Commercialization Seminar Process
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The document discusses the commercialization process of Singapore Polytechnic, emphasizing the importance of optimism and support for future generations despite economic challenges. It provides an overview of the Singapore Industrial Automation Association's (SIAA) history, mission, and various phases of product development from concept to mass production. The content highlights the need for innovation, adaptation to market changes, and the advantages of Singapore's small size in fostering niche markets while addressing the challenges posed by emerging economies like China and India.
Commercialization Seminar Process
- 1. Singapore Polytechnic Commercialization Process On 6 March 2009 By Dr G H Tan •President of Singapore Industrial Automation Association •M.D. of SysEng (S) Pte Ltd
- 2. With all the bad economical news around, we must look forward and be optimistic. Our forefathers generation went through Second World War and raised us, we should be considered more fortunate than them. Let us look forward to help our Next Generation.
- 3. SIAA Brief Overview Year of Registration 1982 (25 years of history) Industry Sector Horizontal Industrial Automation supporting Multi-sector Membership Size Corporate Membership: 48 Overseas Corporate Membership: 2 Individual Membership: 33 Others: 87 Total: 170 Purpose Mission: To be the leading hub for knowledge in the applications of Automation Technology and Business Catalyst. Objectives: 1) Vanguard of the Automation Industry 2) Support and implement recommendations spearheaded by government agencies relating to National Initiatives 3) Promote Automation Technologies & Businesses 4) Promote Application of Machine-to-Machine (M2M) Business Solutions in various industries to help improve Quality, Efficiency & Productivity
- 4. Experiences in Three Phases 1) Concept to Prototype ( 1 unit ) 2) Prototype to Mass Production (1,800 units / Line / Day) 3) Bring Technology into Business
- 5. Stator shape and windings Academic Environment to Prototype 1976 - 1979 Stator Rare Earth Magnet Finite Element Magnetic Field Prediction My work place for 3 years Phase 1 – Concept to Prototype 10,000 rpm Torque Rig
- 6. Phase 2 : Prototype to Mass Production Product Creation Process/Design Rules Quality/Design For Manufacturing 1980 to 1993 in Philips Toa Payoh Factory • Development Engineer(1980) myself • Senior Development Engineer(1981) myself • Section Manager(1982) 3 staff • Chief Engineer(1983) 6 staff • Quality Assurance Manager(1984) 80 staff • Production Engineering Manager(1987) 12 staff • Engineering Manager(1988) 100 staff • Senior Manager(1991) 110 staff
- 7. Phase 3: Bring Technology to Business Started SysEng is 1994 •Test Engineering, Embedded Software, Remote Monitoring Systems •From Concept Ideas into a Solution or System which the clients can benefit to improve their Quality, Productivity and Flexibility •Involved in Singapore Industrial Automation Association
- 8. Principles: •Functionality •Performance •Reliability •Convenience •Price Order of Priority at different Commercialization Phases
- 9. Concept to Prototype x 1 Local Prototype to Production x 10,000 Regional Production to Sustaining x 10,000,000 Global Functionality Reliability Price Performance Reliability Reliability Price Convenience Price
- 10. Concept to Prototype Prototype to Production Production to Sustaining R&D Speed Marketing Manufacturing Speed Speed Marketing Convenience Marketing
- 11. Magnitude in Log scale KnowledgeintheWorld Read 101,000,000 1010 Understand105 Apply 103 Education trains you to acquire Knowledge and then apply what you have been trained for. This is normal path. Then do the reverse, after knowing what is required for applications, go back to the Knowledge Centers to select what is relevant to your business.
