Group 6 Prefabricated wood component innovation Group 6 Prefabricated wood component innovation.

Group 6 Prefabricated wood component innovation

Group 6 Prefabricated wood component innovation

Group title: Pinocchio

Djuric Ivan

Fontenla Alessandra

Konjevic Vanja

Lastaukas Gediminas

Lörinczi Balint

Oberwimmer Roland

Vovk Matej

Team members:

Group 6 - Prefabricated wood component innovation

Featuring Miika Kajanus


Group Theme:

Innovations in the field of woodworking industries, particularly of semi-finished and

finished wood products


Represented Case Studies:

Šik Kučevo - Serbia & Montenegro

PB group S.P.A - Italy

Rabic Slavko - Slovenia

Lignova Kft. - Hungary

Alseka - Lithuania

Architektur Stöckl Horak Ziviltechniker Gmbh – Austria


Socially owned company for production and sale of wooden products

»Šik Kučevo«

Production lines:

1. Line for the production of plywood2. Line for the production of veneer 3. Line for the production of pressed parts 4. Line for the production of carpenter's products5. Line for the production of lumber6. Line for the production of carpentry and frieze

7. Line for the production of carpenter's products as agreed - Maleševo

- On the basis of projects, technical and technological planning has been conducted and also equipping of a small section (2001), where precious lumber, skilfully processed and designed, became the final product which was sent directly to the market.- In designing the product, wood of the walnut, beech and cherry were used, therefore emphasizing the advantages of natural materials, and the production perfection and the functionality of the final products.- In 2002 »Šik Kučevo« had bought two (CNC) milling machine which enable writing and drawing various two or three-dimensional objects. It is a computer guided tools that is used in production of doors and wings.

Innovations:

http://www.dpsikkucevo.com/eng/proizvodnelinije.php#Slide%201





∙ Use of furniture technology applied to the doors production,∙ New production of aluminium windows and shutters,∙ New water-based acrylic painting,∙ Certifications: GOST product and firm certification, quality System Certification UNI EN ISO 9002 (1995) now substituted by the VISION 2000 (year 2000), Superlegno Quality Brand-name.∙ PB Academy: division providing to the continuous forming and updating of the employees belonging to all the levels, in collaboration with a forming office of Milan.∙ New machineries

Innovations:

PB GROUP has five divisions:PB FINESTRE: produce wooden windows and shutters mainly directed to a medium and medium-high sector of the market;PB BUILDING: wooden windows and shutters for the building sector so for a lower economic band;PB PORTE: wooden interior and entrance doors;PB BULK: reinforced wooden windows and entrance doors; PB SINTESIS: produce aluminium windows, PVC windows and aluminium shutters.

Production lines:

PB GROUP S.P.A.


Slavko Rabic – Family forest enterprise

Production:

•Intensive production of wainscot•Production of lumber

Innovation:

•Case of vertical innovation process model in personal level. Investment in new machine for making wainscot in year 2000. Instead of just selling the logs, he can now offer the final product to his customers. Buying a new machine enforced him to renew an old stable for storing the wainscot or lumber.


State owned company for manufactoring and building of panelled houses

»Lignova Kft.«Present situation: 1. This is the second largest company in Hungary which produces panelled houses 2. The timber is imported from Ukraine, or from Romania3. The components are manufactured in different countries (doors, windows, isolation, plasterboard) from Hungary to Austria4. It has private customers and domestic market, and Austria5. The company offers work for 6 people6. Business goals are enlarging the market, higher profit, having an own market,

keep the employees Innovations:

- In the last 25 years there was almost no innovation, except using new materials, and some new machines. - In this year the government offered about 520000 € for this division for the main developments.- From the disposal finances they would innovate the next main things:

- technical innovation (software, and hardware for constructing the new houses, renovation of the present factory (heating, social equipments, lightning), new machines for wood processing, and assembling the panels, front - end loader for carrying timber, lagging industrial gates, developing infrastructure, new buildings,- innovating the relationship between the other companies, founding a new federation.


-production of wooden panels- external doors - wooden windows

Production lines:

During the recent years operating conditions haven’t changed, however, enterprise has decided to be in progress and to enlarge the productivity. It was decided to acquire modern wood manufacturing equipment, which is the only of this kind in Lithuania.

It was acquired Rover 27 machine in Lithuania.

Innovations:

Joint-Stock Company Alseka Ltd


Architektur Stöckl Horak Ziviltechniker Gmbh

Planning and realization of customer-tailored resident home constructions

Production:

Innovations:

Development of an affordable, standardized yet flexible passive house


Evaluations (Enterprise and innovations)

Šik Kučevo

Evaluation of innovation:

- High level of computerized machines and the quality of the final processing made a great influence on raising the working culture and technological discipline.- Introducing a new design, differentiation of the products and market interest, activated and motivated development and inventiveness with great number of workers which have been included in this part of production.- Going out on a market and showing these products, ŠIK Kučevo took a new position on the market and obtained buyers from a lot more market groups than it had had when dealing only in producing and offering building materials and half-raw materials.

