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Has Patel-Lunch & Learn October 2, 2015

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Manufacturing Innovation Model

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Has Patel-Lunch & Learn October 2, 2015

  1. 1. UC Irvine Institute for Innovation I N F O L O G I C The logical approach to harness innovation Presented by: Has Patel Infologic, Inc. has.patel@infologic.com (888) 325 0500 Ext. 100 INFOLOGIC, INC. 25 Palatine # 212 Irvine, CA 92612 www.infologic.com National Manufacturing Day October 2, 2015 Manufacturing Innovation Model
  2. 2. 1 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Global Innovation Snapshot (Source : Battelle Corporation/R&D Magazine)
  3. 3. 2 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Why Manufacturing & Innovation ? ( Source : NIST )
  4. 4. 3 Copyright © 2009 INFOLOGIC Inc. All rights reserved. National Manufacturing Strategy Advanced manufacturing is … a family of activities that (a) depend on the use and coordination of information, automation, computation, software, sensing, and networking, and/or (b) make use of cutting-edge materials and emerging capabilities enabled by the physical and biological sciences, for example nanotechnology, chemistry, and biology. This involves both new ways to manufacture existing products, and especially the manufacture of new products emerging from new advanced technologies. The final AMP report makes three key pillars that support American manufacturing …. 1) enabling innovation, 2) securing the talent pipeline, & 3) improving the business climate. UC Irvine Workshop 9/2012 – A Major Player in defining Strategy
  5. 5. 4 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Federal Government Initiatives : Manufacturing (source : manufacturing.gov)
  6. 6. 5 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Manufacturing and U.S. Innovation System “ …..The acceleration of innovation for advanced manufacturing requires bridging a number of gaps in the present U.S. innovation system, particularly…… the gap between research and development (R&D) activities and the deployment of technological innovations in domestic production of goods……. “
  7. 7. 6 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Valley of Death ? Disconnect between SUPPLY side and DEMAND side R&D Portfolio • Federal & Academic Labs, including NNMI • OEM Labs • IP-based small and emerging companies • International R&D Technology Needs: Manufacturing Enterprises Wasted R&D Efforts Immature technologies Unmet End user technology needs Deterioration of US Innovation Superiority SUPPLY DEMAND
  8. 8. 7 Copyright © 2009 INFOLOGIC Inc. All rights reserved. “DEMAND”-side Valley of Death: Why? R&D Portfolio Technology Needs: Manufacturing Enterprises Reasons : Lack of … 1. Resources to research & utilize external R&D and national manufacturing initiatives; 2. Strategies to create Innovation culture, and link it to the Lean initiatives; and 3. Processes to seek, assess and transit R&D into manufacturing. Outcome : loss of potential markets, profitability and future viability of these enterprises. Propose: A Manufacturing Innovation Model
  9. 9. 8 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Research Interest : Innovation Management Published Papers & Presentations 1. “Successfully Transitioning R&D and Technologies to Commercial Products“ – Aerospace & Defense Forum, OC Chapter, November 2014 2. “Innovation Model for DoD S&T Program” – NDIA/U S Navy SPAWAR Executive Forum, May 2014 3. “The Creative Destruction of Defense S&T Program” - 14th NDIA Science and Engineering Technologies Conference, April 2013 4. “Reinventing Defense Innovation Ecosystem: S&T Program to Innovation Program” - 15th NDIA Systems Engineering Conference, 2012 5. “Competitive R&D Processes, Metrics and Practices” - Institute of Management Consultants, Southern California Technology SIG Meeting, Oct 2010 6. “S&T Portfolio and Performance Maturity” - 12th Annual National Defense Industrial Association (NDIA) Systems Engineering Conference, Oct 2009 7. “Open Innovation and Technology Maturity Analysis” - 2nd DOD Technology Maturity Conference, September 2007. 8. “Assessing Technology Readiness and Maturity” – A Step-by-Step Process” - Management Roundtable Seminar, March 2007. 9. “Technology Evaluation Cycles and Technology Maturity” - 1st DOD Technology Maturity Conference, May 2006. 10.“TechIP: A Methodology for the Emerging Technology Insertion and Integration” - 24th Army Science Conference, November 2004
  10. 10. 9 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Manufacturing Innovation Model • Learn an emerging & broader Innovation Management model which also seeks innovations into Services, Process and Execution strategies. • Balance Innovation & Lean. Develop Innovation Culture • Learn to leverage Government initiatives • Scale Government, Academia and Enterprise R&D and Technology Management tools. • Utilize a four-step process to develop the plan Innovation and Technology Plan • Learn to successfully transit Emerging Technologies and R&D into Commercial Products • Conduct a CMMI™ based Maturity Analysis • Integrate IT with OT Implement
