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Time to market is crucial (Future by Semcon #1 2012)


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The race to get your products onto the market as quickly as possible has never been tougher. Fierce global competition for customers means that no one can afford to be slow. However, to become the fastest also means becoming the smartest. The right strategy to reduce the time to market is the key to success.

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Time to market is crucial (Future by Semcon #1 2012)

  1. 1. 1ULTRAFOGPUTTINGOUTFIRESWITHMIST1SHORTESTTIMETOMARKETWINSTHEPRIZE1 THEWORLD’SMOSTEFFICIENTELECTRICCAR–SMALLANDSAFEOnlinecustomersarechangingtheworld–MikeWalshexplainshowB SVERIGE PORTO BETALT PORT PAYÈFUTURESEMCON AB417 80 GÖTEBORGfuturebysemcon#12012 CUSTOMERSOFTHE FUTUR EAFTERWORKPONTUS LINDBERG:“Ironmanhastaughtmetofocus”About me“I like to work long-term with a clear focus onresults and discipline,both at work and in myfree time.At work,I work with pharmaceuti-cals at Semcon and in my free time I train andcompete in what has been called the world’stoughest sport – the Ironman triathlon dis-tance.I am 35 years old and I live with my girl-friend and four bikes in Hammarby Sjöstad inStockholm.”About my job“I have a Masters in Engineering,specialisingin technical biology and have recently starteda new assignment at AstraZeneca.Basically,it’s about developing tablets,making surethat the active substance is excreted in theright place in the body.”About Ironman“I was looking for a physical challenge, andbecause Ironman is the hardest thing to do,I wanted to try it.When I noticed that I wasgood at it and that I continued to develop,it gave me more energy and focus to con-tinue.In August 2011 I became the SwedishIronman champion. It was a great feeling.I started when I was 28, but I swam com-petitively when I was young, so I had someexperience from before. Most of my com-petitors are full-time professionals who hasbeen active in the sport since their teens, soof course I had some catching up to do. Onthe other hand, I continue to get better andbetter at the same time as many of my agehave already peaked.What I’ve learned from Ironman:“The great thing with Ironman is that it isso physically demanding.It inspires me towork towards long-term goals.My traininghas taught me to set challenging but realisticgoals,to have staying power and be able towork towards a goal without losing focus.Isee my job in the same way.“FACTS: IRONMAN/TRIATHLONThe triathlon is an endurance sport com-prising swimming,cycling and runningperformed back-to-back.There are differ-ent distances but Ironman is the toughestvariant,with its 3,860 metre swim,180 kmcycling and 42 km Pontus Lindbergwhat i do at work Civil engineer,technical biologyoffice Semcon,Stockholmwhat i do after work Triathlon,Swedish Ironman championcurrent challenge Getting into mynew assignment at AstraZeneca+A MAGAZINE ABOUTENGINEERING SERVICES &PRODUCT INFORMATION #1 2012
  2. 2. 2 FUTURE BY SEMCON 1.201242NEWANTIBIOTICSTHATSAVELIVESLytixBiopharmaisonthewaytosolvingoneoftoday’smajormedicalproblems–multi-resistantbacteria.Semconishelpingthecompanywithitsclinicaltrials.1 23ANTIBIOTIKA MOT RESISTENTA BAKTERIERPeptid LTX-109 fäster påcellmembranet.Baktespräninte fTraditcellendå fårresist47FOGPUTSOUTFIRESMOREEFFECTIVELYUltraFog’ssprinklersystemwithwaterfogisnotjusteffective–italsoreduceswaterdamage.Semconhashelpedwiththeirdevelopmentanddocumentation.22MEETSEMCON’SSHARPESTMINDSInSemconBrainsyouwillmeetAnnsofiNihlén,whoknowshowdrugsreactwithinthebody,DavidGillblom,whofocusesonsustainability,andKalleMag-nusson,whoco-designedtheVolvoV60.CONTENTS # 1.2012ARTICLES IN THIS ISSUE OF FUTURE BY SEMCONEDITORIALThe race against timeProduct development is moving fasterand faster. In order not to fall behindthe global competition, companies needto develop more products in less time,products that are also becoming more complex.Time is playing an increasingly important rolein this competition. Being first has become in-creasingly important in a world where custom-ers choose the most affordable and best prod-uct, regardless of where it originates.AT SEMCON we have over 30 years’experience ofhelping our customers with this challenge – toget the best product onto the market as quicklyas possible. In this issue of Future you can readmore about the importance of what is known astime to market and the methods that can helpyou win the race against the clock.WE ARE ALSO proud in this issue to take youwith us on assignments with companies suchas Getinge, Gordon Murray Design, Lytix, UltraFog and Forsmark. Medical technology, vehicles,pharmaceuticals, fog sprinkler systems and nu-clear power. No challenge is too difficult for us.ON 26 APRIL I hand over the baton to MarkusGranlund, who will become Semcon’s newCEO. You can read more about him on page 51.­Semcon’s nomination committee has proposedthat I return to the post of Chairman of theBoard. I would like to thank our customers andemployees for four wonderfully exciting andeventful years as CEO and I look forward to fol-lowing the future development of both Semconand our customers. 1KJELLNILSSON–CEO,SEMCON26SMALLCAR,GREATSAFETYGordonMurrayDesignhastakenarevolutionaryapproachtoautomo-tivedevelopmentwithitsT27electriccar.AlongwithSemcon,theyhavealsomadeasmallcarverysafe.32THECONNECTEDCONSUMEROFTHEFUTUREYoungpeopletodaydonotrecognizea­lifewithout theinternet.ConsumerexpertMikeWalshtravelstheworldtoseehowthisphenomenonaffectsfutureconsumption.FUTUREBYSEMCONINYOURIPADLook for“Semcon”in App Store
  3. 3. FUTURE BY SEMCON 1.2012 3Website: Letters: Future by Semcon, Semcon AB, 417 80 Göteborg, Sweden. Change of address: Publisher: Anders Atterling. Tel: +46 (0)70-447 28 19, e-mail: Semcon project manager:Madeleine Andersson. Tel: +46 (0)76-569 83 31, e-mail: Editorial production: Spoon. Editor:Katarina Misic. Designer:Mathias Lövström.Website: Repro: Spoon Printing:TrydellsTryckeri,Laholm.Translation:CannonSpråkkonsult.ISSN: 1650-9072.FUTURE BY SEMCON 1.2012 36TheproductraceDevelopinggoodproductsisnotenoughwithtoday’sglobalcompetition.Youmustalsomakesureyou’refast.Futurelooksatwhytimetomarketcouldbeyourmostimportantchallenge.
  4. 4. 4 FUTURE BY SEMCON 1.201224PAGEPEOPLE #1.2012PEOPLE IN THIS ISSUE OF FUTURE BY SEMCON26PAGEprofessorgordonmurray,ceoandtechnicaldirector,gmd,englandHowimportant istimetomarket forelectricvehicles?“It isprobablymoreimportant forelectricvehicles thaninternalcombustionenginevehiclesbecauseyouhave tosettleon thebatterytechnologyand thepowerelectronicssystemyouaregoing touse,and these technologiesaremovingalongat quitearate.Thereismorepressurewithbatteryelectricvehicles tocapture thecurrent technol-ogyandget it out there.”Getting products to market faster is becomingincreasingly important. Meet some people in Futureby Semcon speaking on the subject of time to market.anderspettersson,globalproductmanager,loadingequipment,getingeinfectioncontrolab,getinge,swedenHowimportant isit tobefirst withaproduct inthemedicalsector?“Ourindustryhaslonglead timesandisless technology-intensive than theautomotiveindustry,forexample.It iscontrolledbyregulationsandit isdifficult fornewplayers toenterthemarket.Getingeisaleaderinitsfield.WhenweproducedournewSMARTproducts,wecoulddistanceourselvesfurtherfromourcompetitors.”annsofinihlén,pharmacokineticist,semconstockholm,swedenHowcanyouhelpcustomersinthepharmaceuticalsectortoreducetheirtimetomarket?“Alot ofit isabout strategy.Wekeepadvisingourcustomers touse theright skillsandmaketheright studiesat theright time.Selecting theright patient group to test drugson,andrunningmultiplestudiesinparallelmayalsobeways toreduce time tomarket.”16PAGE
  5. 5. FUTURE BY SEMCON 1.2012 5heddawold,clinicaltestingmanagerandprojectmanager,lytixbiopharma,oslo,norwayHowisthepharmaceuticalsectorworkingtoget productsout faster?“Verygoodplanningis themost important thing.Forsmallbusinessesit isimportant topurchasequalityservicesfrompartnerswhowecan trust.Electronicdatacollectioninclinicalstudiesmayprovideanimportantadvantage.Onaverage,it savesbetweenoneand twomonthsperstudy,whichcouldlead toadrugbeinglaunchedsixmonthsearlier.”davidgillblom,sustainabilityandhmiengineer,semcongöteborg,swedenMoreandmoreproductsarebeingproducedfaster–canyou­combinethat trendwithaperspectiveonsustainability?“Right nowIhave tosayno.In thefutureIamconvinced that it willbepossible.I hopeso.But it dependson theproduct,theprocessandenergy.If theproduct isfullyrecyclablewithout losingqualityduring theprocessit ispossible.We’renot thereyet withcomplexproducts–it’sstillmostlyavisionsofar.”kallemagnusson,vehicledesigner,semcongöteborg,swedenIsit possibletostreamlinethedesignprocesswiththingslikecarswithout losingcreativity?“Yes,but youhave to thinkof thedesignprocessasagiant machine.Inorder tobeable tostreamlineit,youhave tohaveveryclearspecificationsfrom theclient at theoutset.Thenit canmovemorequicklyfromconcept toproduction.”25PAGE42PAGE22PAGE
  7. 7. THEFASTESTWINSTherace toget yourproductsonto themarket asquicklyaspossiblehasneverbeen tougher.Fierceglobalcompetitionforcustomersmeans that noonecanafford tobeslow.However,tobecomethefastest alsomeansbecoming thesmartest.Theright strategy toreducethe time tomarket is thekey tosuccess.TEXT PETER HAMMARBÄCK & KATARINA MISIC PHOTOS PAUL BRADBURY, MIELE,SCANIA, MANU FERNANDEZ, ISTOCKPHOTO & ROINE MAGNUSSON FUTURE BY SEMCON 1.2012 7
  8. 8. 1JUNE2006After 26 years, Olli-PekkaKallasvuo had finally realisedhis dream. As of now, he wasCEO of the world’s largesttelecommunicationscompany, Nokia. Then, theformer rubber and papermanufacturer posted a record profit of EUR 7.2billion, and despite a smaller market share inthe US, nothing looked like hampering thecompany’s continued dominance. Just a coupleof years later, Nokia’s shares had plummetedby 66 per cent and its sales by 88 per cent.The start of Olli-Pekka Kallasvuo’s nightmarecould be traced back to one moment: 9 January2007, when Steve Jobs introduced Apple’s firstiPhone with the words“today Apple is goingreinvent the telephone”. In 2011, Apple overtookNokia as the world’s largest manufacturer ofsmart phones (Nokia is still largest in terms oftotal mobile phone sales). The year before, theiPhone topped the sales charts in Nokia’s homemarket, Finland, a particularly painful setbackfor the Finnish national symbol.In 2007, when Apple revealed its iPhonewith its touchscreen, Nokia models still had12-key keyboards. When Nokia introduced itstouchscreen the following year, they still hadmenus designed for their old models. Whattook two or three steps to do on an iPhonetook four or five steps to do on a Nokia.IN 2008, Olli-Pekka Kallasvuo realized thatcompetition from the iPhone would not goaway. Despite several experiments with newmodels, Nokia continued to lose marketshare, sales and credibility in the smartphonemarket. In September 2010 Kallasvuo wasreplaced by former Microsoft boss StephenElop, the company’s first non-Finnish CEO.He quickly scrapped Nokia’s Symbian operat-ing system and allied them with Microsoftand their Windows Phone operating system.The first Windows Phone model was pre-sented in late 2011.It took Steve Jobs two and a half years to bringthe iPhone onto the market in 2007. It tookNokia over four years to produce somethingthat could be considered a worthy competitor.Meanwhile, Nokia has lost a staggering EUR 60billion in market value since 2007. Whether thecollaboration with Microsoft will finally reverseNokia’s decline remains to be seen.“The market is changing. The whole smartphone data transformation is a window thatwill last for one or two more years. Then themarket will be saturated. The question is: canNokia and Microsoft come up with relevantphones fast enough?”says Pal Zarandy of theFinnish strategy company Rewheel to the NewYork Times.The key word for both Nokia’s failure andthe company’s potential comeback is speed.Olli-Pekka Kallasvuo did not succeed quicklyenough and with the right products in re-sponding to Apple’s revolutionary telephone,and when his replacement Stephen Elop tookup the reins in 2010, the focus was on bringingnew models onto the market faster, through analliance with Microsoft, in order to make thewindow mentioned above by Pal Zarandy.