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Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Cambridge Institute for Manufacturing
Centre for Technology Management
David Probert
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Topics
• Institute for Manufacturing
• Centre for Technology Management
- Aims - Activities - Research portfolio
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
ManufacturingLeaders’
Programme
ManufacturingEngineering
Tripos
Advanced Course in Design,
Manufacture & Management
Preparing people for 21st
Century Manufacturing
Institute for Manufacturing - Education
Aim:
Increasing the number of able people choosing manufacturing as a career through innovative education programmes
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Centre for International
Manufacturing
Centre for Economic and Manufacturing
Policy
Centre for Technology Management
Institute for Manufacturing - Research
Aim:
Influencing a shift towards high value-added manufacturing activity through collaborative research with industry
Research and collaboration with industry
Centre for Strategy &
Manufacturing Performance
Centre for Business
Performance
Production Processes
Group
Manufacturing, Automation and Control Group
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Publications, workbooks &
practice guides
Facilitation services
Collaborative projects
Institute for Manufacturing - Networking & Dissemination
Aim:
Enhancing the economic and public profile of manufacturing through targeted networking and dissemination
Working with the Institute
Workshops, seminars, lectures &
conferences
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Department of Engineering
Manufacturing and Management Division
Where we fit within the University
• Centre for International Manufacturing• Centre for Technology Management• Centre for Business Performance• Centre for Strategy & Manufacturing
Performance
• Centre for Economic & Manufacturing Policy
• Production Processes Group• Manufacturing Automation & Control
Group
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
The Technology Challenge - Some Characteristics
Centre for Technology Management
Technology is both a major driver of change and a key element in renewing growth and maintaining long-term profitability.
Some elements of the challenge posed by technology are :
• increasing pace of technology development• sources of technology are diverse and international• increasing complexity of technology• increasing cost of R&D alliances?• globalisation of product competition • how to structure R&D?• dilemma of shortening product lifecycles vs lengthening skill development timescales• impact of information technology
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
• International academic community - Emerging ideas - Underpinning disciplines
• Practical application of tools & techniques
• Exchange of best practice
• Leading edge research
• Teaching & training
• Industrial network - Collaboration - Forums
• Industry issues & requests
• Academic issues and questions
Centre forTechnologyManagement
Practice
Research
Centre for Technology Management
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Centre Events
• Forums
• Workshops
• Training & education
• Annual symposium
- 13-14th July 2000, Cambridge: Technology Planning
- Technology roadmapping workshop
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
time
Literature
Developing ideas, frameworks, tools, etc .....
IndustrialContext
AcademicContext
Working PapersConferences
Mapping Development Application
ResearchProject
DisseminationActivities
Research approach
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Technology Management Research at Cambridge
Centre forTechnologyManagement
Management &business processes
Industry & technology
evolution
Innovation &
change
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Technology Management Research at Cambridge
Centre forTechnologyManagement
Management &business processes
Industry & technology
evolution
Innovation &
change
• TM: a process approach• R&D project selection• Strategic technology management• Auditing decision making quality• Technology Selection• TM across interfaces• Integration of marketing into NPI processes
• Technology foresight • Engineering reuse• Mobile communications
• Technology change• Innovation in advanced
materials technology• Innovation management in high-tech firms• Technology evolution in high-tech firms• Growth & co-evolution in high-tech enterprises
• New product introduction for SMEs
• Product planning• World class software delivery• NPI collaboration• Integrated engineering &
industrial design• Strategic management of
software technology• Strategic management of
holonic manufacturing technology
• Technology transfer in collaborative R&D
• Strategic make or buy• TM & KM for sustainable
production• Industrial make or buy decisions• Strategic management of
organisational competences• KM in international collaborative
business networks
Key:
Present projectsPast projectsFuture projects
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Industry
BestPractice
Sector knowledge
Require-ments
Co-ordination Resources
Dissemination
Tools &Techniques
Research
Education
Academia
TechnologyManagement
Network
Collaboration
EPSRC Technology Management Network
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Network Structure
Network
Industry Universities
Co-ordination
Technology Management Community
Centre forTechnology Management
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
?Suppliers Customers
NPI
MvB
Technology Management Domain
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Technology Management Generation & Exploitation processes
Sources of Technology
Markets/Customers
Technology Generation
Technology Exploitation
Strategy
Creation
Acquisition
Application
Licensing
£ Know-How
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Management of TechnologyKey Questions
• What are our technological assets?
• How to manage them for business benefit?
• What new technologies are relevant to our business?
• How best to acquire and exploit new technologies?
• How to protect technological assets?