  11. 11. 10 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Manufacturing Innovation Model • Learn an emerging & broader Innovation Management model which also seeks innovations into Services, Process and Execution strategies. • Balance Innovation & Lean. Develop Innovation Culture • Learn to leverage Government initiatives • Scale Government, Academia and Enterprise R&D and Technology Management tools. • Utilize a four-step process to develop the plan Innovation and Technology Plan • Learn to successfully transit Emerging Technologies and R&D into Commercial Products • Conduct a CMMI™ based Maturity Analysis • Integrate IT with OT Implement
  12. 12. 11 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Innovation : A Broader Notion What is Innovation ? “Innovation is exploiting and translating R&D and Emerging technologies into Products (materials and non-materials), Processes & Execution models that incorporate Enterprise strategy platforms and Analytics” Product ExecutionProcess
  13. 13. 12 Copyright © 2009 INFOLOGIC Inc. All rights reserved.  “Service systems are dynamic configurations of people, technologies, organizations and shared information that create and deliver value to customers, providers and other stakeholders”. Fact Check: Service Science  “The importance of service has not led to increased investment in service research and development”.  America Competes Act (S.761 section 1106) “ ….. would also express a sense of Congress that the federal government should better understand and respond strategically to the emerging management and learning discipline known as “service science.” ……”
  14. 14. 13 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Fact Check: Corporate Innovation Directions • 2006: “I can’t sustain a significant research activity at IBM if our research is not relevant to more than half of the company’s revenues going forward” Dr. Paul Horn, Senior VP of Research at IBM • 2014: IBM Services Innovation Laboratories : 1/3 of R&D Budget ($6 Billion; 3,000 Scientists) for Services & Analytic R&D IBM •“Rather than growing by simply bringing innovative new hardware to the market, Apple transformed its business model…. This enabled Apple and its partners to extract ongoing value from the use of Apple hardware and software.” MIT Sloane Management Review • “It’s technology married with liberal arts, married with humanities, that yields us the results that make our heart sing. Steve Jobs reminded us ..” CIO Magazine Apple
  15. 15. 14 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Fact Check: Academic Innovation Directions • National Academies Multi-Disciplinary Innovation : “Team Science” - $40 Million R&D initiative for collaboration between Physical Sciences, Humanities and Social Scientists. • NSF Service Science Grants : Seeks basic research into (a) Service Enterprise Systems , and (b) Partnerships for Innovation – Develop platforms for Smart Services. National Academies & National Science Foundation • "Innovation: The Classic Traps” professor Rosabeth Moss Kanter of the Harvard Business School quotes … • “ the most common mistake companies make is to apply traditional corporate processes to new projects. “ Harvard Business School
  16. 16. 15 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Fact Check : National Academy of Engineering “Making Value for America” Technological developments, reengineered operations, and economic forces are changing the way products and services are conceived, designed, made, distributed, and supported. Manufacturing or “making things” can no longer be considered separate from the value chain, the system of research and development, product design, software development and integration, and lifecycle service activities performed to deliver a valuable product or service to market. Embracing the Future of Manufacturing, Technology and Work
  17. 17. 16 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Several approaches shape our thinking as we attack the need for breakthrough capabilities for national security: 1) Game-changing new systems technologies. 2) Layered, multi-technology war fighting concepts 3) Adaptable systems and solutions. 4) Innovation to invert the cost equation. “ … Today we seek to use innovation to radically invert the cost dynamic. How can we impose more cost on our adversaries and less on ourselves, thereby increasing our deterrent? Can innovative systems architectures, autonomy, adaptability, and new processes offer new possibilities? These approaches may allow us to reinvent development, production, logistics, operations, and maintenance in ways that radically change the cost equation…. “ Fact Check: DARPA R&D Strategies & Approaches (Defense Advanced Research Projects Agency)
  18. 18. 17 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Innovation Management Model Technology Transfer Innovation Management Traditional Notion A Broader Notion Voice of the Stakeholders Integration VALUE Radical Innovation Evolutionary Innovation INCREMENTAL DEVELOPMENT PRODUCT MODEL SPIRAL DEVELOPMENT Voice of the User Methodologies & Tools M A T U R I T Y VALUE Radical Innovation Evolutionary Innovation CMMI STAGES PROCESS MODEL M A T U R I T Y Voice of the Knowledge Worker Lean Culture VALUE Radical Innovation Evolutionary Innovation Enterprise Performance Management (EPM) EXECUTION MODEL A N A L Y T I C S A N A L Y T I C S © Infologic, Inc.
