het collectief centrum van de Belgische technologische industrie … · 2008. 8. 20. · het...

het collectief centrum van de Belgische technologische industrie


Sirris, collective centre of the Belgian technology industry

Driving Industry by Technology

21/06/2007© sirris 2007 | www.sirris.be | [email protected] | 3

Defense & securityMechatronicalengineering

Electricalengineering

ICT

Mounting & Cranes

AerospaceContracting & maintenance

Metal processingPlastics & composites

Construction products

Metals and Materials

Industrial Automation

Automotive

Accompany with introduction of technology innovations

For the technology industry

Improve the competitive position


Mission: Driving industry by technology

• Advise and guide companies during their introduction of technological innovations. • Our experts visit companies on site, offer them technological

advice, launch innovation paths, and provide guidance until theyreach the implementation phase.

• Objective knowledge partner• It is our aim to find concrete solutions to the real challenges

facing Belgian entrepreneurs. In doing so, we do not favour any particular technology. We are:• Independent and driven by demand• Multi-technological

• Focused on results


Knowledge development and research

Innovation stimulation

Advise and guidance

Collective

Materials ProductDevelopment ProductionTechnology ProcessOrganisation ICT

Individual


>2000 member companies

Key figures

> 5 000 industrial interventions each yearin 2000 companies

85% SME

> 100 technology experts> 100 European projects

already carried outturnover of 20 million euro


Locally present, embedded in 3 regions

Engineering of product development and manufacturing systemsSystems designVirtual Engineering, Materials engineer-ing-Composites-Surface treatment-plastics

Materials engineering-surface treatmentProuction technology-Machining-One setup machining

Product engineering & designRapid manufacturing, proto-typing & toolingMaterials engineering-Composites & nanocomposites-Plastics-Nanopowders & plasma-Magnesium thixomoulding

Virtual EngineeringMaterials engineering-foundry-Materials selection/testing-Pressure equipment-Heat treatment

ICTSoftware engineering

Micro fabricationRapid manufacturing

Materials

ProductionTechnology

ProductDevelopment

Process Organisation

ICT


Taking technical innovation at a higher levelTechnology strategyIntegrated projects


Technology strategy


What is innovation?

Knowledge€

RESEARCH

INNOVATION


Why do you a need a strategy?

1. To make choices !


Is this your project pipeline?

21/06/2007

Average

added value time

Number projects per engineerBron: IBM Development Efficiency Study

100%

80%

60%

40%

0%

20%

65431 2

Many projects = low productivity


Why do you a need a strategy?

“It is not the strongest of the species that survives, nor the most intelligent,

but the one most responsive to change.”

Charles Darwin

2. To be able to change !

21/06/2007

Per

form

antie

Time

Physical limit

Maturiteit

Take-off

Start

Innovation is mainly incrementalbased upon a dominant design.

Radical innovation

Innovatie aimes mostly at processes and services

Technology evolution: the S-curve


Innovation phases

,

Focus

Time

Product innovationProcess innovation

Business model innovation

21/06/2007

Time

Disruption

Per

form

ance

Disruptive innovation


Technology strategy – a definition

A technology strategy gives choices at mid term regarding the technology portfolio of a company.

It plans the collaborations with technology providers and defines the relations with product and process

innovations.

21/06/2007© sirris 2007 | www.sirris.be | [email protected] | 19Source: RWTH Aachen

Example


Business strategy and technology strategy

Source: RWTH Aachen


Case: RVB

• Small enterprise• Niche player, water taps• Wants to develop a new generation of

products by introducing more technologies.

• Question: in which technologiesdoes the company have to invest?

Technology

Market

Funnel


Case: Fours Industriel Belge

• SME• Heat treatment installation for

metal wires• Divers product portfolio based

on many technologies

• Question: in whichtechnologies does the companyhave to invest?


Product – Markt – Technologie

Producten MarktenTechnologieën


Steps in a technology strategy

• Situation analysis• Product-Market combinations• Competitors• Market expectations

• Technology analysis• Internal and externe technologies• S-curve, technology position

• Analysis of the strategical impact of technologies• Describe technology options• Formulate strategic plan


Portfolio analysis of PM combinations

1

2

3

4

5

1 2 3 4 5competitivity

attr

activ

ity



1

2

3

4

5


attr

activ

ity

HF connectoren (telecom)

LF connector

Sensoren (machinebouw)

2 mm systemen

Chipkaarten



1

2

3

4

5


attr

activ

ity

Analyseren

Desinvesteren

Investerenin groei

Uitmelken


Product-Technology analysis

1

5


Patent research

Aantal patentenCCVD

0

20

40

60

80

100

Jaar (1992-2008)

Aantal patenten per bedrijf

0

10

20

30

40

50

60

Bedrijven

Patent evolution.

Number of patents per company


Technology analysis

1

2

3

4

5

1 2 3 4 5Technologische positie

S-cu

rve

posi

tie

Display

Wireless transmission

Overmoulding

Coating


Market Technology analysis

Differentiatie doorunieke technologie

Differentiatie doorunieke integratie, diensten,…

Onvervulde noden

Tijd

Perf

orm

antie

Technologie overtreftKlant verwachtingen

Integratie domineert

Tijd

Rel

ativ

e %

cust

omer

s

EarlyAdopters

LateAdopters

Technologiedomineert

MInimale performantievoor doorbraak


1

2

3

4

5

1 2 3 4 5Technologische positie

S-cu

rve

posi

tie

Technology analysis

Potentieel Investeren

InsourcingPartnerships

TechnologiewachtTechnologiewacht

Integratie

AnalyserenZaaien


When is a technology strategic?