“By using Microsoft’s operating system,Nokia has trimmed its time to market for newhandsets by two-thirds,”said Elop to the NewYork Times, in conjunction with the launch ofits first Windows Phone model.In a world where consumers are continuallylooking for the latest thing, a fast time to mar-ket is a high priority. No consumer who canafford it wants to buy last year’s mobile phone,car or even dishwasher. New models create at-tention, which will hopefully lead to importantmass media coverage for the product. Neitherdoes any company want to spend more moneyand time than necessary in developing andmanufacturing their products. Whether it isabout reducing time in the manufacturing pro-cess or in product development, ensuring thatthe product reaches the consumer and startsgenerating revenue is everything.HOWEVER, this hasn’t always been the case.Thirty years ago, companies like Polaroid,Xerox, IBM and Ford could thrive on long de-velopment cycles, high stock levels and a highpercentage of their products being remodelled.Capital and scale decided the winner. Now thatthe internet and globalization are part of every­one’s daily life, the way companies competewith each other has changed. Reaching thecustomer first with the right products at the“The capacity to reachthe market first – orto copy quickly – isessential.”Dan Markowitz, time to market expertFOCUS:TIME TO MARKETWhat is time to market?Timetomarket(TTM)isdefinedasthetimeit takesfromwhenaproductconceptiscrea­teduntilitisavailableforsale.Theshort-erthetime,thefasteracompanycanmakemoneyontheirproductandhopefullytakesignificantmarketsharefromcompetitors.+8 FUTURE BY SEMCON 1.2012
  9. 9. lowest possible cost has become what separatesthe winners from the losers. The Americantime to market expert, Dan Markowitz, a resi-dent of Apple’s home state of California, saysthat the time from idea to finished pro­duct isof paramount importance for a successful busi-ness in today’s fast moving economy:“Time to market is crucial today. In aglobal economy, with immediate and freely-accessible communication, any company cancopy another company’s ideas and productscheaply. The capacity to reach the market first– or to copy quickly – is essential.”The importance of launching productsquickly is highly dependent on the typeof market in which the company operates.Anders Richtnér, head of research at the de-partment of business and management at theStockholm School of Economics, believes thattime to market is most important for thosecompanies who need to get more and moreproducts onto the market, have low profitmargins and also who invest a lot of capital inproduct development.“These companies have to bring out theirproducts very quickly. If you operate in a sec-tor like this, it is automatically difficult tomake money,”he says.Another key factor in the greater focus ontime to market is the increasingly intenseglobal competition.“Today, large corporations are trying tocreate a global market. So they have to battleagainst many more competitors, as there area lot of companies in the same market. Manymanufacturing companies try to create a tem-porary monopoly for a new product, but thewindow for this is getting smaller. It’s verydifficult to achieve a temporary monopoly ona global level nowadays,”says Richtnér.Achieving this coveted temporary mo-nopoly brings two advantages: a good chanceof high sales initially, and the opportunity tocharge a higher price for the product becauseno one else is offering the same thing. How-ever, again, the possibility of achieving such amonopoly has become increasingly difficult.A Dutchman buying a new flat screen TV isjust as likely to buy a Korean LG as a domes-tic Philips. A Finn looking for a new phonemight go for HTC’s new Sensation modelfrom China, even though he grew up withNokia telephones. And an American think-ing of buying a car could soon drive home anIndian Mahindra SUV, manufactured in Korea,instead of a Ford from Detroit. In Mafia circlesthey would call this a‘lack of loyalty.’In thiscontext, we talk about customers’ ‘increasingsophistication’:“Consumers have become more sophis-ticated, more demanding,”says Richtnér.They have more knowledge about what theyare buying, they compare different productsand know what is on its way out. Neither isit certain that a product that works well inScandinavia will sell equally well in India.Companies have to look at volume on a globalbasis, while providing product diversity at alocal level.OF COURSE, the question everyone is strug-gling with is: how to get your products ontothe market faster? The answer is complex androoted in the importance of time to the par-ticular industry you work in. There are manymethods, and the one you choose dependsas much on the prospects for the industryyou operate in as the objectives you pursue.However, when considering time to market, itis almost impossible not to start with Toyotaand their Lean philosophy, which took themto the top of the automotive industry.“I am a committed supporter of leanproduct development in order to cut time toNokia’s former CEO,Olli-Pekka Kallasvuo,presents a new model at the telecoms trade show inBarcelona,on 12 February 2008,almost a year after the iPhone was launched.It will be 2011 beforeNokia can exhibit,according to experts,a worthy competitor to the iPhone.By then Olli-PekkaKallasvuo will no longer be with the company.FOTO:MANUFERNANDEZ/SCANPIXFUTURE BY SEMCON 1.2012 9
  10. 10. Withcertainprojectsit isex-tremelyimportant that theproduct comes tomarket ataparticular time.Project managerJo-hannaGrimmefält worksonprojectslikethis,currentlyforalargemedicaldevicecompany.Thekey tosuccessisinvestingenergyintoplanning theproject anditsproductionprocesses.“Bymakingit clearhowaprocessshouldwork,youcansavealot of time,”shesays.Herexperienceinimplementingleanproductionhasbeengained throughthemanyprojectsshehascompletedforvariousclients.Essentiallyit’saboutgooddocumentationandsubsequentlyrefining themethods that hasshown tobeeffective.Thisaccuratedocumenta-tionmakesit easy toidentifywhat canbeoptimized.“It takesboth timeandknowledge towriteprocessdescriptions,but yougetalot out ofit.If thereisdocumentation,otherprojectsin theorganizationcanuse thesamemethodand thenobvi-ouslyalot of timecanbesaved.”ForJohannaGrimmefältleanproductionistheanswerPlanninganddocumentationareJohannaGrimmefält’stoolsformanagingtimetomarket.Bymakingprocessesleaner,shehelpsherclientsbringtheirproductstomarketquickly.TEXT JONAS FRANZÉN  PHOTO NICKE JOHANSSONTHESPECIALISTJohanna GrimmefältTitle: Project ManagerOffice: Semcon,Göteborg,SwedenIt’snot just about documentinghowit went,but alsoabout howaprocessshouldproceed.Certainprocesses thatshouldbeclearlydocumentedinad-vanceare theinternalchainsofapproval.Evenbefore theproject starts,it has tobeclearwhowill take thedecisionsandwhen theyare tobemade.“Thechainsofapprovaldon’t neces-sarilyhave tobeshort,but theyshouldbefast,”sheexplains.Another thing that isimportant toensureyoufinishon timeis toget thesuppliers todeliveron time.Therecould,forexample,bedeliveriesofmachinesandmaterials that areessentialinordertostart production.Youcanalsousedifferent methodshere.Oneis toallowpeopleat different levelsof thecompanytohavedirect contact.“Ifaseniormanagerphonesandaskshow thingsaregoing,thisdemonstratestheimportanceof theproject.It hasaguaranteedeffect,”shesays.Sheisconvinced that it pays toplananddocument,just asalackofplanningcancauseproblems.“Unlesseveryoneworkingon theproject,bothinternalandexternal,isinagreement about theprocessright upuntil theproduct isfinished,thewholeproject isat risk.Leanhassomethingforeveryone.”110 FUTURE BY SEMCON 1.2012
  11. 11. market. Just look at Toyota: they have longbeen able to develop cars within three years,compared to five years for the Big Three car-makers in Detroit. For a complex product likea car, 40 per cent is a fantastic reduction intime to market,”says Dan Markowitz.The Toyota“lean”concept is nothing newfor most people with the slightest interest inthe manufacturing industry. A short sum-mary of this Japanese production theory: findall errors immediately and eliminate every-thing in the production process that does notcreate value for end users.“Many companies try to copy Toyota’s leanapproach, but this often just ends up witha couple of nice PowerPoint pictures aboutworking more effectively, and not much more.Toyota is absolutely outstanding and it still hasan enormous advantage. They are lean in theirwhole way of thinking and being,”Richtnér says.THE AUTOMOTIVE INDUSTRY has been forced tobe innovative in finding ways to launch theirproducts more quickly and cheaply, rang-ing from standard platforms used for severalmodels and facelifts of existing models to ex-tend their lifetime, to previously unthinkablealliances where bitter rivals work together todevelop costly new technologies. However,success is often determined before thesemeasures are taken.“Ultimately, vehicle manufacturers needto make decisions about which products toinvest in, and then carry out those decisions.In the automotive industry there are so manypossible development paths, so it is even moreimportant to do the right things. It may soundsimple, but it is difficult when you have aproduct that won’t come onto the market forthree years. Then it mustn’t fail,”says StefanOhlsson, head of Automotive RD at Semcon.One company that has had to make a lotof decisions in a short time is Volvo Cars.Since the company was sold to the Chinesecompany Geely in 2010, CEO Stefan Jacobyhas had a lot to do. However, how things arereally going for him and the company can’t begauged by this year’s results. We won’t knowuntil 2015.“I think I can safely say that no carmanufacturer in history has so dramaticallychanged its methods from one generationto another as we are doing now. With a newplatform, new engines and new models, wewill be a completely different company inabout three or four years,”he said in an inter-view in Veckans Affärer.The long product development timesnaturally provide considerable opportuni-ties to save time throughout the process. Areport from the analysts Oliver Wyman showsthat focus on reducing time to market has thegreatest impact on stimulating performancewithin product development: reducing timeto market has an impact of 25–50 per cent,compared to cutbacks in RD at 14–30 percent and reduced unit costs with an impact of2–11 per cent.If a car manufacturer decides to increase itsrange from 10 to 15 models, the question is:how to do it most effectively? One way is todo everything yourself and increase resourcesat every stage, which is a risky move in theautomotive industry, as it is sensitive toeconomic conditions. Another way is to limityour own scope and let others do the work.“Outsourcing development projects topartners such as Semcon has a much greatereffect on both time to market and total costthan other measures, something that all themajor car manufacturers have begun to realize.If we can reduce product development time byjust a few months, this means big profits forour customers,”says Stefan Ohlsson.An area where time to market will be criti-cal in the next few years is environmentaltechnology. The fact that Toyota producedthe first hybrid car, the Prius, gave them abig advantage in the market, one that is stillnoticeable even though the car was launchedin 1997. Whoever is first to take the next leapin areas such as electricity, hybrid and fuelefficiency will gain significant market share inan already competitive car market.And it’s not just in the automotive indus-try that companies are competing to be firstto market with new environmental technolo-gies. In the cleantech industry, time to marketis also one of the most important challenges.Whoever manages to develop even cheaperand more energy-efficient solar panels, windturbines, biofuels or hydropower will have agreat head start on their competitors.THE AUTOMOTIVE INDUSTRY’S capacity for inno-vation in terms of time to market is attractingcovetous looks from several directions. Twoquirky collaborations seen in recent years havebeen between the pharmaceutical manufac-turer AstraZeneca and Jaguar Land Rover, andbetween GlaxoSmithKline and McLaren. Inboth cases, the aim is for the pharmaceuticalcompanies to learn from the automotive in-dustry’s speed of innovation and production.The golden days of the pharmaceutical in-dustry, when big sellers like Losec and Lipitorbrought huge profits, are over. Nowadays, theindustry is struggling with expired patents,a lack of new big-selling products, increasedcompetition from generic companies, andincreased regulatory demands on new drugs.In this context, a mere 10 per cent of drugstested on humans becoming revenue-gener-ating products is not good enough. Further-more, original concept to launch normallytakes around 10–15 years.“The automotive industry has been througha huge number of structural changes yet isstill a hugely innovative sector and a growthindustry in many countries and for manyplayers. This is something that others canlearn from,”Vivian Hunt of the consulting“For a complex product like acar, 40 per cent is a fantasticreduction in time to market.”Dan Markowitz, time to market expertFOCUS:TIME TO MARKETFUTURE BY SEMCON 1.2012 11
