Uneven Trend of Elimination Trend of Increasing Development of of Human Coordination System Components Involvement Trend of Increasing Controllability Trend of Increasing Dynamicity 61 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  62. 62. Risk Assessment of Technology Effort Technology Evaluation Criteria Me tric Multiplie r Ra nking Notes / Comments need to bring in New Processes, such as HDI-PCB capability, rigid core technology w/ integrated heat pipes, all SMT solutions Ease of Manufacturability for connectors would need to be developed. Specialty Manufacturing (I have new IP I am generating for that.) Process Yes = 1; No = 10 1 1 would need to develop a prototype line 1st Materials stage: lab, lab = 1, prototype = 3, in house to get the capability up and prototype, development or development = 5, production = determine what the costs and issues would production? 7 1 1 be to dev elop into a HVM line. HDI is standard technology readily available Is material specialty or today. Aluminum rigid core can be done commodity? specialty = 5, commodity = outside --outsourced in the short term. 10 1 10 Comaparitive against one Do not personnaly know of any other project versus another. approach that attempts a higher level of Practical (least amount of Multiplier of other metrics w/in integration with the exception of Sun and effort for gain achieved) the technology evaluation IBM as comparitive systems criteria 1 1 Vendor known yes = 10, no = Grohmann Engineering known vendor - sole supplier 5. Sole supplier = 5, multiple suppliers = 10 1 10 Intel IP Y = 10; N = 1. Have IDF's already submitted last year to x-license from someone licensing or legal issues else = 5 Ability to x-license to others = 10 1 20 Total system cost would be lower and POR cost = 5, more than enables a more efficient thermal x-fer cost POR cost = 1, less than POR mechanism than what is used today. No cost = 10 1 10 need to entertain refrigeration as a solution Grohmann Engineering, Fraunhofer Insititute availability of engineering and others have seen this and believ that it e know-how (internal /external / is a viable approach with the manufacturing none av ailale) internal = 10, external = 5, capabilities that exist today. none available = 0 1 5 This would have to be a path pursued for a integration w/ VF Y = 10, No = 5 1 10 FOF model R&D resources av ailable Extremely controversial approach, and (internal/external/none internal = 10, external = 5, requires an new perspective on architecture available) none available = 0 1 0 and business model Characteristics of Disruptive Technology are: simpler, Is it disruptive technology? cheaper & lower perfoming. (Will this prov ide signifcant Yes = 1; No = 0, Generally competitiv e promise lower margins, not advantage/compelling value higher profits. Yes = 1; No = add to feature set) 0, Intel's main customer's can't use the technology and don't want it Yes = 1; No = 0, 5 X 5 25 IDF submitted Yes = 10; No = 1 1 10 62 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  63. 63. EvPot+® Software | www.systematic-innovation.com All Logo’s and Trademarks are the property of their respective owners Step 4: Current S-O-A of PCBA Technology Current State – Of the – Art for PCBA Technology 63 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  64. 64. EvPot+® Software | www.systematic-innovation.com All Logo’s and Trademarks are the property of their respective owners Step 4: New S-O-A of PCBA Technology New State – Of the – Art for PCBA Technology 64 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  65. 65. Trend Interaction Effects – Key Rule Customer Expectation Knowledge Segmentation Sense Controllability System X Winner-Takes-All Dimensionality Evolving the MBP(Var) Human Involvement system at the MBP(Sim) Rhythm highest level… Action Dynamization Sub A Sub B Sub C 1 Sub D etc 1 1 1 10 2 10 2 10 2 10 2 9 3 9 3 9 3 9 3 8 4 8 4 8 4 8 4 7 5 7 5 7 5 7 5 6 6 6 6 …may require something to ‘get worse’ Source: Darrell Mann at a lower hierarchical level 65 65 The Strategy + Innovation Group LLC | Author: Richard Platt Richard Platt The Strategy + Innovation Group LLC | Author: | All Rights Reserved
  66. 66. EvPot+® Software | www.systematic-innovation.com All Logo’s and Trademarks are the property of their respective owners Step 4:Side By Side Comparison Current State – Of the – Art for PCBA Technology New State – Of the – Art for PCBA Technology Showing significant value add using proposed technology There are clearly more Innovation Trends utilized in the new technology (EvoPot+ Rating: 40% Old vs. 70% New) Visual representation aids managers, engineers and end users in decision making by showing the value-add from a mfg process standpoint, & by extension potential quality impact issues, product performance and robustness 66 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  67. 67. Conclusions and Results on DFIM™ and Innovation Agility™ (Systematic Innovation Methods Applied in Design and Manufacturing) Systematic Innovation methods continue to be successfully applied in the manufacturing and process industry Samsung claims $1B in savings and benefits Intel results (2002 – 2006) est. $62M - $212M in manufacturing cost savings and benefits Process improvements that DFM/A (and other tools) integrated with Innovation methods provides the Greatest Unrealized High ROI opportunities for minimizing risk and uncertainty and helping to attain / sustain true competitive advantage CAI (Computer Aided Innovation) Tools alone DO NOT address the myriad issues of Risk, Uncertainty, or Resource Management challenges of NPI and market acceptance or adoption 67 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  68. 