Impeding factors: - Process of transition in Serbia and Montenegro - Economic situation inside country - Unregulated low in forestry sectorFostering factors: - Wary easy to get the good quality input. - Chance to export products to the large markets (e.g. EU) - Well trained personal



PB group S.P.A:

Evaluation of innovation: Probably the anti-kalashnikov case was the least incisive one that I could choose among the others, of course the production of a new kind of window isn’t a radical innovation in the firm but an incremental one; it hasn’t brought big challenges concerning economical incomes or internal structure. But the interesting aspect is that PB group could adapt itself and the production for satisfying a client need and it could use this occasion for selling a particular supply with anti-kalashnicov windows and then for planning a new model of armed window for the normal market. That demonstrates that the firm is active with a good potential for innovation.

Fostering and impeding factors regarding the innovation possibility:Fostering: every year 7-10% of turnover is destined to innovation and research of new models and technologies; specialized workers with good knowledge on the subject, general will to be innovative and constantly on the market.Impeding: at this moment al the impeding factors are connected to the fragmentation of the firm.


• case is somehow kind of process innovation • a new forestry wood product innovation • the share of income from forestry work (and making wainscot) is higher than it is usually the case.• prevailing goal is to maintain capital, like it is in most of the cases of forest owners that have between

10 and 100ha large forests (Rametsteiner). Nevertheless the strategy of Slavko Rabic is similar to the majority of the strategies of forest owners in central Europe: business as usual.

• Innovation systems are compromised of:- actors (the owner himself with the family)

- institutional background (seminars, fairs…)- and their interaction

impeding factors:- lack of forest institutions (or enterprises) in the region- no flow of information between institutions (no cooperation between institutions)- afraid of taking credits- no information from chamber of Agriculture’s forestry advisory services- unavailability of financial means- no innovation & development support programme- financial/tax expenditure- lack of information on innovation support schemes- collaboration with administration and chamber

fostering factors:- cooperation with costumers- direct customers – no ‘middleman’- prefers small scale business – independence- cooperation with other forest owners- forestry subsidies from public funds- size of forest is 72ha (concerning the average size of forests in Slovenia, which is 2,6ha)

Slavko Rabic – family forest enterpriseEvaluations (Enterprise and innovations)



Lignova Kft.


- the main objective of the innovation was, that the financial support was offered for them (they already wanted to do some modernization, but they haven’t had enough money for it,- 500 000 € is the annual turnover, but the profit is very law,- positive resolutions of the innovation: 100-120 % higher productivity, better quality, faster

manufacturing, bigger market, more customers, higher salaries, - the most important challenges could be in gaining a bigger market, and more customers, and to gain the customers over,- the main problems are, that the market is very sensitive and indeterminate.

Impeding factors: - that the company has its reputation

- the position of the factory is in a really advantageous place, - 25 years experience

Fostering factors:

- peoples don’t know the advantages about these houses - peoples don’t know about renewable forest products

- the market is fulfilled



The goal of the innovation is to improve the quality of the products, to enlarge the stock as well as to gain a larger profit, but we can be seen some factors:

As the personnel was not been able to use the new equipment it was a necessity to send the staff to the courses, to improve the qualification of the personnel. However, the people assimilated the new information and everything was to the good. When we have a new products, we must know about economical situation in country, make products presentation and we need to find market groups.

Fostering and impeding factors:The bigest fostering factor is knowledge. You work with fostering idea and you don‘t feel impeding factors.


Alseka



Architektur Stöckl Horak Ziviltechniker Gmbh

Realization of an affordable passive house which is adaptable to current and future needs of its residents

Main objectives: flexibility, affordability, ecology, product quality

Outcome:

• standardized, prefabricated passive house

• increased profitability

• change in attitude

Fostering factors: Impeding factors:

• Available knowledge

• Technological standard

• Local building authority

• Building codes

• Financing

• (innovative partners)


Conclusions

Our group includes very different enterprises and innovation cases. The range is from family run business to a huge, well organized furniture manufacturer operating on a worldwide scale.

In 5 of 6 cases the innovation area was both technological in terms of new machinery and product innovation.We conclude that there is a connection between product and technological innovations. Whereas organizational innovations seem to be less common (3 out of 6). Generally companies care about technological and product innovations first.With increasing size firms pay more attention to organizational innovations and commercialization of their innovations.

Innovation area:


Conclusions

Information sources:

According to our findings most important are institutional (6 of 6) and B2B information sources. Only one company mentioned internal sources.

In 5 of 6 cases the innovation impulse comes from internal sources. Only in one case the impulse comes from customers.

Innovation impulse:

Certification

Improve quality of wood (as input), processes and final products. They are necessary for a firm that wants to go the global market, they can be used as an efficient marketing tool and to get a better price, increases competitiveness.

Cooperation

Making less products, the firms can concentrate in improving the quality of the products so the system becomes more complex and co-operation with other companies and institutions is needed.


Conclusions


Lessons learned/recommendations

Innovation depends much of social and political environment.

For improving social part of community, there must be constant economic growth which can be achieved only by forcing innovations.

For achieving that goal, certain intensity of cooperation must be established.

Conclusions

Group 6 Prefabricated wood component innovation Group 6 Prefabricated wood component innovation.

Documents

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