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Technology Management Process Framework
Selection
External Environment
InternalEnvironment
External Environment
External Environment
Protection
Acquisition
Identification
Licencing/External/Cross-businessNew product or process development
Incremental developmentImprove suppliers/customers
Scanning MonitoringTechnical benchmarking
Innovative concept generationSpecific data collection
Forecasting Portfolio balancingPlanning/Project selection
Next product/processUrgent problem solving
Proactive approaches
Reactive approaches
ExploitationExternal purchase or transferCollaborative development
Internal transferInternal development
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Technology Management in the BusinessRelated Processes
time
Markets / Customers
StrategicManagement
TechnologyBase
Technology AcquisitionProducts/services
Resources Leakage and Obsolescence
Operational Management Doing the businessStrategic Management Keeping the business on trackTechnology Management Managing the know-how
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Characterising Technology #1Categories
Component
Design
Production
Information
are technologies which are embodied within the product
are technologies which facilitate thedesign processes
are technologies which facilitate theproduction processes
are technologies which facilitate themanagement or business processes
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Characterising Technology #2The Technology Spectrum
Processes
MaterialsOrganisation
• Materials • Components• Equipment
“Soft” “Hard”
• Skills• Systems• Organisation
• Processes
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Characterising Technology #3Competitive Impact
Base
Key
Pacing
• At early research stage• Emerging in other industries• Competitive impact unknown but promising
Emerging
• Potential to change the basis of competition• Not yet embodied in a product or process• Competitive impact likely to be high
• Embodied in products and processes• Offer basis for differentiation• High competitive impact
• Essential to the business• Widespread and shared• Little competitive advantage, if anyArthur D Little Inc
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Characterising Technology #4Technology Maturity
Embryonic Growth Mature Ageing
Perf
orm
ance
Time / investment
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Characterising Technology #5A multi-faceted resource
are technologies which are embodied within the productComponent
Design
Production
Information
are technologies which facilitate thedesign processes
are technologies which facilitate theproduction processes
are technologies which facilitate themanagement or business processes
Processes
MaterialsOrganisation
• Materials • Components• Equipment
“Soft” “Hard”
• Skills• Systems• Organisation
• Processes
Base
Key
Pacing
• At early research stage• Emerging in other industries• Competitive impact unknown but promising
Emerging
• Potential to change the basis of competition• Not yet embodied in a product or process• Competitive impact likely to be high
• Embodied in products and processes• Offer basis for differentiation• High competitive impact
• Essential to the business• Widespread and shared• Little competitive advantage, if any
Embryonic Growth Mature AgeingP
erfo
rman
ce
Time / investment
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Technology Management ..
.. is concerned with ensuring that all necessary technology is available within the business in a timely manner
.. addresses the processes of understanding and applying technology within the business for profit
Technology ManagementManaging the Know-How
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Technology and Technology Management
A central issue is communication:
• Between technologists & technologists• Between technologists & business managers• Between different businesses
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Defining TechnologyThe Know-How of the Business
Technology ..
.. may be classified in three ways : as products, processes and people. Here, people is a shorthand way of referring to the management methods, knowledge bases and modes of thought and action which underpin given products and processes.
[Whipp, 1991]Technology ..
.. in a firm is the knowledge of the productive capabilities of the firm’s businesses”
[Betz, 1992]
Technology ..
.. is the process which allows a company to say “we know how to apply science and engineering to ... ” in a way which clarifies what the technology does for the business instead of just stating what the technology is
[Roussel et al, 1991]
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Feedback
Planning
ProcessInvestigation
ImprovementPlans
Planning
ProcessOverview
Feedback
Planning
Feedback
StrategicOverview
TechnologyManagement
Need
Assessment Procedure
Transfer
Feed-back
Span of Technology Management activities
DrillDown
Process Assessment
Transfer
Stage 1
Stage 2
Stage 3
Research - Example #1Technology Management Process Assessment Procedure (TMAP)
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
1) To develop integrated practical approaches which will assist managers in dealing with areas of current difficulty in the strategic management of technology
2) To develop a practical framework, grounded in system thinking, which gives an overview of technology practices and theories of the firm and supports understanding and application of the approaches
Tools & Techniques
Frameworks
Research - Example #2Strategic Technology Management
- Linking technology resources to company objective
Aims
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Technology Roadmapping
timeBusiness /
Market
Product /Service
Technology
Benefits:
• Effective communication of developed technology strategy, and support for technology planning • Attractive to industry - many companies have tried, some with notable success
Challenges:• How to explore linkages between market, product and technology, now and in the future?
• How to develop strategy? How to prioritise and schedule technology investments? • How to implement? How to integrate? How to maintain?