  19. 19. 18 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Case Study: Apple iPhone Family Product Innovation • Materials iPhone (User Interface, Design & Interoperability, Evolution – iPhone to 3G, 4 to 5) • Non-Materials iTunes (software maintenance and download; supply chain management; synchronization) Process Innovation • Apps Development environment • Manufacturing to integration (100% Components Outsourced; Design & iOS Software internal) Execution Innovation • Distribution Agreement with wireless carriers • Apps Revenue 30% • Retail Stores as a Knowledge Center • Genius Bar
  20. 20. 19 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Manufacturing Innovation Agenda • Learn an emerging & broader Innovation Management model which also seeks innovations into Services, Process and Execution strategies. • Balance Innovation & Lean. Develop Innovation Culture • Learn to leverage Government initiatives • Scale Government, Academia and Enterprise R&D and Technology Management tools. • Utilize a four-step process to develop the plan Innovation and Technology Plan • Learn to successfully transit Emerging Technologies and R&D into Commercial Products • Conduct a CMMI™ based Maturity Analysis • Integrate IT with OT Implement
  21. 21. 20 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Step Goals Process 1. Develop Strategies Link Corporate strategies to current and future products & technologies rManager Requirements Manager 2. Needs Assessments Develop current and future technology needs and develop a technology plan sManager Selection Manager 3. Implement, Mature & Measure Conduct the planned tasks, mature and measure mManager Multi-process Manager 4. Manage Manage and update the plan in an Open Environment oiManager Open Innovation Manager Steps : Technology & Innovation Plan
  22. 22. 21 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Technology & Innovation Plan sManager rManager mManager eBusiness ServicesInnovation Cash Curve Customer Developer Programmatic Technology Risk ICD AoA TRL/MRL TDS oiManager sManager Tech. Hype Cycle
  23. 23. 22 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Technology Hype Cycle (Source : Gartner Group)
  24. 24. 23 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Manufacturing & Technology Readiness (Source : NASA and DoD)
  25. 25. 24 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Innovation Cash Curve (Source : Harvard Business School)
  26. 26. 25 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Manufacturing Innovation Agenda • Learn an emerging & broader Innovation Management model which also seeks innovations into Services, Process and Execution strategies. • Balance Innovation & Lean. Develop Innovation Culture • Learn to leverage Government initiatives • Scale Government, Academia and Enterprise R&D and Technology Management tools. • Utilize a four-step process to develop the plan Innovation and Technology Plan • Learn to successfully transit Emerging Technologies and R&D into Commercial Products • Conduct a CMMI™ based Maturity Analysis • Integrate IT with OT Implement
  27. 27. 26 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Technology Strategies, Needs, Threats & Opportunities Analysis Internal R&D Federally Funded R&D (FFRDEC, SBIR) Academic, Industrial & International R&D CREs Critical Research Elements fCRE – Long Term CRE to meet future Years needs tCRE – Short Term CRE to meet today’s needs New Product A New Product X Existing Product X T E C H N O L O G Y T R I N S I T I O N Existing Product A Manage & Measure Research Transition Agreements Research Transfer Agreements fCRE tCRE CTEs Critical Technology Elements Intellectual Property Management R&D Portfolio Management Product Life Cycle Management Technology Implementation © Infologic, Inc.