  12. 12. 12 FUTURE BY SEMCON 1.2012company ­McKinsey told Reuters.According to Porsche Consulting, averageproduct development time in the automotiveindustry has fallen by 28 per cent in recentyears, while in the pharmaceutical industry ithas risen by 31 per cent over the same period.“In terms of production costs, the auto-motive industry may be a model for otherindustries. The amount of high tech that isoffered at affordable prices in today’s cars isremarkable,”Reto Hess of Credit Suisse Pri-vate Banking told Reuters.AN INDUSTRY WITH completely different devel-opment cycles to the automotive and phar-maceutical industries is the fashion industry.Again, there is a huge focus on getting theirproducts onto the market quickly, but it’s acase of weeks rather than years. One exampleis the Spanish fashion chain Zara. The clichéabout Spaniards having a‘mañana mañana’mentality feels far from the truth and unde-served when you hear about their productionprocess: from the original sketch it only takesa couple of weeks until the garment is in theshops. This method is based largely on verti-cal integration – that is to say that Zara ownsthe entire production chain: from the designdepartment, through factories, right up to thestores. Zara outsources less than many of itscompetitors in the fashion industry, resultingin shorter lead times.The financial cost of keeping it all‘in thefamily’is, however, higher, not least becauseof higher labour costs in Zara’s factories inEurope compared with Asian outsourcers. ButZara’s calculations seem to indicate that it isworth it. The design department in A Coruña,consisting of 200 people, designs 40,000garments each year, of which over 10,000become physical items. This is far more thanmost competitors. Through the internalnetwork, patterns are sent directly from thedesigner to the factory, which is often locatednearby. Within days, the garments are put to-gether. Within two weeks they are hanging inthe stores. Zara’s production process meansthat a garment is often discontinued when theFOCUS:TIME TO MARKETwaystoimprovetimetomarket8A car worker in theToyota factory,working according to Lean.1 SIX SIGMAAmethodologydevelopedbyMotorolain the1980s.Lessfocusonlogistics thaninLean,moreemphasisonstatistics,measurement andleader-ship.About eliminatingvariationinprocessesformaximumefficiency.Veryhierarchical.2 “THE PLATFORM MODEL”It takesalong time toreinvent thewheelbeforeeachproductlaunch.Com-panieswhofindaplatformfromwhichtolauncharangeofproductshavealot togain.Newflavoursofcarbonatedwaterareoneexample.Thebottleisthesame,thecontent is99percent thesame,but withanewflavourandlabelit becomesanewproduct tomarket.3 LEANDevelopedin theautomotiveindustry. Fordwasanearlyadopterofassembly-lineproduction,but todayLeanisassociatedwithToyota.Involveseliminatingeverythingin theproduc-tionprocessnot creatingvalueforendusers,andincorporating“just in time”deliveries..4 PARTNERSHIPStrongpartnershipswithasharedagendaareeverythingindevelopmentprojects.Apartnercancontributewithskills that youdon’t haveinyourowncompanyorreinforcewithmoreman-powerinkeyareasand thusget thejobdonefasterandwithbetterquality.There are many methods for getting productsto market quickly.Future by Semcon has listedsome of the most common.PHOTO:ISTOCKPHOTO
  13. 13. clothing giant would actually have been ableto sell more of it. However, this same methodleads to the fashion retailer coming out withnew products all the time, leading to custom-ers returning to the shops more often.“They have created a feeling of anticipationin their customers, who want to snap up newitems before they sell out. It keeps sales highthroughout the year, while keeping costlyprice reductions to a minimum,”the analystKris Miller told Bloomberg Business Week.It’s hard to talk about the subject of timeto market and not return to the example ofApple. Time and time again they have shownhow a product can change an entire indus-try, whether we’re talking about computers,music, telephones, tablets or TV. Apple wasnever the first company in these markets, butonce they decided the focus of their product,they were quick to develop it and leave com-petitors behind.THIS SPEED HAS been achieved in several ways.Firstly, due to the clear leadership of for-mer CEO Steve Jobs. The story of how Appledeveloped the iPad is a prime example of thisclarity. After having come across a Microsoftemployee at several dinners, who braggedabout how good their Windows tablet wouldbe, Jobs decided to show what a tablet couldreally do. He gathered his team and gave themthe instruction:“I want to make a tablet, and it can’t have akeyboard or a stylus.”Another key factor in Apple’s speed is theirability to link to resources outside of Apple,so-called‘open innovation’. For example, theiPod was taken from concept to prototype ineight weeks and to finished product in sixmonths thanks to engaging external resourc-es to develop both software and hardware.Instead, Apple focused on its core business:­ergonomics, design and the ability to under-stand customers’expectations.Vertical integration, lean, open innova-tion, standardization and platforms, externaldevelopment assistance – all of these methodshelp companies save both time and money.However, many industries and companies havealso reached a certain plateau in their quest toimprove time to market, having streamlinedfor a long time. For these companies, productdevelopment has reached the same phase the100 metres sprint. You can shave a hundredthhere and there by coming out of the startingblocks a little faster, improving your finish,trying new shoes and clothing to reduce airresistance, and so on. But on the whole, thereis not much to streamline. A few hundredthsof a second each year are gained, but not muchmore. Then suddenly, a Usain Bolt comes alongand finds ten hundredths in a perfect race.IN RECENT YEARS, computer simulations havebeen responsible for a‘Usian Bolt effect’within product development. When compa-nies started to test their products virtuallyinstead of physically it meant that time to“My advice is to stop for amoment and clear up some otherstrategic issues, firstly: what arewe competing with? Where willwe become profitable?”Anders Richtnér, Stockholm School of EconomicsFUTURE BY SEMCON 1.2012 135 SIMULATIONDifferent typesofcomputersimulationfacilitateandspeedup thetestingofnewproductsormanufactur-ingsystems.Withsimulation,youcanunderstandearlyonhowproductsandsystemswillbehavein therealworldandfinderrors that wouldotherwisehavecauseddelays..6 “OPEN INNOVATION”Apple’sSteveJobswasakeenad-vocateof‘stealing’goodideasfromoth-ers, or‘openinnovation’,asit ismorepo-litely termed.Theconcept waslaunchedin2003andinvolvescompaniesusingexternalideas,innovationsandpracticesaswellasinternalones,toachievemoreeffective technicaldevelopment.7 AGILE METHODSTheagileapproachisusedprimar-ilywithsoftware,andisaparadigmshift from theearlier‘waterfall’model.Theagileapproachhaslessemphasisondocumentationandmorefocusonflexibility toachieve thebest results.8 “FOLLOW THE SUN”Companieswithoperationsaround theglobecanmaximize theeffectivenessofdevelopment projectsthroughplanningaccording to timezones.Example:a teamprogrammerinSiliconValleywillworkuntil6pm,andthen turn the taskover toa teaminBangalore,India,whereit is7:30am.Strain simulation on a mobile phone design. Steve Jobs presents a new iPod model.PHOTO:COMSOLFOTO:ISTOCKPHOTO
  14. 14. market could be cut significantly for many.More and more companies use things such asCAD and CFD (computational fluid dynamics)for design, and in a simulated environment tosee how the products operate and function.CFD, which can analyze how products meetair currents, withstand cooling and chemicalreactions, etc., is the latest big trend. Whenthe summer Olympics were held in Beijingin 2008, for example, 89 per cent of all theswimming medallists wore a special swimsuit– the Speedo LZR Racer.“When I dive into the water with the suit,I feel like a rocket,”the American swimmingstar (sponsored by Speedo) Michael Phelpssaid at a press event. He won eight Olympicgolds in the Speedo costume. CFD simulationhad an important role in the development ofthe super-suit, which maybe after all was a bittoo fast for its own good: after the Olympicsit was banned by the International SwimmingFederation as it was considered ’technologi-cal doping’.A 2011 INVESTIGATION conducted by the Ab-erdeen Group shows that companies that useCFD simulations during product develop-ment reduce product development time by28 per cent.Further­more, thestudy also findsthat CFD users, toa greater extent thanthose not testing withCFD, produce productsthat meet quality standards,revenue requirements and costrequirements. The main reason is thatdesign and functionality faults are detectedin an earlier phase of product development.CFD itself, however, is a relatively sophis-ticated form of simulation. Simpler types ofsimulations are also used, for example, by theGerman white goods manufacturer Miele.A few years ago, they started to test userbehaviour with a 3D simulation called CAVE–“Computer Aided Virtual Environment”.They send a tester into a room with 3D pro-jections of a kitchen on the walls, and ask thetester to turn the oven on, for example, whichdoes not actually yet exist physically – onlyon the product developer’s drawing board.“The need for physical and relatively ex-pensive models is reduced drastically withthe new technology, which of course savestime and money,”said Miele’s senior designerAndreas Enslin about the CAVE tests.The next step within simulation may bethat the much vaunted‘cloud’will lead tocompanies being able to start testing sooner.Today it can take a relatively long time to getstarted on simulation because of software,training and programming. With cloud com-puting, this time is likely to reduce.“FASTER IS, ALMOST ALWAYS, BETTER. Fromdecision making to business settlements tocommunication to product introduction, it isalmost always speed that decides the com-petitive edge”is a frequently-published quotefrom GE’s legendary CEO Jack Welch. Gettingproducts to market quickly is undoubtedlyimportant for many companies, but there areother success factors, quality perhaps beingthe most important. Only focusing on time tomarket, and ignoring all other objectives, is nota wise strategy,”believes Anders Richtnér ofthe Stockholm School of Economics. He meansthat companies have to answer several ques-tions before even considering time to market.