68. Author’s Bios Program Manager and the Richard Platt: His previous role was as Intel’s Global Innovation Senior Instructor for Innovation Methods. He worked for Intel for 10 years in the Design, Operations, Manufacturing, R&D, Technology Development and IT organizations of Intel. While at Intel he was awarded an Intel Manufacturing Excellence Award, and 5 Intel Divisional Recognition Awards, achieving certification as a TRIZ Expert®, a TEN3 Business Coach and as a Innovation Master® . He’s currently the Principal for The Strategy + Innovation Group LLC, a Corporate Privateering company, focusing on aiding SME’s (Small & Medium sized Enterprises), and selected OEM’s using his organization’s competencies in Innovation Management, Intellectual Property development, Change Agency and conducting Market Insurgencies. Dr. Sergei Ikovenko: Is one of leading consultants and project facilitators in innovation technology of design. He has conducted more than 700 courses on innovation and TRIZ (Theory for Inventive Problem Solving) topics for Fortune 500 companies worldwide. Dr. Ikovenko was the primary instructor to deliver corporate TRIZ training programs at Procter & Gamble (about 1,500 engineers trained during 3 years), Mitsubishi Research Institute (300 engineers), Samsung (300 engineers), Intel (200 people) and other companies. He is a primary Innovation instructor of Siemens Innovation Tool Academy, General Electric Global Research and TRIZ Innovation Initiative of Hyundai Motor. Joe Ficalora: is currently the principal of Joe Ficalora & Associates, serving DFSS and Lean Six Sigma client needs around the globe. He serves as deployment advisor, instructor and DFSS Master Black Belt at key clients including Medtronics, Fairchild Semiconductor, Boston Scientific, 3M, Osram-Sylvania, Tyco Electronics, and J & J. Mr. Ficalora was a partner/owner at SBTI, serving on the Board of Directors for SBTI, Inc., SBTI International, LLC, and Chairman of the Board for SBTI-China, their most successful global partner in growth and return on investment. His prior role was Architect and Program Manager for the Master Black Belt Program, the most profitable service offering for 10 years. He managed instructor coordination, program and course design, and was also responsible for personal mentoring and development for each Master Black Belt 68 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  69. 69. Who We Are: The Strategy + Innovation Group LLC www.sig-hq.com Sole Proprietorship: A confederation of Innovation and Strategy Specialists, with expertise in Semiconductor and Electronics assemblies, systems, processes, technology and physical architecture Established: September 2006 – Present A Corporate Privateering company specializing in Innovation Management and Strategy Strategy + Innovation Group, LLC (S+I G) works with partner organizations in business and government to establish, execute, and sustain programs involving innovation, intellectual property, rapid proto-typing, process improvement, and organizational change via Change Agents. S+IG leads identification and selection of innovation projects and opportunities within and without the client organization to drive both short and long term business and innovation objectives that result in the materialization of real ROI. 69 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  70. 70. Specific Services Include: Innovation Infrastructure Development: Corporate and Industrial Innovation as a core competency is built, cultivated and sustained not hired or bought. Innovation Instructor “train the trainer” training Innovation Methods Instruction, Coaching and Mentoring Innovation Pipeline and Systems Development Key operational indicators for improving success; “It’s not Failure, it’s Rapid Proto-Typing” Processes and procedures for Innovation and Intellectual Property Development Performance management systems “Change Agency”: Think “Under Cover Boss” who isn’t the boss, but the bosses personal undercover investigator and advisor who does the same thing. Change Agent Training: (Executive coaching, training and leadership development, 1:1 and Team based) M&A support: (investigation of issues, challenges, obstacles and barriers) Key Human-resource Investigation: (managing the internal iceberg of resistance to corporate change initiatives) Workforce optimization; (Skill analysis, retention and development of both informal and formal leadership A-list key players for transition in growth or contraction- Development of Corp. Samurai mind set) Mediation and Dispute Resolutions (Investigation, Analysis and Advice of root cause issues to assist teams when and where conflict is seen and unseen ) Corporate Privateering Operations for Hire: Guns for Hire in High-Tech, next generation alternative to “Red and Blue Ocean” Strategies Options and Opportunities ONLY discussed with clients on a Need-To-Know basis 70 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  71. 71. Thank You For Your Time 71 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  72. 72. References F. Langerak & E.J. Hultnick – IEEE Tr. Engg Mgmt, Feb. 2005 A. Griffin – J. Proc. Innov. Manage., vol. 14, no. 6, 1997b Contributing Authors: Joe Ficalora - Joe Ficalora & Associates Dr. Sergei Ikovenko - GEN3 Partners 72 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  73. 73. Appendix Additional Steps and Reference Material 73 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  74. 74. Summary OF The Issues of NPD Variation must be managed successfully Waste must be removed in design and continually in production Must balance each project to optimize efficiency and effectiveness You cannot succeed in product or process without innovation Successful Product Innovation hits the targets, requiring VOC, LUI Not every tool works in every situation Success in Markets require speed in decisions & knowledge Apply the Right tools To the Right Projects At the Right Time… 74 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  75. 