• From single product family life-time view to production

technological life time measuring denominator

Plant level efficiency

Event: New product

family

Event: New product

variant

= 80%

= 60%

STARGAME

Dedicated

Event: Ramp-up

Total life-time efficiency

Events: Machine breakdown, quality, etc.

The eight STARGAME parameters must be considered as a united whole.Therefore the STARGAME Measure Web is introduced, by which production in scale (plant, cell, machine, equipment, device) are to be evaluated and/or designed:

Goal

Current state

Scalable

Transparency

Adaptive

Robust

Generic

Agile

Mobile

Economical

1. Innovation strategy theory and models 2. Competitive priorities3. What we are up against4. New Business competences5. Profitability measure model6. Identified production capabilities that we

would need7. STARTGAME concept and measure

Source: HBS Prof. Clayton M. Christensen

60% on 20 EURO

20% on 5 EURO

Source: HBS Prof. Clayton M. Christensen

Beat competitorsWith functionality

Beat competitorswith speed, responsiveness

and customization

Perf

orm

an

ce

Time

Independent and proprie

tary Architecture

Modular Archite

cture

Source: HBS Prof. Clayton M. Christensen

1. Top-down Strategy process –• for established markets, • based on sustained analytical data analysis

2. Emergent Strategy for new Growth Business, • based on discovery driven and pattern market recognition process • Market experiment approach (what works, what doesn’t ?)• Agile market adjustments and re-orientation• Test critical issues before significant investments• We can learn from successful companies like SONY, HP, Apple, Intel, Dropbox and more

Here´s where we have focused They must be able to exist and work in parallel

•Price conscious•Cost efficient•Productivity

•Maintain quality•Good ambassadors

Cost

Innovation

Flexibility

Quality

Time•Time to market/volume•Lead time

•Differentiated service levels•Increased frequency of product intro. •Increased product range + variants

•Mass customer designed products•Existing products to new customers•Full service/system provider•Increased availability to products

Compan

y per

form

ance

:

The

abilit

y to

fulfi

l all

com

petit

ive p

riorit

ies

+

+

+

+

60’s 70’s 80’s 90’s 2000 +

??

Unpredictable market forecasts leads to misperceptions that effects Leak of precise control of inventoryQuality of deliverability/response timeutilization of equipment – ROI sufferingFrustration and mistrust

LEAN manufacturing does not SOLVE these challenges well!.

• Commodity risks are severe by over served customers in major markets

• Should we not in time be able to move/ generate up-markets we will face communization with very pure gross profits margins as a central consequence.

• Present product core technologies are fundamentally easy to learn and handle.

• Central patents have run out and IP protection will not work efficiently

• The globalization will evidently happen, and current distribution chains be fundamentally undermined, which we are not prepared to benefit from.

•

Customer habits and market trend changes fast and repeatable• new value networks representing tremendous growth platform are

not addressed profoundly enough to get in shape – in time!

Suspicious market segmentation• NOT by the job costumers are trying to get done BUT rather due to data

availability structures• types of products and product attributes• Price point• Demographics (consumer products) or Industry verticals (small, medium,

global )

So become Job to done oriented instead of costumer oriented !!Remember this is what set the target to which developments are

oriented !!

Conventional automated industrialization looses terrain to offshore outsourcing – • Product, part specific solution investments

can not fulfill operational investment criteria’s.

• who will evidentially owe what costumers values – us or our subcontractors?!

• will this prohibit us to connect to future costumer needs.

Financial Ratios i.e. NPV drives mamagers away from Innovation that has long tail effect

• Lack of concepts, components and systems for optimal integration of mass customization capabilities

• Ensure that we can provide the product and service characteristics that connects to up-market customer needs.

• Right Stuff-management recruitment and mentality prohibits disruptive innovations to breakthrough the resource allocation process

• they rely more on market pattern recognition than market data analysis.

• Default confidence in present core business and competences to be able to provide the competitive strength we need aiming for the growth we must have

STARGAME-factoryDesign & Product

development

Procure-ment & purchase

Sales & Marketing

Component manufactu-ring

Assembly & packing

Distribution

• More design families and variants• Shorten time to market/volume• Exploiting niche markets• Upgradeability and replacement• Customization

• Higher degree of design reuse enabling more design families and variants (cost)• Shorten and precise time to market/volume (time)• Higher quality from design, i.e. limited time for product quality corrections

• Reduction of finished goods/pipeline inventory from reduced lead time and higher delivery reliability• Improvement of service level (time and precision)• Customization of time and place of delivery• Demanding responsiveness and flexibility for enabling STARGAME

• Production platforms enabling higher reuse flexibility and thus improving the investment robustness• Reduced inventory/WIP from improved lead time and reliability• Focused and dedicated cells enabling improved ramp-up and employment of new technologies

• Reduced inventory level from shorter lead time and higher delivery reliability• Demanding a higher responsiveness from purchase

• The inclusion of several stakeholders must evaluate potential tradeoffs

1. Future market and growth potential

2. Potential misfit3. Technological

enablers4. Tactically move5. Technology portfolio

management

Today

Market

Products and services

Internal processes

Design

Production

Sales/Marketing

Logistics

Future

Market

Products and services

Internal processes

Design

Production

Sales/Marketing

Logistics

1

4

3

2

5

Manufacturing concept

Manufacturing concept

Flexible manufactoring cost.

cost Cost dedicated

manufacturing

Profit zone - fleksibel manufacturing

Profitzone – dedicated manufacturing

Preserved Customer value

Volume/MixHigh/lowLow/High

Lost Customer value

Market trend towards high variety/low batch volumes

• to add or remove capacity and capabilities easily and fast with a minimum of effort

• to share, exchange and present information where-ever and when-ever

• to preserve productivity under event based and continuous changing conditions

• to prevent/resist failures and reduced performance

• to minimize the necessary to alter the production setup• to respond on demands and changes fast and

seamlessly • to be able rearrange, reconfigure and integrate

systems • to reinsure robust investments .