1. Does the technology have real value?

Differentiation:Increase of price

Decreaseof cost

ProfitTechnology



2. Does the technology provide a unique advantage?

Are there alternative technologies witha similar or better performance?

3. How sustainable is the advantage?

Protection by patents, company secrets, …

21/06/2007

Start

Takeoff

Maturiteit

UniekheidComplementaire

Assets

Uniqueness and the life cycle



4. Can we bring the technology to the market?

Are there enough collateral assets to profit from the technologyinvestment?

Collaboration with partners.


Technology options and scenario analysis

• Analysis leads to a number of technology options• Own development• Partnerships• Starte new technologies/products

• Biggest problem of strategy: the future cannot be predicted

• Map the potential risks / SWOT • Technological risks• Market risks• Competition


Scenario analysis

• Select the two main uncertainties• Evaluate the consequences of different options• Choose a robust solution• Do not close options too fast

Competitor launchespremix technology

Steel cord market grows Steel cord market stabilises

Premix patent is ours


Case

from distribution to system development

Ieco:Distributie

Componentbouwer

Ieco:Distributie

Ieco:Integrator

Ieco: Op maat maken

OEMproducten

MRO

Ieco:RevisieIeco: Comp.

ontwikkelaar

Componentontwikkelaar

Weder-distrubutie

Ieco: Comp.bouwer

Eigendistrubutie

Componentbouwer

Ieco:Distributie

Ieco:Integrator

Ieco: Op maat maken

OEMproducten

MRO

OEMproducten

MRO

OEMproducten

MRO

Ieco:RevisieIeco: Comp.

ontwikkelaar


Ieco: Comp.ontwikkelaar


Weder-distrubutie

Ieco: Comp.bouwer

Eigendistrubutie

Legende:• IECO• IECO in de toekomst• Extern

Legende:• IECO• IECO in de toekomst• Extern


1

2

3

4

56

7

8 9

10

11

12

1314

15

1617

18

19

0

2

4

6

8

10

0 2 4 6 8 10Competentie

Att

ract

ivite

it

Hydraulische componentenOntwikkelaarOEM

Hydraulische componentenRevisieMRO-G

Hydraulische componentenRevisieMRO-KM

Hydraulische componentenRevisieOEM

Hydraulische systemenIntegratorMRO-G

Hydraulische systemenIntegratorMRO-KM

Hydraulische systemenIntegratorOEM

Hydraulische systemenRevisieMRO-G

Hydraulische systemenRevisieMRO-KM

Pneumatische componentenOntwikkelaarOEM

Pneumatische componentenRevisieMRO-G

Pneumatische componentenRevisieMRO-KM

Pneumatische componentenRevisieOEM

Pneumatische systemenIntegratorMRO-G

Pneumatische systemenIntegratorMRO-KM

Pneumatische systemenIntegratorOEM

Mechanische aandrijvingIntegratorMRO-G

Mechanische aandrijvingIntegratorMRO-KM

Mechanische aandrijvingIntegratorOEM

Eco systeem Subassembly sturing Subassembly electriciteit

Subassembly mechanica

Component

Life cycle cost 3 Systeem testen 6 Elektrische motoren 9 Lakken 3 Hydraulische pomp 9Geluidsbeheersing 9 CANbus op ventiel 1 Sensoren alarm (temp,

peilniveau)6 Manifold 6 Filters 6

Energie 9 Bussysteem 9 Klemmenkast als interface

9 Complexe manifold productie - optimalisatie gewicht en afmetingen

9I Hydraulische ventielen 9

Telemonitoring van componenten en systemen

6 Frequentie variator bij aanloop cilinder

0 Ontwerp elektrisch schema

0 Ontwerp hydraulisch schema

6 Koeler 6

Logging in situ/bij EMC 6 Handleiding en dossiers 6 Berekening en keuze van hydraulische componenten

6 Reservoir 9

Tracing 9 Stuurkaart op ventiel (regeltechniek)

3 Dynamisch gedrag van systemen

9I Hydraulische cilinders 9

Web voor aftersales (voor grote OEM)

? Dimensioneren ventiel 6 Virtueel ontwerp van hydraulica als component (via eenvoudige CFD)

9I Klein materiaal bv koppelingen

9

Machine by wire 9 Simulatie fluïdum op microniveau (via complexe CFD)

9I

Professioneel ontwerp 9 Pneumatische sturing van hydraulische ventielen vb voor ATEX

1

Sensoren met meer functionaliteit dan alarm, vb ifv toepassing

6 Assemblage 6

Real time solutions voor vb nichemarkt van testopstellingen

3 Automatisatie van hydraulisch ontwerp

3

PLC? Ontwerp ifv assemblage "gemak/kost"

3

Passieve signalisatie - pictogrammen

9I

Materiaal selectie ifv vb oxidatie

9I



Component










6 Koeler 6


6 Reservoir 9







9


9I


1


6 Assemblage 6



3


3


9I


9I



Component










6 Koeler 6


6 Reservoir 9







9


9I


1


6 Assemblage 6



3


3


9I


9I

Core - technologiesklanten

tech

nolo

gie

technologie

partn

er

klanten

tech

nolo

gie

klanten

tech

nolo

gie

technologie

partn

er

technologie

partn

er

partner search

PM

T

TM


Conclusions

• A strategic framework is needed to ensure innovations• The foundations of a technology strategy:

• S-curve• Own technological position• Market expectations

• Uniquenesss and assests lead to a competitive advantage• Technology strategy (T) and business strategy (PM) should be

closely linked

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