• ‘TRM start-up process’ development and testing
• Technology planning framework development • Survey of technology planning & TRM practice and need
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Workshop 1Market
Workshop 2Product
Workshop 3Technology
Workshop 4Roadmapping
• Performance dimensions• Market / business drivers• Prioritisation
• Product feature concepts• Grouping• Impact ranking• Product strategy
• Technology solutions• Grouping• Impact ranking
• Linking technology resources to future market opportunities
TRM ‘start-up’ process
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
time
Business /Market
Product /Service
Technology
Prod
uct f
eatu
res
Business / Market drivers
Product features
Tech
nolo
gy s
olut
ions
TechnologyRoute Map
AnalysisGrids
Roadmap Input Data Development
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Technology Planning Framework- Linking Technology Resources to Company Objectives
Pushmechanisms- capabilities(knowledge
flows)
Business Level
Focus:
Process:
Product Level
Focus:
Process:
Technology Level
Focus:
Process:
Organisation, networks and business portfolio; marketing & finance
Strategy development and implementation to deliver value into the future
Product /service portfolio and platforms; manufacturing & operations
Innovation, and new product development and introduction over time
Technology-science-engineering base / platforms
: Technology management (ISAEP) to maintain the technology base
Pullmechanisms
- requirements(knowledge
flows)
Organisation / Context
Time
“Know-why”
“Know-what”
“Know-how”
“Know-when”
“Know-who”
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Research - Example #3Developing a Make or Buy Strategy
The Competitiveness/Importance matrix
High Medium Low
Importance to Business
Strong
Neutral
Weak
CompetitivePosition
Buy
Make
Invest/createa partnership
?
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
A Framework to Support Make or Buy Decisions
Triggers
Technology &Manufacturing
ProcessesCosting Sourcing
Skills &Systems
• Investment• Return on investment• Payback period• Total acquisition cost
• Capability of suppliers• Reliability of suppliers• Supply chain management
• Capacity• Control• Flexibility• Complexity• Life cycle
• Know-how• Expertise• Policies/procedures
PerformanceMeasures*
• Cost reduction• Lack of capacity• Reduce time to market• Increase quality• New product introduction
• Quality• Flexibility
• Focus investment• Balance capabilities• Skills shortage• Increase responsiveness
• Cost savings• Capacity utilisation• Time to market
ExternalEnvironment
MAKE-OR-BUY?
• Social Elements • Political Elements
• Economical Elements
• Competition • Availability of Suppliers
• Environmental Elements
Areas
Factors
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
• Scope– NPI research addresses any activity associated with the management of
the product life-cycle
• Recent and current projects– New Product Introduction in SMEs – NPI Collaborations– Good Design Practice Program (with RCA)
Research - Example #4New Product Introduction
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
NPI Collaborations project
Aims & Objectives• Improve the understanding of the processes of introducing
new products to market when significant development work is provided by new supplier / customer combinations
• Develop and test self-help workbooks for both supplier and customer that will assist them in managing the processes of starting, operating and withdrawing from product development collaborations.
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Good Design Practice Program
Aims & Objectives • Specify the elements of current good design practice, defining
success factors for the process outcome
• Create and validate a generic process for the creation of new products using business, product planning, industrial design and product design inputs
• Identify any major issues affecting the adoption of good design practice by small and medium sized companies
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Elements of Good Design Practice
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Portfolio management / project prioritisation tool aims tocapture subjective judgement in an objective framework:
CUSTOMERFOCUS
TECHNOLOGYBENEFIT
COST aims to capture the value
of R&D to the company
aims to capture the
value to the business
of meeting customer
requirements
Research - Example #5R&D Project / Technology Selection at BAe
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
• Medium term themes– software technology management– cross boundary aspects / technology transfer– valuation
• Long term themes– technology strategy, new product introduction,
sustainability/reuse, foresight, cultural & behavioural aspects
• Long term emphasis– metrics, tools, processes, decision support
Future activities
Centre for Technology Management
UNIVERSITY OFCAMBRIDGE
Institute for Manufacturing
Centre for International Manufacturing
International Manufacturing
Capabilities
LocationIssues
Strategy
InternationalManufacturing
Strategy Formulation
NetworkDesign
NetworkOperation
Capability learning
Information learning
• Manufacturing mobility• Fitness for transfer• Knowledge management in international manufacturing operations• Setting up an international manufacturing joint venture
• International manufacturing location decisions• Developing international manufacturing capabilities
• International manufacturing networks
• Evaluating the impact of host country characteristics on manufacturing decisions• Business unit planning: the impact of host country characteristics