Definition:• The ability to add or eliminate capacity

and capabilities

Potentials:• Easy ramp up/down• Introduction of new processes

(capabilities)

Flow of processes

Additional capacityAdditional capability

Matrix layout

Definition:Transparent Ready™ is a characteristics of the information system enabling access, sharing and exchanging of information wherever (globally) and whenever necessary

Potentials:• Enabling access, sharing and exchange of information• Wherever – whenever• Surveillance of operations• Utilisation of acquired data for control purpose• Remote diagnostics and repair

Plant

Shop Floor

Cell

Machine

Sensor/Actoators

Control hierarchy

Physical information structure

Definition:• The system is in an error tolerant

manner towards changing conditions. • Operating continuously and virtually

unattended for a relative long period of time via self-diagnostic and -tuning

Potentials:• Equipment/cell operates non-supervised• Equipment/cell is self optimizing (self

tuning)• Error tolerance • Self diagnostic capability

1 2 3 4 5 6

7 8 9101112

AB

12x

6x

8x

2x

9x

3x

10x

4x

11x

5x

7x

1x

Eth

erne

t

A

12x

6x

8x

2x

9x

3x

10x

4x

11x

5x

7x

1x

C

Camera

FeederRobot

to robot

to camerato feeder

Self tuning of feeder operations on basis of image analysis

Theory:Generalized Semi Markov Process

Known from :•Traffic control•Telelcommunication•E-buzz/workflow systems•MANUFACTORING

Definition:• A proactive design/measure

parameter taken to ensure that the production system prevent and resist failures or reduced performancePotentials:

• Stabilised operations• Limit failures and reduced

performance under changing conditions

• Tolerant to variations in parts or equipment

Simple gripper assisted with robust with vision

Force feedback control applied for compliant robot assembly

Full video link:http://dora.cwru.edu/msb/pubs/icra2002.mpg

Definition:• A proactive design/measure

parameter focusing on disarming the need to change the production system due to changing conditionsPotentials:

• Reuse of equipment• Multi purpose equipment• Non product specific

Bowl feeding Flexible feeding

Cell phones: Display window Surface Coating

Definition:• The system’s responsiveness to demand and

product changes (both of long and short term nature) via focusing on the capabilities of fast and seamless change-over

Potentials:• Reduced change over time (minute to minute,

day to day, week to week)• Increased frequency of product changes• Improved respond to demands

Identify productFill feeder – manually or automaticallyAutomatically upload of receipt Initiate production Camera

Feeder

Robotto feeder

1 2 3 4 5 6

7 8 9101112

AB

12x

6x

8x

2x

9x

3x

10x

4x

11x

5x

7x

1x

E the

r net

A

12x

6x

8x

2x

9x

3x

10x

4x

11x

5x

7x

1x

C

Fast and seamless changeover:

Vision receipt:- Cam config.- Models- …

Robot receipt:- Robot config.- Pick strategy- …

Feeder receipt:- Feeder config.- Feeder strategy- …

• Flexible packaging• Flow plastic back pack• Lot-size one• Individual bag size• Individual marking• Vision event based control•

Definition:• A mobile system architecture enables a

reconfiguration (mixing and matching) of the individual functional system elements via standardized system interfaces

• Potentials:• Improved product flexibility and shorter

time to market/volume via higher re-use, re-arrangements and matching of modules

• Gradual introduction, upgrading or replacement of capacity and capabilities via individual process modules

• Differentiated and focused optimisation of each process module

• Interfaces may constitute additional investment in comparison with non-modular systems

Mobile workstations

Rotation disk

Mobile Competence Cells

Mobile buffers and transportation

Definition:• The STARGAME factory paradigm

necessitates a cost evaluation paradigm that promotes total cost and thus avoidance of sub-optimization due to short term operational focus

• The profitable zone of the STARGAME concept

• Necessitates a total cost paradigm based on:1. Total life-time view with a transformation from

product families to production technology2. Stakeholders trade-off evaluation, i.e.

STARGAME versus other stakeholders

Scaleable The production system’s ability to add/eliminate capacity and capabilities

Transparent Ready™

Adaptive

Robust

Generic

Agile

Mobile

Economical Efficient

Transparent Ready™ is a characteristics of the information system enabling access, sharing and exchanging of information wherever (globally) and whenever necessary

The system is in an error tolerant capable to operate continuously and virtually unattended for a relative long period of time via self-diagnostic and -tuning

A proactive design/measure parameter taken to ensure that the production system resists failure or reduced performance under changing conditions

A proactive design/measure parameter focusing onrelaxing needfor changes to the production system due to changing conditions

The system’s responsiveness to demand and product changes (both of long and short term nature) via focusing on the capabilities of fast and seamless change-over

A mobile system architecture enables a reconfiguration (mixing and matching) of the individual functional system elements via standardized system interfaces

The STARGAME paradigm necessitates a costing evaluation paradigm that promotes total costing and thus avoidance of sub-optimization due to short term operational

focus only

The eight STARGAME parameters must be considered as a united whole.Therefore the STARGAME Measure Web is introduced, by which production in scale (plant, cell, machine, equipment, device) are to be evaluated and/or designed:

Goal

Current state

Scalable

Transparent Ready™

Adaptive

Robust

Generic

Agile

Mobile

Economical