“There is sometimes a lot of focus onmethod. You feel stressed because everythingis moving faster. My advice is to stop for a mo-ment and clear up some other strategic issues,firstly: what are we competing with? Wherewill we become profitable? The basis of anysuccessful business is understanding who yourcustomers are and what their needs are.”1FOCUS:TIME TO MARKET1 ZARAByowning theentireproductionchain–verticalintegration–andhavingdesigners,seam-stresses,logisticsdepartment andstorepersonnelwhoalwaysseem tobeon thestartingblocks,Zaragarmentsarein theshop twoweeksafter thefirstsketchisfinished.2 PENGUIN BOOKSThepublisherPenguinwanted tospeedupitsbookpublication.Producinga traditionalbook,fromconcept toshelf,often takesseveralyears.Withitse-bookcompanyPenguinShorts,fornovel-lasandshort stories,theycanproduceane-bookinabout amonth.3 SCANIABybuilding their trucksfromfinishedmod-ules,whichcanbecombinedinmanydifferentways,Scaniacandeliveruniqueproducts toallitscustomersinless time.Modularizationsimplifiesandminimizesthenumberofcomponent var-iantswithoutcompromisingcustomizationandproductionefficiency.4 MIELEWhitegoodsmanu-facturerMieleusessimula-tions toshortentime tomarket.Bystudyinguserbehaviourin3Denvironments theyunderstandquickerwhattheyhave tochangeanddonot need tocreatephysicalmodels to thesameextent.5 APPLEThesecretivecompanyApple’sdevelop-ment modelseems tobelargelybasedonfindingtheskillsneededforeachindividualproject.Theyrecognizewhen theirownemployeesneedhelp,andbringinanyexternalexpertiserequired togettheproduct finishedon time.Thefirst iPodwascompletedinsixmonthsbecause thecompanybrought inoutsidehelp.6 TOYOTATheworld’slargest automaker tookFord’s“assembly-line”approachandrefinedit intowhatisnowknownasLeanorToyotaProductionSystem.Somekeys tohowToyotaworks:optimizingflows,minimizingwasteinproductionandstoppingtheprocess themoment afault isdiscoveredinaproduct andfixingit.companiesthat­succeededinreducingtheirtimetomarket614 FUTURE BY SEMCON 1.2012
  15. 15. Simulation can help you to cal-culate the optimum design andplacement for a wind turbine.Or how turbine blades in a jet engineshould be designed to be as effectiveas possible. Or how much noise a carmakes at different speeds and ondifferent surfaces. And many otherthings. All this even before there is aphysical product to look at and test.“What youcancalculateisreallyonlylimitedbyyourimagination.Progressisconstantlybeingmadeandhasgainedmomentum thanks toincreasedcomput-ingpower,”saysPontusWettrell,headofComputerAidedEngineeringat Semcon.Reducingcosts,improving thequalityof theendproduct andbringing thePontusWettrellsavestimewithsimulationsSimulationandcalculationdomorethansimplydetectingproblemsatanearlystage.Theyalsohelpsyoutotesttherightthingsandtovisualizetheproductbeforeitevenexists.ForPontusWettrell,simulationisashortcuttoafastertimetomarket.TEXT JONAS FRANZÉN  PHOTO NICKE JOHANSSONTHESPECIALISTPontus WettrellTitle: Head of CFD MultiphysicsOffice: Semcon,Göteborg,Swedenproduct tomarket asquicklyaspossible,are themainreasonswhycompanieschoose tomakeuseofsimulationsandcalculationswhendevelopinganewproduct.Thegoalis todetect potentialproblemsearlyin thedevelopmentprocess.“Byusingcalculationsandsimula-tions,youcanfindagreat dealof theproblemsin theconceptualphase.”Makingasmanychangesaspossiblebeforestarting todevelopprototypessavesbothmoneyand time,asit requiresfewer test items.“However,thereisnoconflict betweensimulationand testing.Theideais thatthemethodsshouldcomplement oneanother.With thehelpofagoodsimula-tionyoucanbetterdeterminewhat is tobe testedandhowit shouldbecarriedout.That wayyoucanuseprototypesand test items toconfirmwhat you’vepreviouslyworkedout,insteadoffindingfaultsfor thefirst time,”saysWettrell.Historically,most companieshavereliedprimarilyon testing,but overtime,moreandmorehaveincreased theamount ofcalculationsandsimulations.“Simulationcanbeused tomakeautomaticoptimizationsand throughthis tomakeinformedchoicesregardingthechoiceofdifferent product features.Thisisbecomingincreasinglyimportantas today’sproductshavemoreandmorefeatures.”Anotheradvantageis that it isnot justthe techniciansinvolvedwhocanseehowaproduct worksat anearlystage.“Forexample,market strategistscanget agoodideaof theproduct so thattheycanstart theirwork.It means thatthewholeorganizationhasaheadstartand the timeit takes todevelopapro­duct canbemadeshorter,”hesays.1FUTURE BY SEMCON 1.2012 15
  17. 17. FUTURE BY SEMCON 1.2012 17Theworld-leadingmed-techcompanyGetingewantedtodevelopanewrangeoftrolleyswithinayear.Therewasonlyoneopportunitytolaunch–atthemostimportantindustrytradefairinGermany,andnothingcouldgowrong.Toensurehavingtheproductsreadyintime,GetingechosetooutsourcetheentireassignmenttoSemcon.TEXT FLORENCE OPPENHEIM PHOTOS ANDERS DEROS GETINGEFastroll-out+
  18. 18. 18 FUTURE BY SEMCON 1.2012etinge is the world’s leading supplier ofcomplete solutions for effective clean-ing, disinfection and sterilization inhealthcare and life sciences. After manyyears of expansion, the Group consistedof small islands of companies, productsand manufacturing facilities. Therefore,in 2009, management decided to reviewand restructure parts of its productrange, and achieve economies of scalewith a smaller range of components in highervolumes.Their Infection Control business area de-signs and manufactures autoclaves (sterilizingmachines used for materials like plastic, glassand metal) and washer-disinfectors (whichclean and disinfect surgical instruments, forexample) for hospitals, clinics, the pharma-ceutical industry and laboratories. One ofthe areas they were starting to overhaul wasperipherals for the advanced washing andsterilizing machines, primarily trolleys, wherethere were many different solutions andunique variations. Getinge also wanted to im-prove the design and make it more attractive.“In this industry, the focus has tradition-ally been mostly on function, not so muchon design,”says Anders Pettersson, globalproduct manager for Loading Equipment atGetinge Infection Control AB.THERE IS A MAJOR LAUNCH opportunity withinthe industry – the medical technology tradefair Medica in Germany in November eachyear. Getinge’s policy is to take part in theshow every other year, and this is why thelaunch date was predetermined. The projecthad to take just under a year – for the design,development and production of a completelynew product range.“Everyone agreed that it was an aggres-sive schedule,”says Anders Pettersson, thenhead of engineering at Getinge’s developmentdepartment.“Missing the deadline for theproject, which was named SMART, was not anoption. Such a comprehensive project had tostart immediately, in order to start paying offthe development costs. We couldn’t afford towait a further two years to launch.”Getinge had a number of existing products,but began in principle with a clean sheet ofpaper. They established clearly defined re-quirements for the new product range, whichwas called SMART, after the project. Thegoal was to combine attractive design with aclearer ergonomic profile, better functionalityand a modularized manufacturing system.“Trolleys are work tools and we wanteda clear ergonomic profile. They should lookergonomic and easy to use. We also wanted tointroduce a number of automated features tofacilitate usage,”explains Pettersson.In order to clarify project responsibilities,Getinge chose to outsource the entire assign-ment externally, not just in terms of resourcesbut also location.“With the demanding schedule, we wereconcerned that the new project could haveinterfered with other Getinge projects, ifthe work had been carried out in-house. Wetherefore chose to make this demarcation, andoutsource the entire responsibility for devel-oping a finished product. It was a good way forus to avoid internal prioritization problems.”THE ASSIGNMENT was divided into three parts:general administrative project managementwith responsibility for regulatory require-ments and documentation, product designand assembly and production. After carefulevaluation Semcon was commissioned to leadand be responsible for design and the manu-facture of prototypes, and carry out the workat their own premises.“We needed a partner who could developnew functions and produce the relevant soft-ware, adapt this to the new design and haveaccess to expertise in several areas, so thatthe project could run without interruptions.Semcon showed great desire and they hadthe right people for the assignment,”states­Pettersson.In the initial phase there was a need for ex-pertise in mechanics and electronics. One ofthe mechanical engineers, Nils Bjerkås, took“Missing the deadlinewas not an option.Wecouldn’t afford to waita further two years tolaunch.”Anders Pettersson, global product manager for Loading Equipment,Getinge Infection Control ABFOCUS:TIME TO MARKETG
  19. 19. FUTURE BY SEMCON 1.2012 19Nils BjerkåsTitle:Head of Mechanical Design groupOffice: Semcon,GöteborgAnders PetterssonTitle: Global Product Manager,Loading EquipmentOffice:Getinge Infection Control AB,Getinge
  20. 20. 20 FUTURE BY SEMCON 1.2012over the technical project management fromAnders Pettersson later in the project.“They wanted a committed and versatileperson as the project was quite complex,”says Bjerkås, who is today head of mechanicaldesign at the Total Design Office departmentat Semcon Göteborg. A lot of it involved thedevelopment of a structured modular pro-gramme with combination options, to reducethe number of variants in the product range.NILS BJERKÅS and his colleagues received sug-gestions and ideas about appearance andfeatures from industrial designers employedby Getinge. Their design proposals wouldthen be integrated into the finished product,without compromising functionality. In this,they were successful, as the finished productsare very similar to the preliminary sketch.Aspects of the old features could be re-used,developed and adapted to the new design.They worked hard to find modules to keep thenumber of variants down, with the flexibilityto be used in different combinations.The big challenge was, of course, that thedeadline could not be moved.“We had to learn to prioritize more thanusual. We had to make decisions and moveon, in order not to get bogged down andspend too much time on individual aspects.We had set clear milestones that we followedvery closely.”Semcon designers worked in parallel withthe project’s industrial designers and theoverall project manager, where good commu-nication was essential to make progress.“All parties in the project could sit andwork together in Semcon’s offices in Göte-borg, which of course made it easier to makequick decisions on specific matters. This is acommon approach for us at Semcon. It alsomakes it easier when you need expertise inany aspect,”says Bjerkås.AN EXAMPLE OF this was when they were get-ting towards the end and needed someonewith skills in technical documentation. An-other was when they had to build prototypesand were able to use Semcon’s own prototypeworkshops in Göteborg and Jönköping. Mostof the tests were also carried out in Semcon’sown test centre.“One challenge with this pressurized­project was that we needed pictures formanuals and technical information, withouthaving any finished products to photograph.A department within Semcon producedphoto-­realistic images – images that looklike photo­graphs but are computer-generated.This allowed us to produce manuals beforethe products were even made.”All SMART products are different typesFOCUS:TIME TO MARKETSemconhasdevelopedanewcontrolsys-temwhere the threeautomaticfeaturesPowerDrive,SemiAutomaticLoadingandaheight-adjustableloading tableareintegrated.Thesystemiscontrolledfromapanelon thehandle,andallows theusertocontrol thefunctionswithout lettinggoof thehandle.In this typeofindustryit iscrucialthat theproductsareeasy tocleanand that therearenoplaceswheredirtcancollect.Round tubesandroundedcornerswereincludedinbothdesignandconstructionworkfrom thestart.