- 12. Consider the opportunities and constraints in which the product / service evolves based upon its need in the Market
- 14. Effects of China and India ’s Emergence 1980 1990 1995 1997 2000 2005 Electronic industry – low to mid end manufacturing Peak of Automation Crash Neighboring countries New high end industry Growth
- 15. Source: Droege & Comp. research, members' interviews SIAA is pushing for change of automation SIAA Component Distributors Systems Integrators Software Suppliers Controls Local Automation Industry Support Course of Action • Upgrade knowledge and skills • Build Alliances • Develop niches • Do nothing Option 1 • Become contract manufacturers • Support new manufacturing sectors Option 2 • Develop new products • Create new markets • Enter into Big League Option 3 • Wind business up ???? • Sell off business ????? Evolve & adapt Options to choose SIAA_020715 15_Presentation_EDBProject_Members © Droege & Comp. 2002 Yesterday Today Tomorrow Options which Members of SIAA are facing
- 16. Cost Structure changes in Singapore • Move from low cost Manufacturing to Knowledge Intensive Base Industries • Percentage Movement from Higher Material - Low Manpower cost structure to Lower material and Higher Manpower content • Trend show follows Europe like no longer repair component level but change at module level for servicing • Certain professional equipment and services are commoditized for a larger market like Computers, Mobile Communication Devices, Medical Devices. Material Manpower Effort Material Manpower Effort 1970 to 1980 1990 to 2020 Knowledge Base Service Low Cost Manufacturing
- 18. In-depth knowledge and experience in Multi-Disciplinary Expertise, • Early adopters in Information Technology amongst the manufacturing and technology industries, • Well supported by Research & Development by Government and Institution, • Availability of large pool of local and foreign engineers to provide regional support.
- 19. • Geographically Small to Develop and Test bed new technologies and Design Changes can be addressed within 45 mins (East to West) • Accessible Cross Disciplinary Companies to come together. Ideal for new Design/Automation Technologies Deployment • Many Technology Small & Medium Enterprises (SME) within a small country with excellent supplier network to develop new solutions to shorten the time to market Small is Beautiful
- 20. The small size of Singapore is NOW its Advantage and to copy Singapore, that country has turn small and compact to copy Singapore, which is impossible to do ! A big country cannot grow small
- 21. Big Countries are like a Big Sharks on top of the food chain, and we in Singapore are guppies only Big Countries Singapore We are Guppies surrounded by Big Sharks
- 22. Many niche markets = Many small ponds, where Singapore can grow but there is not enough water for Sharks to enter. Enter a segment where the Sharks are NOT interested Big Countries They can do it if they are keen. Hence our product life cycle will be short for us, in-turn short time in market Swim faster than the rest !
- 23. • Government support for Local SMEs to evolve • Technological gap between the R&D Investments by A*STAR and SME is very wide. • Bring the technology into the market needs a Productization Bridge • Market Intelligence for industrial trends Capitalizing the excellent Wire-less & Internet Infra-structures (IDA’s iN2015 Strategy) • Automation SMEs are changing in their businesses from Hard to more Soft Automation • Emergence of Specialized Automation Businesses, Machine Builders and System Integrators
- 24. Construction Facility/Building/Home Logistics/SupplyChain SIAA M2M Model Domain Specific Sensors @ Data Generation Layer with Networked-Devices Internet Enabling Mobile Enabling Network Enabling Data Management of Sensor Outputs Healthcare High-EndManufacturing Transport Telematics/In-Vehicle Environment RenewableEnergy Vertical Domain Knowledge crosses with Technology Horizontal Layers Model by O.J. Chung of Singapore Polytechnic
- 26. Telco Customer Profile in New M2M Machine Customers outnumber Human Customers by 2:1
- 27. Source: Harbor Research, Inc Now Future M2M
- 28. Parameters to consider for Commercialization Successful Product innovation requires more than good design
- 29. Commercialization is actually considering Human needs •Convenience of Use •Performance •Price Product Specific: Portable then •Power consumption •Size & Weight
- 30. It requires a competitive organization also to:- Shorten Lead Times Simplify Co-operate Monitor Plan Do Check Action
- 31. Risk as Innovation = Uncertainty Creating New Products, Services and Markets is like exploring New Continents With Creativity, Stubbornness and / or Vision, new markets are discovered with unlimited opportunities and unknown risks
- 32. •Keep in direct contact with markets, customers and competitors. •Market information is like fish: Good for consumption when it is fresh •Simplify the product structure as there are hidden cost to consider •Keep an eye on ratio of New and Existing Products. Too many new will be risky. Existing product is good cash flow but has potential threats in future •Long term innovation may mean spending money 5 to 10 years ahead of market introduction
- 33. •Quality and Reliability must always have priority •Involve all relevant parties from the beginning: Interdisciplinary co-operation and co-makership •Design your product for production Industrial Experience is an Asset in Research •Really Creative people are a scarce , though often difficult to manage, resource. See it that their creativity finds a receptive environment •New products in new markets need creative marketeers