  28. 28. 27 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Innovation Maturity Analysis LEVEL 1: Initial Poorly performed; Reactive LEVEL 0: Incomplete Not performed; Partially performed LEVEL 2: Managed Characterized as a Project & Reactive LEVEL 3: Defined Proactive; Organization wide LEVEL 4: Quantitatively Managed Measured & Controlled LEVEL 5: Optimizing Focus on Process Improvement Innovation not on the radar screen; No strong awareness of Innovation opportunities Innovation opportunities recognized; Localized inconsistent Innovation experience Approaches to Innovation recognized; Applied to Key projects; Usage consistency and collaboration among projects. A form of Innovation management model implemented; Product, Process and Execution efforts are coordinated Innovation Management model supported by consistent processes across the organization; Executive Management support; Matrices used. Full Innovation Management model is implemented; Innovation Management is part of organization strategies; Creating and managing IP is key component of all key initiatives. “if you can’t Measure; you can’t Manage” - Dr. Peter Drucker Innovation Management Model CMMI™© Infologic, Inc.
  29. 29. 28 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Manufacturing Innovation Agenda • Learn an emerging & broader Innovation Management model which also seeks innovations into Services, Process and Execution strategies. • Balance Innovation & Lean. Develop Innovation Culture • Learn to leverage Government initiatives • Scale Government, Academia and Enterprise R&D and Technology Management tools. • Utilize a four-step process to develop the plan Innovation and Technology Plan • Learn to successfully transit Emerging Technologies and R&D into Commercial Products • Conduct a CMMI™ based Maturity Analysis • Integrate IT with OT Implement
  30. 30. 29 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Proactive Model (Lean) Adopt Change Growth Model (Innovation) Takeaway : Demand-side (Manufacturers) Adopt Change by integrating Information Technology (IT) and Manufacturing Operations (OT) Technology. IT include Cloud, Mobile, Big Data and Analytics. OT include 3D Printing, Robotics and IoT. Stagnant Model
  31. 31. 30 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Takeaway : Supply-side (Start Up Teams) • Multi-disciplinary team (CALIt2, Beckman Center, Social Sciences) • Adopt broad Innovation Model (also innovate Services, Processes) • Consider Integration model (excellent OEM resources, e.g: Intel, Microsoft, IBM) • Participate in U.S. Manufacturing Innovation initiatives (e.g. NNMI) • Employ Best practices (TRL/MRL, Hype Cycle, etc.) analyses to measure R&D/Technology maturity. TRL/MRL Lunch & Learn on December 4 IP and Technology Development • Position your products to move clients from existing business models (“stagnant” or “proactive”) to ‘Innovation” • Consider Industrial vertical even if developing consumer products (e.g; wearable has significant potential for manufacturing application) • Partner with OEMs to market in Foreign countries • Adopt SaaS/OPEX model • Help manufacturing clients to integrate Information Technology (IT) and Manufacturing Operations Technology (OT) Marketing and Commercialization
  32. 32. 31 Copyright © 2009 INFOLOGIC Inc. All rights reserved. Conclusions & Call to Action OJECTIVE : Maintain and Enhance the American innovation Superiority 1. SUPPLY : Understand DEMAND-side issues and develop and position offerings accordingly. 2: DEMAND : Migrate from Stagnant or Proactive to Innovation models 3: INNOVATION STAKEHOLDRES: Assist SUPPLY and DEMAND enterprises to achieve their goals
  33. 33. I rest my case ! I N F O L O G I C The logical approach to harness innovation Presented by: Has Patel Infologic, Inc. has.patel@infologic.com (888) 325 0500 Ext. 100 INFOLOGIC, INC. 25 Palatine # 212 Irvine, CA 92612 www.infologic.com National Manufacturing Day October 2, 2015 Manufacturing Innovation Model I rest my case !

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