  21. 21. FUTURE BY SEMCON 1.2012 21of trolleys for transport and loading. In totalthere are over 40 variants - combinations ofsize, geometric differences and functions de-pending on the type of autoclave and custom-er requirements. The new trolleys have threeautomated functions that can be installedindividually or in combinations. The first isan auxiliary drive - PowerDrive - to reducethe load on the back and shoulders with heavyloads. When you press a button an extrawheel folds down, enabling it to move bothbackwards and forwards.The load tables on the trolleys are height-adjustable so that the user can always workat an ergonomically-correct height. The thirdfeature is an automatic loading function,which allows the trolley to dock with the frontof the autoclave or washer and automati­callyunload with a simple press of a button.“We had some of these features before, butweren’t able to combine them. Now, all thefunctions can be accessed via an integratedcontroller on the handle. Semcon did a goodjob of keeping the big picture in mind and de-veloping the products we had ordered.”When it was time for launch, Anders Pet-tersson fell ill, and Nils Bjerkås representedthe products at the Medic Fair. This wentwell, and Getinge’s new products stood outcompared with the competition.“The holistic approach to the product anddesign, which is quite daring for this indus-try, received a lot of positive comments,”saysPettersson.“We will continue to put moreemphasis on design. Design is not only abouta product looking nice, but it should radiateprecisely the values you want to communi-cate.”SALES OF THE NEW SMART products will bedriven by sales of autoclaves and washer-dis-infectors - it is very rare for Getinge to sell itstrolleys separately.“2011 was a very good year for us. Itshowed that we were right in thinking thatthe market wanted this type of complex prod-uct,”says Pettersson. 1The trolley’sload tableisheight-adjustableso that theusercanalwaysworkat anergonomically-­correct height.In theconstructionworktherehavebeenveryspe-cificweight requirements.Asmart,neat designandaframewithroundedcor-ners that canalsocarryupto200kg.Thisrequirementwassolvedwith thehelpofcomputer-basedanalysis(finiteelement analysis)coupledwith thephysicaltestingofprototypes.PowerDriveisanelectricauxiliarydriveforheavyloadsandparticularlyusefulwhenithas tobestartedfromastandingposition.With the touchofabuttonon thehandle,anextrawheelfoldsdown,enablingit tomovebothbackwardsandforwards.Thewheeldesignwasadapted to theergonomicdesignandmakes the trolleyeasy tomanoeuvreandrunquietly,evenwithheavyweights.AchallengeforSemcon,who­afterdialoguewithvarioussuppliersfoundasolutionthat meetsall thecustomer’srequirements.With thesemi-automaticloadingandunloadingoperation,theoperatordoesnot have to touchthehot load.Theproducts tobedisinfectedareinarackonwheels,placedon the trolley’sload-ing table.Whenyoupress thebutton,therackispushedinto theautoclave,andemergesafterdisinfection.”Design is not only about a productlooking nice, but it should radiateprecisely the values you want tocommunicate.”Anders Pettersson, Getinge Infection Control
  22. 22. 22 FUTURE BY SEMCON 2.2010HållbarhetsexpertenLOREM IPSUM DOLOR DavidGillb-lomärhandplockad tillSemconförsinakunskaperomhållbarhet.Hansjobbäratt säkraallaleverantörsledmiljömässigt –fråndesignochproduktion tilldistributionochåtervinning.–Viserhurenprodukt ärkon-strueradochhuråtervinningsbardenär.Exempelvissägerett EU-kravpåbilaratt deskavara85 till90procent återvinningsbara.Mendeärlångtifrångjordaav85procentåtervinningsbart material.VipåSemconkanutforskadet glappetochmöjligheternaatt påverkatillverkningsprocessen,sägerDavidGillblomochfortsätter:–Viskastöttakundernavardeänärisinprocess.Det kanhandlaomprojektledningiett tidigt skedeellerseminarierochworkshopsföratt lärakonstruktörernaomhållbarhet.Vigårinochhöjermed-vetandegraden.Intresset förSemcons tjänsterärstort –ochväxerinomområdethållbarproduktutveckling.–En tydlig trendäratt flerochflervill taett störremiljömässigtansvar.Marknadenväxerför tänketkringhållbarhet ochdet finnsmy-cket att göradär.Det handlaromstorasatsningarpåekonomiskochsocialsystemnivå,intebaradetaljer.DavidGillblom tänkerbådesmått ochstort.Påsakersomkangöraskillnad.–Jagvillförändravärlden.Hållbarhetsarbetet görnytta.Jagvillatt allapåSemconskakännasåframöver.Att viverkligengörnågontingochatt vipåverkarpositivt.DAVID GILLBLOM, HÅLLBARHETS- OCH HMI-INGENJÖR, SEMCON GÖTEBORG, SVERIGETEXT MARCUS OLSSON JENS EKELUNDPHOTOS ANDERS DEROS, RICKARD KILSTRÖM NICKE JOHANSSONSEMCONBRAINS22 FUTURE BY SEMCON 1.2012“There is a clear trend for moreand more people wanting totake greater environmentalresponsibility.” David Gillblom, Sustainabilityand HMI engineer, Semcon Göteborg
  23. 23. FUTURE BY SEMCON 2.2010 23FUTURE BY SEMCON 1.2012 23The sustainabilityexpertDAVID GILLBLOM washand-pickedbySemconforhisknowledgeofsustainability.Hisjobis toprovideenvironmentalassurance throughoutthedevelopment chain–fromdesignandpro-duction todistributionandrecycling.“Weseehowaproduct isdesignedandhowrecyclableit is.Forexample,thereisanEUrequirement that carsshouldbe85–90percentrecyclable.But theyarealongwayfrombeingmadefrom85percent recyclablematerial.AtSemconwecanexplore thisgapandopportuni-ties toinfluence themanu­facturingprocess,”saysGillblom,continuing:“Wewillsupport customerswherever theyarein theirprocess.Thiscanincludeproject manage-ment at anearlystage,orseminarsandwork-shops to teachdesignersabout sustainability.Weraise thelevelofconsciousness.”Interest inSemcon’sservicesissubstantial–andisgrowingwithinsustainableproductdevelopment.“Thereisaclear trendformoreandmorepeoplewanting to takegreaterenvironmentalre-sponsibility.Themarket isgrowingwhenit comesto thinkingabout sustainabilityand thereisalottodo there.We’re talkingabout largeinvestmentsineconomicandsocialsystems–not just details.”Gillblom thinksin termsofboth thelargeandsmallscale.About things that canmakeadiffer-ence.“Iwant tochange theworld.Sustainabilityworkbenefitsus.Iwant everyoneat Semcon tofeellike thisin thefuture.Togenuinelydosome-thingand that it hasapositiveeffect.”david gillblom, sustainability and hmiengineer, semcon göteborg, sweden
  24. 24. 24 FUTURE BY SEMCON 1.2012ANNSOFI NIHLÉN knows all aboutwhat happens when a drug isabsorbed into the body.Her areaof expertise,pharmacokinetics,isa small but very important part ofdrug development.“All people are different,weighdifferent amounts and have dif-ferent metabolisms.Therefore,it’simportant to find out how much ofa drug is absorbed and how quicklyit disappears from the body,so thatyou can advocate a dosage that isnot dangerous to anyone.”Early drug development is a newarea within Semcon,currently em-ploying about twelve people.It’s along process between discovering amolecule and a finished product ona pharmacy shelf.The process alsorequires many different skills.“We cover a lot in drug develop-ment and hope to expand furtherin the future.”Pharmacokinetics enters theprocess when a molecule has tobe tested on animals and thenhumans.As a pharmacokineticist,Nihlén performs computer simula-tions and calculations regardinghow animals and humans respondto the substance.“Last summer,for example,I ransimulations to optimize the dosageof a drug that a company is testingon cancer patients.”Previously,Annsofi worked at amajor pharmaceutical company,but at Semcon she helps a numberof smaller biotech companies withtheir drug development.“It’sreallygreat workingat Semconand helping these small companies.I feel I can contribute with my skillsand do some good.annsofi nihlén, pharmacokineticist, semcon stockholm, swedenThe pharmaceutical expertBEHINDTHESCENESATSEMCONBRAINSAnnsofiNihlénusessimulation toseehowdrugsreact inside thebody.SeeAnnsofiNihlén talkingaboutwhat ­makesherworkexcitingat­semcon.comSEMCONBRAINSPHOTOGRAPHED AT THE SWEDISH MUSEUM OF NATURAL HISTORY EXHIBITION IN STOCKHOLM “MARVELS OF THE HUMAN BODY”
  25. 25. FUTURE BY SEMCON 1.2012 25The design expertKALLE MAGNUSSON co-developed theexteriordesignof theVolvoV60.Anassignment where thecreativeprocesswasunique.“Asarule,you’regivenafewkeywords,but thistimewegot nothing.Thiswas theapproachofSteveMattin,theheadofdesign.It gaveusfreedomandfelt challenging.IhavemyselfbeenemployedbyandworkedatVolvoindifferent positionsforal-most 30years.Thiswassomethingcompletelynew.Semconhasastrong traditionofdeliveringitsservices to theVolvoCarsdesigndepartment.“Youstart bypresentingadesignconcept.Thenyougointodetailbeforeit becomesindustrialized.With theV60,it startedwithadesigncompetitionforin-housedesignersbefore theselectionwastrimmeddownandwestartedworkingonfull-scalemodels.Everyday,Magnussonsees theresult ofwhat theteamcameupwithalmost fiveyearsago.“When thecarcameout it was themost extremeinitssector.Thedistinctive thingisitssportinessandaudacitywithitsclear“coupélines”.Wewerethinkingsportsestateand that it wouldbeveryVolvo.Wegot someinspirationfrom theclassicP1800 ES,whichwasbothsportscarandestatecar.”Magnusson’snext designisonalargerscale.“I’mworkingwithVolvoBuses.We’recurrentlyproducinganexteriorforanewbus.Design-wise,we’re talkingcompletelydifferent perspectivesanddimensions thanwhat I’veworkedonbefore.It’safunchallenge.”kalle magnusson, vehicle designer,semcon göteborg, sweden
  26. 26. 26 FUTURE BY SEMCON 1.2012LegendarycardesignerGordonMurrayhasswappedspeedforefficiency.ButhisT27isnotonlytheworld’smostefficientelectriccar,it’salsoextremelysafe–thanksinparttoSemcon.TEXT DAVID WILES PHOTOS MICHAEL ROBERT WILLIAMS GMDsmallissafe
  27. 27. FUTURE BY SEMCON 1.2012 27
  28. 28. 28 FUTURE BY SEMCON 1.2012Gordon Murray’s master-piece is the McLaren F1,a car described by Au-tocar magazine as“thefinest driving machineyet built for the publicroad”. Not only was theF1 the world’s fast-est road car for manyyears, but it was also practical; it combined atop speed of 372km/h with comfort, excellentdriver visibility, plus room for two passengers– and their luggage.While Murray’s current project may notbe as sexy or as glamorous, it is no lessgroundbreaking. The T27 is the world’s mostfuel-efficient electric car. And not only that:Murray, with his company Gordon MurrayDesign (GMD), has developed a revolutionarymanufacturing process for producing it whichpromises lighter, cheaper vehicles that requireless energy to make and with shorter time tomarket and less investment. The big automo-tive OEMs are paying attention and Murray isexpecting big things.“The idea behind leaving high-performancecars and starting this business was that it wasthe next challenge – and one where we couldmake a difference,”he says.“And, I think,make a good business out of it as well.”THE MCLAREN F1 and Murray’s electric car, theT27, may be polar opposites in many ways,but they have more in common than meetsthe eye. For a start there is the seatingconfiguration, with the driver seated in themiddle of the cockpit with two passengersbehind. Barry Lett, GMD’s design direc-tor, says the two cars also share a commonpackaging philosophy.“The seed of whatwas achievable with the occupant packag-ing and luggage packaging for a small citycar was apparent when we were doing theMcLaren F1,” he says.“Whether you are try-ing to design a supercar with a small frontalarea for maximum aerodynamic benefit,or you want to keep the exterior as smallas possible for parking and congestionbenefits, both cars have the same goal: tooptimise the efficiency of the package. Andof course the smaller you make the car, theeasier it is to reduce weight.”GMD’s focus on shedding weight has led toa car that – in its petrol-engine format, theT25 – is exactly 200kg lighter than a similarly-­sized Smart, weighing in at just 575 kg. Thebattery-powered T27 still weighs only 680 kg.Lightweight is key to T27’s remarkable fuel ef-ficiency – the equivalent of 350 mpg, or 0.81litres/100km – but it is not everything.“It’salso the attention to detail,”says Murray, whomade his name as a Formula 1 designer withBrabham and McLaren.“We focused on thewheel bearings, tire sizes, low inertia wheels– this comes from our racing background.It is such a different approach from a big carcompany where the wheels are styled first, andtheir size is chosen by the stylists. We are theopposite; we spent ages trying to get to thewheel rim as light as we possibly could.”WHILE THE DESIGN of the T27 is finished andthere are prototypes running, Gordon MurrayDesign has no plans to put the car into pro-duction itself.“We are essentially an intel-lectual property company, not a car manu-facturer,”says Murray.“We have devised andindustrialised a new high-volume way ofproducing vehicles and we are in the processof selling as many licenses as we can to as“Together with Semcon wehave categorically proventhat with the right design,the right materials and theright partnership, you canmake small cars very safe.”Professor Gordon Murray, CEO and technical director, GMDGordon Murray’s legendary McLaren F1 has morein common with theT27 that you might think.