75. Tying It Together: Observe OODA Phase OODA aspect DFSS or Lean Tool Key Purpose Unfolding  Check external  Observe Circumstances Environmental Scan environments Separate  Measurement  Measurement Error  Outside Information Systems Analysis from real signal data Outside Information SWOT Analysis Competitive Analysis Baseline analysis,  Outside Information VSM ID Waste ! Outside Information Time/Motion Study ID Waste ! Actions planned when  Unfolding Interaction  Control /Reaction  key metric exceeds  with Environment Plans action limits Actions planned when  Implicit Guidance and  Control /Reaction  key metric exceeds  Control Plans action limits 75 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  76. 76. Tying It Together: Orient Analyze key product or service for  Orient Analysis DFMA complexity and reduce it Analyze potential product/service  Analysis DFMEA risks and plan course of action Analyze long term conformance  Analysis Reliability Analysis potential Analysis Spaghetti maps analyze transport/travel waste Takt Time / Cycle time Supply vs demand times Update expand model between  Synthesis Regression Model Building variables Update discrete model between  Synthesis ANOVA Model Building variables Synthesis DOE Model Building/Testing Synthesis Reliability Model Building Model long term conformance Synthesis 5S Orient work areas Store and categorize system  Synthesis Critical Parameter Mgmt relationships 76 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  77. 77. Tying It Together: Decide Decide Hypothesis Test Confidence Intervals Range of acceptable variation Hypothesis Test SPC Range of acceptable variation Hypothesis Test ‐ Means  Hypothesis Test ANOVA Are Means equal ? Hypothesis Test ‐ Slope  Is slope non‐zero between two  Hypothesis Test Regession variables? Are Discrete variables  Hypothesis Test Hypothesis Test ‐ Chi Square independent 77 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  78. 78. Tying It Together: Act Act implement Cell design Re‐Set for maximum value implement Kan Ban Pull value as needed implement Monument managing Production Mgmt shrink changeover  implement SMED downtimes implement OEE optimum uptime Test for input‐output  Action/Test DOE Relationships Determine Durability  outside expected  Action/Test Robust Design environments Action/Test Reliability Testing Test long term durability Test for acceptable  Action/Test SPC variation Validate performance to  Action/Test Capability Assessment expected requirements Measurement Systems  screen validate incoming  ALL ALL Analysis info for validity 78 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  79. 79. Technology Evaluation Criteria Metric Multiplier Ranking Notes / Comments No cost benefit to BOM, process, test, silicon or platform costs = 1 Potential Unit Cost Impact cost reduction to BOM, process, test, silicon or platform costs = 5 Clear cost benefit to BOM, process, test, silicon or platform costs = 10 1 10 Technology dramtically changes the way Intel does business or introduces more business risk = 1 Implication to Business Manageable risks and Model changes to business model = 5 Technology lev erage or improv es business model or represetns low / mitigateable business risk =10 1 1 Technology does not Unknown. W ould need a full in depth demonstrate a return on finance analyst to investigate this. No inv estment = 1 Technology resources currently allocated to support demonstrates a potential Return on Investment return on inv estment = 5 Technology demonstrates a clear return on investment = 10 Yes, since you would dev elop this in-house and only select one of your customersw to work with on this to develop the prototypes Reasonable business risk to prov out the business model and the e technology. Business model now mov es to entire PCB being deliv ered to OEM, end- Yes = 10; No = 1 1 10 user, Technology is limited to 1 or 2 products and/or market segments = 1 ; Technology can be applied across market Applicability segments but is limited to either cpu or non cpu.= 5 Technology can be applied across market segments and cpu and non cpu.= 10 1 10 Technology is limited to 1 generation = 1 ; Technology can be applied across multiple generations but limited Scaleability segments = 5 ; Technology can be applied across multiple generations and segments = 10 1 10 Intel has v ery little control of I/P = 1 Intel will share I/P control technology I/P with supplier = 5 Intel owns I/P = 10 1 10 79 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  80. 80. Risk Assessment of Technology Effort Technology Evaluation Criteria Metric Multiplier Ranking Notes / Comments Technology will take 3 to 5 years to develop = 1 Technology maturity/ Time to Technology will take 2 to 4 development years to develop = 5 Technology will take 1 to 3 years to develop = 10 1 1 Technology will have limited benefit and is really an extension of existing technology =1 Technology Potential benefit will provide performance or cost benefit = 5 Technology will provide performance and cost benefit = 10 1 10 Technology may have significant reliable issues. Will require significant effort and >4 years develop = 1 Technology may have some Risk reliable issues. Will require moderate effort and 2 to 4 years to develop = 5 Technology may has no apparent reliable 1 1 52 80 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved
  81. 81. Steps 5 and 6 For Strength & Value 81 The Strategy + Innovation Group LLC | Author: Richard Platt | All Rights Reserved

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