  29. 29. FUTURE BY SEMCON 1.2012 29many different companies as we can. T25 andT27 are physical entities, working examples ofwhat we have trademarked.”At time of writ-ing there is interest in the iStream manu-facturing process from 22 countries.“We arecurrently in discussions with a group thatwould like to produce T25 and the T27 in theUK, which would be a real feather in all ourcaps,”says Murray. If the deal were signed to-day, the vehicles could be on the road in abouttwo years.MURRAY STARTED exploring the possibilities ofdevising a smarter way of building cars in theearly 90s.“Nothing to do with emissions andfuel consumption in those days, but I startedlooking into why there were so few smallervehicles around,”he says.“I saw that if youhave to spend EUR 500 million on toolingfor a tiny car, you are not going to make anymoney on it. That is why people don’t do it.”So iStream aims to make small cars fi-nancially viable to produce.“This is totallydisruptive engineering,”says Murray.“AniStream plant doesn’t need a stamping plant,it doesn’t need a body-in-white spot weldingplant, and in some cases it doesn’t even needa paint plant.”iStream stands for Stabilized Tube Rein-forced Exoframe Advanced Manufacturing.“The exoframe is a very low carbon steeltube,”explains Murray.“In itself that frameis not terribly stiff from the point of view oftorsion, bending or crash, but we have a low-cost composite panel which is then placedinto that frame and bonded to it.”That bond-ed structure creates immense torsion andbending stiffness and, most importantly, goodcontrol over crash loads. The rest of the bodyin white is a combination of non-structuralinjection-moulded plastic panels and somesemi-structural injection moulded panels.WHEN IT COMES TO automotive safety, thereceived wisdom has long been that bigger isbetter, but GMD set out to ensure that theT27 would achieve a minimum four stars inEuro NCAP tests. Lett says:“T27 was to be anelectric vehicle specifically for city environ-ments that had to achieve the same level ofsafety as cars that are designed to bomb upand down the motorway at 70mph.”Mur-ray adds:“Because we have a very differentstructure and a very different architecture,we needed a partner who, like us, is used tothinking outside the box. We found that inSemcon.”Professor Gordon Murray (right,with his design director Barry Lett) wanted a new challenge after his years in Formula 1.With his electric cars,he hopes to show thatthe development time can be reduced,that new solutions can be produced economically and that even small city cars can be made safe.The electric carT27 can hold three adults and750 ­litres of luggage,and weighs only 680 kg.
  30. 30. 30 FUTURE BY SEMCON 1.2012The first of three projects on the T27 inwhich Semcon was involved was a feasibilitystudy looking into what kind of airbag andseatbelt systems could work with the T27’sunique architecture.“We had a blank sheetof paper really because you can’t necessar-ily apply the wisdom that you have from anormal car; you have to look at this car on itsmerits and come up with a system adaptedfor it,”says Nordine Chekaoui, systemsgroup manager at Semcon UK. Happy withthe results of the feasibility study, GordonMurray Design asked Semcon to implementits solutions into the vehicle using virtualengineering.TRADITIONAL VEHICLES usually have side airbagsmounted in seats or doors and Inflatable cur-tains fitted in the side header rail to protectagainst side impacts.“To get airbag systemsto protect body and head in a side impactcrash scenario is quite difficult in this casebecause the occupant is in the middle of thevehicle,”says Chekaoui.“You need a side air-bag solution that will deploy in time and staydeployed for long enough for the occupantto arrive and come into contact with it.”Theother issue was that because of the canopy-style opening, it was not feasible to fit aninflatable curtain. Semcon’s solution was tofit one airbag mounted on the B pillar offeringprotection to both body and head.THE FRONT AIRBAG was also a challenge: how toinstall an airbag in a steering wheel as smallas the T27’s.“It is very difficult to find anairbag that is big enough but that would fitin such a small wheel,”says Chekaoui.“Welooked at what could be done and came upwith a solution that was reasonable in termsof being packageable in a small wheel, but stilleffective in a crash.”The next aspect was to devise the seatbeltsystem.“The belt geometry was not straight-forward, with the seat being so far inside thevehicle,”says Chekaoui.“Normally your belthangs from the B pillar and comes across yourchest. With the T27 you are in the centre ofthe car and you have occupants behind youwho need to be able to get in and out.”GMD’sunique solution sees the seatbelt retractormounted just behind the seat on the floorpan.Nordine ChekaouiTitle: Systems Group ManagerOffice: Semcon UKQAGordon Murray on theT27’s future■ How will the T27 changethe automotive industry?I doubt it will changeeverything as at very highvolumes, stamped steelstill makes a lot of sensefrom the point of view ofinvestment. But iStreamstill beats it on energy andlightweight. VW, Audiand BMW are now push-ing lightweight, but theirmethods are very expensiveand energy intensive. Oursis the opposite.■ What challenges do elec-tric car manufacturers face?A big obstacle is retail price,and that is proportional tothe cost of the batteries,plus the trade-off betweencost and range; a five-seaterfamily vehicle running onbatteries makes no sense atall today. Managing a largebattery mass in a crashis not easy, and there areissues with the charginginfrastructure.■ What sales ambitions doyou have for the T27?At the moment there is noreal opposition besides theSmart. Smart is self-limit-ing in its market because itis a two-seater with a smallboot. T27 holds three adultsand has 750 litres of luggagespace. So we think there is amuch wider market for it.■ Who is the ideal buyerfor T27?The biggest segment is thesecond or third family car.Other market segmentsare students and first-timebuyers; learner drivers,or people who have justpassed their test; thenthere are commuters andpeople who live in the city.■ What lessons learned inFormula One have foundtheir way into T27?Every single part of the T27has been optimised for costand weight and functionality.That is something that runsthrough the veins of every-one designing racing cars.
  31. 31. FUTURE BY SEMCON 1.2012 31Semcon had to optimise belt functions likepretensioning and load limiting to work withthe driver airbag system and the interfacingcabin geometry.While Semcon’s engineers were at work onthese restraint solutions, Gordon Murray De-sign asked for assistance in coming up with abetter pulse profile for the T27 – basically toensure that the occupants of this very small,very stiff car do not decelerate too abruptly inthe event of an accident.“By tuning the shapeand thickness of the longitudinal tubes at thefront of the car we could get them to crush inthe right way, to get the maximum amountof energy management from the tube,”saysChekaoui.THE T27 MAY BE TINY, but Murray, Lett and Chek-aoui are all happy with its level of safety, as wellas the quick development time and the relativelylow cost of the solutions.“Sure, we could havecome up with some totally spectacular solu-tions, but these would not have been possiblein real life because they would have been tooexpensive,”says Chekaoui.“Our solutions areconcepts, but they are manufacturable.”Murray says the safety work done by thetwo companies has implications not justfor the T27 project but for the automotiveindustry as a whole.“There is a huge stigmaattached to the safety of small cars,”he says.“Together with Semcon we have absolutelyand categorically proven that with the rightdesign, the right materials and the right part-nership, you can make small cars very safe.And we have demonstrated that both from ananalysis point of view, and from testing. Thatis a very big step forward for the future of citycars.”1Professor Gordon MurrayTitle: CEO andTechnical DirectorOffice: Gordon Murray Design,EnglandBarry LettTitle: Design DirectorOffice: Gordon MurrayDesign,England
  32. 32. 32 FUTURE BY SEMCON 1.2012QA MIKE WALSHCONSUMER EXPERTConsumersofthefuturewon’tknowhowlifewouldbewithouttheinternet,smartphonesandbeingpermanentlyonline.Butthefutureis,accordingtoconsumerexpertMikeWalsh,alreadyhere.“Wewilllookbackonthistimeandsaythatthiswasarevolutionaryshift.”ike Walsh may be a futur-ist, but you won’t find himmaking predictions aboutwhat technologies andgadgets we will be usingin 2050. What is of mostinterest to the 35-year-oldAustralian, who travels theworld observing firsthandthe latest trends and ideas,is how human beings willbehave in the future. Andnot the distant future, but tomorrow.Walsh studied law before getting involvedin the emerging field of online consumerbehaviour. Following senior strategy roles atNews Corporation in Australia and Asia, hebecame intrigued by the differences betweendigital consumers in emerging markets andthose in the west. Today he is CEO of theconsumer innovation research agency Tomor-row and a sought-after international speaker.Walsh talks to Future about how companiesshould engage with tomorrow’s consumers;why they need to behave like viruses; and howthe web will affect the next generation of con-sumer products.You believe that the key to understandingthe future is not technology and systems butrather people.Why?When I try to predict who the winners andlosers are going to be in industry, or whichtechnological platforms are going to succeed,it always comes down to human behaviourand often the cultural dynamics of individualcountries or populations, and how they seereality. This is often the best indicator of bothtrends and whether‘things’are going to workor not. Look at Intel. They have about 100 an-thropologists on staff. It is surprising in a waybecause they do not have a direct retail busi-ness – they are manufacturers. But they areplagued by this question of what is the futureof technology. If they can’t understand that,they don’t know what kind of devices they aregoing to need to be making processors for.The consumers of tomorrow will be the firstgeneration brought up not knowing a worldwithout the web and social media:how willthis fact affect their behaviour as consumers?TEXT DAVID WILESPHOTOS MATTIAS BARDÅM
  33. 33. FUTURE BY SEMCON 1.2012 33FACTSMikeWalshTitle: CEO ofTomorrow Ltd., author andspeaker.Hobbies: Photography.“But I shoot withfilm,not digital.”Favourite website:Wikipedia.Author of: Futuretainment:YesterdaytheWorld Changed,Now It’sYourTurn.Websites:
  34. 34. We will look back and say that this was arevolutionary shift – that this generation hadtheir brains reshaped by exposure to technol-ogy. New research shows that young kids usethe internet as a replacement for short-termmemory. When we were at school, the smart-est kid was the one who knew the answer toevery question. But when you have a room of30 kids with smartphones, you could almostargue that their intelligence is commensuratewith how fast their fingers can type. So this isa whole new generation of consumers in theway they discover brands, the way they expectto be communicated to, the way they commu-nicate with each other. Older business leadersstill think of the internet as a channel. But theinternet is not a channel. If you were someonewho was born after 1994, the internet is aroundyou all the time. So all consumers now arenetworked across a range of plat-forms, and that changes the waythey interact.How should a company,such asa car manufacturer,react to thenew generation of consumers?The next generation’s new be-havioural tendencies are alreadyimpacting every stage of theproduct lifecycle. What is drivingthese changes is more than anyone simple trend like mobile, theweb or even platforms like socialmedia. There is an expectationshared by young consumers todaythat their devices – whether theybe phones or cars – should notexist in a vacuum. Objects shouldconnect. The car of the futurewill not simply just have a cleveriPhone dock and connection withFacebook – it will be insepa-rable from the customer’s ownnetworks.So how will the consumers ofthe future choose their cars?The real question for young consumersbuying their first car will be not so differentto previous generations but it must be up-dated to meet 21st century lifestyles. Namely,how can this new vehicle extend the range ofpossibilities for life experience?Much of what is happening with the inter-net and social media now is around communi-cation and marketing.How will the internetaffect products in the future?One of the biggest trends we are going tosee in the near future is what is being called‘the Internet of things’. Everyday objects beingequipped with sensors that are then linkedto the internet. There are going to be someamazing developments as products that arecurrently in a sense‘stupid’– because theyare not connected to anything – become moreinterlinked.Where will we see this trend first?One of the first areas you’re going to seethis is in the energy space. There are hugeinvestments being made in smart grids andsmart power meters that will, for example,“The ability to constantlylaunch new products,adapt and offer diversevariations on customerneeds will triumph overlimited-release, perfectly-engineered productswith long developmentphases.”Mike Walsh, consumer expert1DISTRIBUTEDConsumersin thefuturewillbe tough tocategorizedefinitively.Theywillhavemultiplecontradictoryroles–mothers,socialgamers,mobilevirtualworkers–allseparatebut linkedwith threadsofcommon,distributedidentity.2AUGMENTEDTomorrow’sconsumerwillbeaugmented throughmobileanddigital technologies.When theylookat aproduct,theywillbealsolooking through theeyesofeveryconsumerwhohaseverheldit,withaccess to theirratings,opinionsandrecommendations.Thiswillradicallyredefine thepowerrelationshipbetweenbrandsandpurchasers.3GLOBALTeenagersinChinaoftenhavemoreincommonwith theircounterpartsinBrazil than theydowiththeirparents.Networkingplatformsarecreatinganewglobalsenseofinterconnectedness that makesamockeryofoldworlddivisionslikeregionalcoding,moviereleaseschedulesandproduct versioning.But paradoxically,na-tionalandculturalidentitywillcontinue tobeapowerfulbuildingblock toglobaluniformity.trendsfortheconsumerofthefuture,accordingtoMikeWalsh3QA MIKE WALSHCONSUMER EXPERT34 FUTURE BY SEMCON 3.2011
  35. 35. FUTURE BY SEMCON 1.2012 35throttle down your air conditioner at peakperiods if you want to save money on yourbill. Most of our household appliances willbe equipped with small wireless chips thatwill allow them to monitor not only energyuse, but to actually start to really understandusage patterns for appliances. StandaloneGPS units will soon be close to dead becausealmost every smartphone not only has a GPSbut will be increasingly used as a controldevice for the rest of the technology in thecar. Your phone will unlock your car and itwill become the biometric key to your entirenetwork of devices.Many Western companies are taking theproducts they sell in Europe or the US,reduc-ing their functionality,and then selling themin the developing world.Is that the right­approach?This is a very contentious question. Oftenthe things that Western companies take outof products are the ones that those marketsactually want. Chinese consumers, for exam-ple, are increasingly affluent and they actuallywant often higher specs and are prepared topay for them. In a lot of these emerging mar-kets we are seeing a lot of innovation. There isa wonderful trend in China – shanzhai, whichmeans bandit technology. Mobile phoneswhich started off as copies started to exceedtheir original specification, and I think thatwithin five years some of these companieswill start to develop premium brands them-selves. This is what happened to Japan afterthe war. They started making cheap stuff andthen quickly moved up the food chain.In your opinion, why has a company likeApple been able to attract the consumers oftoday?In my view, Apple has excelled at onevery important capability – simplifying thecomplexity of technological change into verysimple customer propositions. To achievethis they sacrificed features, functionality,user freedoms and even product options, butin doing so they were able to take previouslyconfusing product categories like tablets,smartphones, MP3 players, set top boxes,and reassure consumers that changing theirbehaviour to incorporate the new technologywas both worthwhile and exciting.You have said that companies should actlike viruses – constantly releasing and testingnew products and ideas to keep ahead of dis-traction and indifference among consumers.Please expand.We respect Apple for its highly engi-neered, perfectly designed iPhones. Eachyear, consumers wait eagerly for the newmodel – but despite its wide appeal, it isnot a phone that necessarily suits everyone.Compare that to what is happening rightnow with the Android platform. There is anexplosive diversity of phones being built us-ing Android, from $40 low-cost units rightup to a top-of-the-line $20,000 Tag HeuerLink device, all running on the same operat-ing system.What can companies learn from this?In the future I believe the ability to con-stantly launch new products, adapt and offerdiverse variations on customer needs willtriumph over limited-release, perfectly-engineered products with long developmentphases. 1
  36. 36. 36 FUTURE BY SEMCON 1.2012WhenSiemenswascommissionedtoupgradetheturbineplantatForsmarknuclearpowerplant,theychosetoenlist thehelpofSemconindocumentingtheprocess.A challengingprojectwherenothingcouldgowrongandwheredelayswerenotanoption.TEXTHANNAH HÄGGSTRÖM JENNY PALM PHOTOS ALEXMARTIN NICKE JOHANSSON
  37. 37. FUTURE BY SEMCON 1.2012 37FORSMARKS NUCLEAR power plant,beautifully situated on theUpp­land coast about 20 kmnorth of Öregrund, is one ofthe largest producers of elec-tricity in Sweden. According toVattenfall, the largest share-holder, its reactors generateenough electricity each year tosupply Greater Stockholm three times over.One in every six kilowatt-hours consumed inSweden comes from here.But despite this high capacity there is con-tinuous improvement and modernization work.Amongst other things, Vattenfall has investedover SEK 5 billion in increasing plant efficiency.This is where Siemens comes in, as one ofthe things they were asked to deliver was fournew high-pressure turbines in connectionwith the decision to upgrade Forsmark.“Here at Forsmark, turbines are of coursethe core business. That means we have aclient who knows at least as much about tur-bines as us, which means a good climate forcooperation,”says Lars-Göran Karlsson, pro-ject manager for Siemens at Forsmark.HAVING A NUCLEAR power plant as a customerplaces great demands on both safety – demon-strated by the Japanese disaster – and docu-mentation procedures. When Joakim Holm­qvist, documentation manager at Siemens,examined the type of documentation neededfor the work upgrading the turbines, it be-came clear that the job required more thanone person. So they turned to Semcon andDenny Salomonsson, who has extensive expe-rience in similar assignments.Together they began to put together a de-livery structure and planned how a databasewould look. It was about finding the correctstructure for the entire process, from design tomanufacturing and installation documentation.The project had specific traceability require-ments, due to regulatory requirements and thesensitive nature of the nuclear industry.And even if Forsmark reactors 1 and 2 areidentical in many cases, it doesn’t mean thatAd quis enis et quam esed eumnatemporerum audisciis nis susdolenime ne nobit volum vidmilland igentisit quam quatiamSTIFFCHECKSATFORSMARK
  38. 38. 38 FUTURE BY SEMCON 1.2012the documentation can be identical. Thereactors have two separate ways of operatingand must be treated accordingly. All the workdone on Forsmark 2, for example, is unique tothis reactor.THE TASK WAS MADE more challenging by thefact that many of the subcontractors werefrom different countries. Denny Salomons-son therefore went on tour of Europe, wherehe visited all the subcontractors to create auniform working method.“Working on this, you have to have a ’heli-copter’perspective. You have to be able tosee the entire documentation process, whichruns to four or five years. In many projects thedocumentation is produced when the productis complete, but then we would have been toofar behind,”says Salomonsson.Lars-Göran Karlsson, Siemens ProjectMan­ager at Forsmark, agrees with Salomons-son: there are many challenges.“If you work with nuclear power, nothingcan be done at short notice. It can take up totwo months to have all personnel workingonsite inspected and approved,”says Karlsson.“It’s a challenging project, but we have sev­eral very good consulting firms that we workwith and have great confidence in. Semcon isone of these. They quickly understood theirroles, knew what needed to be done and havebrought a lot of expertise to the project,”saysKarlsson.THE DAY AFTER the reactor was shut down,when the high radiation level of the steamhad subsided, work in the turbine hall couldstart. During the turbine installation, Semconhad an additional task to carry out. They wereresponsible for checking and ensuring qual-ity in the documentation process, which theyhave designed themselves, is correct. Parts ofthis work have been led by Hans Ulfsparre, anengineer at Semcon.“The biggest challenge was to have fluencyAd quis enis et quam esed eumnatemporerum audisciis nis susdolenime ne nobit volum vidmilland igentisit quam quatiam
  39. 39. FUTURE BY SEMCON 1.2012 39Hans UlfsparreTitle:Quality ControlOffice: Semcon,Uppsala,Swedenthrough the whole process. There were manypeople involved, and it was crucial that every-one understood the importance of being clearand accurate and quickly passed the documen-tation along the chain,”he says.EVERYTHING AT A nuclear power station isregulated down to the smallest detail. Thereis a framework within the Swedish Radia-tion Safety Authority, which decides Swed-ish regulatory requirements and also looks atinternational regulations. This contains all ofthe checks to be made and the materials to beapproved. Put simply, Semcon’s task was toensure that the requirements for the upgradedsystem also met the Radiation Safety Author-ity’s requirements.“Everything was coordinated and run byus. To give you some examples, we ensuredthat the right materials were installed, thatall installation inspection checks were com-pleted and that the drawings were updatedand approved after installation,”Ulfsparresays.There was considerable work to be done,and work was carried out around the clock,seven days a week. Delays were not an option.Therefore there was a tremendous demand forthe right preparations to be made. The weeksbefore closure were devoted to planning andtraining for a variety of possible scenarios,among other things.“If, for example, a design changed, we hadto quickly and easily find the right locationand replace it. Since we have 300–400 files ofmaterial we needed to have created the rightstructure beforehand to be able to work effec-tively,”says Holmqvist.DESPITE MANY CHALLENGES, now the upgradework is almost finished, and there is now onlycertain final documentation left to do.”We’ve had an intense and successful jour-ney, during which we’ve developed a way ofworking that we are proud of,”says Ulfsparre. 1“Semcon quickly understoodtheir roles, knew what neededto be done and have brought alot of expertise to the project.”Lars-Göran Karlsson, Project Manager, SiemensJoakim HolmqvistTitle: Documentation Manager,ForsmarkOffice:Siemens,Finspång,SwedenLars-Göran KarlssonTitle: Project Manager,ForsmarkOffice: Siemens,Finspång,SwedenDenny SalomonssonTitle: Document ManagerOffice: Semcon,Göteborg,Sweden
  40. 40. THE SOLUTIONHOW SEMCON SOLVED THE CUSTOMER’S PROBLEMTHE ASSIGNMENT: Ascom, an international providerof business-critical communication solutions, wantedto develop a new bedside handset for hospital patients.Semcon’s assignment was to design the handset and deliverform-specific CAD data directly into the Ascom system.THE SOLUTION: By studying how patients use and perceivetheir handsets a Semcon working group presented fourdifferent handsets, customized for different audiences withvarying needs. The handset was designed so that children,adults and the elderly could understand it. In addition, theymade it robust, easy to grip and easy to clean. Semcon’sfocused team included industrial designers, ergonomistsand surface designers.THE RESULT: Ascom’s new patient handsets areergonomic, user-friendly, easy to adapt to customer needsand can be relied on at all times.TEXT JONAS FRANZÉN PICTURES SEMCONAhandsetforallsituations40 FUTURE BY SEMCON 1.2012
  41. 41. BUTTONSThebuttonsaregradedaccording toim-portance.At the topand thereforemostaccessibleis thealarmbutton,whichisalsotactileso that it ispossible tofindin thedark.Abacklit ringprovidesadditionalguidanceandvisualfeedbackwhenactivated.Abuttonwithanexclamationmarkhasbeenaddedfornon-urgent cases,thusavoidingover-useofthealarmbutton.ERGONOMICSTheformisdesigned tofit bothachildandanadult’shand.Furthermore,itisdesignedinsuchamanner that itcanbegrippedwhenhangingupsidedown.Oneof themost commonplacesfor thehandset ishangingby thecordover thebed,so that theunit endsupbeingupsidedown.Theroundshapearound thealarmbuttonmakesit easytofindit evenin thedark.SILICON KEYPADThewholehandset iswaterproofandeasy toclean.Thesiliconkeypadisavailableinfourversions,withdifferent numbersofbuttons,so that patientscanhavehandset suitablefor theirneeds.Thefact that only thefrontneeds tobechangedfacilitatesproductionandflexibility.SERVICE FLAPAcommoncauseofdamage tohandsetshappenswhenpatientsusethehandset topull themselvesupinbedwhenit ishangingover theirhead.Asmallflapon thebackwithastrainrelievermakes thehandset’sflexeasy toreplace.RUBBER FOOTApatient handset isindangerofslippingdownifplacedona tablebecause theflex’sgravitycanpullit down.Arubberfoot onthebottomof thehandset increasesfrictionwith the tablesurfaceandreduces theriskof thehandset fallingoff.Thisfoot alsohidesthescrewsof theserviceflap.FUTURE BY SEMCON 1.2012 41
  42. 42. 42 FUTURE BY SEMCON 1.2012
  43. 43. FUTURE BY SEMCON 1.2012 43ANTIBIOTICS OFTHE FUTUREWith new types of antibiotics,theNorwegian company Lytix Biopharmais hoping to solve a serious problemin healthcare today – multi-resistantbacteria.Semcon has helped thecompany with the clinical testing ofa nasal gel that may prove to be theantibiotic of the future.TEXT GITTAN CEDERVALL PHOTOS VEGARD GISKEHAUG PETER WESTRUP
  44. 44. 44 FUTURE BY SEMCON 1.2012This was how the father of penicillin, Alex-ander Fleming, commented on the randomdiscovery that genuinely came to revolution-ize modern medicine. Penicillin, and laterother antibiotics, has saved millions of livesfor more than half a century.The use and popularity of antibiotics, how-ever, comes at a price, one which Fleming wasalready aware of and warned about. That priceis resistance, and there are obvious problemswithin healthcare with multi-resistant bacte-ria – i.e. bacteria that have become resistantto many or even most antibiotics. Put simply,there will soon be nothing that attacks bac-teria.The Norwegian pharmaceutical companyLytix Biopharma believes, however, that it hasfound a solution to the problem. A solutionthat it is hoped will lead to the next great leapforward in the fight against bacteria.“Our drug even acts against multi-resistantbacteria and doesn’t have the same resistanceproblem as other antibiotics,”says HeddaWold, project manager for infectious diseasesat Lytix Biopharma in Oslo.MRSA – Methicillin-resistant Staphylococ-cus aureus – is a variant of the bacteriumStaphylococcus aureus which has developedresistance to conventional antibiotics. MRSAis everywhere in society and is one of thebacterial types that are currently spreading inhospitals the world over. Both patients andstaff may be asymptomatic carriers of MRSA,often in the nose or the skin. Patients whoundergo surgery or have a weakened immunesystem can become infected and suffer frominfections that are difficult to treat.Lytix Biopharma has developed a gel thatcan be used to kill MRSA bacteria in the noseor in the skin. The gel has been tested clin­ically on healthy subjects who are carriers ofthe bacterium. The results of a clinical‘phaseII’trial, which ended in late 2011, are verypromising.“The study treated 24 healthy bacterial car-riers with gel inside their nostrils three timesa day for three days. The thought is that suchtreatment prior to surgery will reduce the riskof infection during an operation,”says Wold,who was responsible for the clinical trial.TO HELP HER, Wold had a team of clinical trialsspecialists from Semcon. Clinical drugs trialsare certainly a new area of expertise for Sem-con, but a close-knit and experienced team ofeight experts came to the company throughthe acquisition of the consulting businessStricent in the spring of 2011.“We have worked together for several yearsand are all specialists in what we do. A moni-tor, for example, works in the clinic, supervis-ing and ensuring the quality of the results,one person is responsible for data collection,another for contact with authorities and one1 23HOW LYTIX ANTIBIOTICS WORKThe peptide LTX-109 attachesto the cell membrane.The bacterial cell ruptures and dies.This effectis very fast.The cell has no time to defend itselfand build up resistance.Traditional antibiotics act from inside thebacterial cell.This works less well because thecell then has more time to build up resistance.Cell membranePeptideBacterial cellThe chemical structure of thePeptide LTX-109 molecule“When I woke upjust after dawn onSeptember 28, 1928,I certainly didn’tplan to revolutionizeall medicine bydiscovering the world’sfirst antibiotic.”
  45. 45. FUTURE BY SEMCON 1.2012 45of the team compiles the final report. There isalso a statistician in each project group,”saysMaria Persson, project manager and clinicaltesting manager at Semcon.A proprietary system for electronic datacollection, Trial-on-Line, offers clear advan-tages over the manually-completed formsthat are traditionally used in clinical studies.Saving time and less paperwork, however, isnot the most important aspect.“The main advantage with electronic datacollection is that everyone involved in thestudy can get a real-time picture of how thework is progressing. It gives a better overviewfor everyone involved. In addition, the qualityof the collected data is more effectively guar-anteed, as any issues are straightened out ona continual basis instead of being addressedat the end of the study. Another advantageis that preparation of the final report can besimplified,”says Eva Linné-Larsson, medicalwriter at Semcon, who was responsible forthe study report.GETTING HEALTHY subjects of working age totake part voluntarily in a clinical trial is notalways easy. The testing of Lytix Biopharma’snasal gel lasted for nine weeks, during whichtime participants made over ten visits to thehospital in Malmö in southern Sweden wherethe study was carried out. Some of the visitswere quickly over with, but on three occa-sions participants had to be prepared to stayat the clinic for up to six hours.“Even with a certain amount of financialcompensation, it is quite a lot to ask of peoplewho have jobs and maybe even a family tolook after,”says Persson.Support for the study was, however, betterthan we dared hope for, in large part thanks toa slightly innovative initiative.“We cast our net wide, inviting people toseveral information evenings during 2010.Those who were interested could then alsoprovide a sample to see if they were carriers ofMRSA. In this way we eventually assembled agroup of suitable candidates,”says Persson.The Malmö study, conducted to study thesafety, tolerability and efficiency of the nasalgel in the treatment of healthy carriers of bothMRSA and MSSA – i.e. methicillin-resistantas well as methicillin-susceptible staphylo-cocci – produced good results. However, aPhase II study is just one small step towardsa finished drug. Additional Phase II studieswith a focus on bacteria both in the nose andthe skin need to be carried out before the gelcan move to clinical trials in the more ex-tensive Phase III tests. The drug will only bemarketed if these also show good results.“A market launch is at least three yearsaway, probably more. We have not yet decidedhow to proceed or what indications we shouldfocus on,”says Wold.LYTIX BIOPHARMA was founded in 2003 by twoscientists – Øystein Rekdal and John SigurdSvendsen – working at the world’s mostnortherly university, in Tromsø in north-ern Norway. The company still conducts itsresearch and development in Tromsø, whilework on clinical studies, marketing and ad-ministrative tasks is carried out at the officein Oslo, where Hedda Wold works.“The entire company has fewer than 20employees and only a dozen of these are full-time,”she says.The active ingredient in Lytix Biopharma’snasal gel is called LTX-109, and the gel hasbeen given the trade name Lytixar. LTX-109is a broad-spectrum drug, which not onlykills bacteria but also viruses and a number ofother microorganisms such as fungi.“LTX-109 is a synthetic molecule, which isHeddaWoldTitle: Project Manager,infectious diseasesOffice: Lytix Biopharma,Oslo,Norway