Networked Engineering Design Projects A PhD research about cross-boundary new product development in the Danish Cleantech Industry
Pedro Parraguez Ruiz Supervisor: Anja Maier January 11 t h 2013
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• Objectives • Literature and Communities
• Key topics • Research Questions and Hypothesis
DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Practice
• Background
Theory
Introduction
Presentation Roadmap
• Research Design • Data gathering and analysis • Examples
Introduction
• Background • Objectives • Literature and Communities
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Background Design (and development) teams increasingly include participants from different domains who must explore and integrate their specialized knowledge in order to create innovative and competitive artifacts… Thus communication (…) has emerged as a fundamental component of the design process. Sonnenwald, D. H. (1996). Communication roles that support collaboration during the design process. Design Studies, 17, 277–301.
There is abundant cross-sectional evidence of performance correlated with network structure… Performance improves for executives educated in the network structure of social capital. Burt, R. S., & Ronchi, D. (2007). Teaching executives to see social capital: Results from a field experiment. Social Science Research, 36(3), 1156–1183.
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Background When and under what circumstances can people work more effectively in groups, and when alone? How do we determine when group work is to be preferred to individual work? Is more always better? …We must begin with an analysis of the task; then proceed to an analysis of the human beings and the technical systems… Then we must create a place for silence as well as a place for talk. Simon, H. A. (2002). Organizing and coordinating talk and silence in organizations. Industrial and Corporate Change, 11(3), 611–618.
The business world is denoted by an increasing number of multi-team research and development (R&D) projects, however, managerial knowledge about how to run them successfully is scarce. Kratzer, J., Gemuenden, H. G., & Lettl, C. (2008). Balancing creativity and time efficiency in multi-team R & D projects: the alignment of formal and informal networks. R&D Management, 38(5), 538–549.
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Background Why networks and networked? • From systematic to systemic • Decreasing transactional costs and increasing technical complexity Why Danish Cleantech* Projects? • Significant R&D/NPD activity • Propensity for collaborative project generation and association • Large number of companies and tightly packed supply chain *Cleantech: Firms participating in this industry develop products and services within the scope of renewable energy, environmental solutions, climate adaption and other also called sustainable, green or resource efficient technologies
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Objectives Describe, Assess and Support Networked Engineering Design Projects Through: -Improved understanding of the structure and dynamics of its underlying networks -The integration of socio-technical aspects combing ED, TIM and SNA -An emphasis on cross boundary issues -An analysis of the ways in which the network structure and dynamics drive the performance
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Literature base and communities 1. Engineering Design: primary contribution target Key Journal: Design Studies Key Topics: Collaborative Design, Design Activities, Co-Design 2. Technology and Innovation Management: Secondary contribution target Key Journal: Journal of Product Innovation Management Key Topics: Innovation networks, NPD networks, Collaborative NPD 3. Social Network Analysis: Methodology and tools Key Journal: Social Networks Key Topics: Networks structure and dynamics, ego-networks, network influence over behavior/performance
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Previous papers NordDesign 2012 August 22 – 24, 2012 Aalborg, Denmark
Mapping industrial networks as an approach to identify inter-organisational collaborative potential in new product development
Towards describing co-design by the integration of Engineering Design and Technology and Innovation Management literature
Pedro Parraguez Ruiz DTU Management Engineering, Building 424, Room 106, 2800 Kgs. Lyngby, +45 525 4411, ppru@dtu.dk Anja Maier DTU Management Engineering, Building 424, Room 109, 2800 Kgs. Lyngby, +45 4525 6045, amai@dtu.dk
Pedro Parraguez Ruiz DTU Management Engineering ppru@dtu.dk
Keywords: Collaboration; Clusters; Cleantech; Product Development; Innovation Networks; Codevelopment. Abstract Increased industrial complexity and specialization is pushing organizations to participate more proactively in collaborative networks. These networks enable them to create new products and services requiring a pool of knowledge and capabilities going beyond the traditional organizational boundaries. Consequently, identifying and selecting potential partners to establish collaboration agreements can be a key activity in the new product development process. This paper explores the implications of mapping industrial networks with the purpose of identifying inter-organisational collaborative potential. The analysis is contextualized mapping the Danish Cleantech industry and depict the uses of the visualization and analysis of industrial networks in the selection of co-developing partners. 1. Introduction Establishing effective partnerships is a critical activity in the development of knowledge intensive products and services. These partnerships allow companies to navigate an increasingly higher industrial complexity and focus on their core competitive advantages (Büyüközkana and Arsenyanb 2011, Kanter 1994). According to Freeman (1991) and Ferrary (2011), this has meant that over time, companies have augmented significantly their engagement in collaborative projects and networks beyond their organizational boundaries. This is reflected for example in the high number of recent industrial and governmental initiatives supporting partnerships and collaboration at different levels. Multiple factors affect the success likelihood of inter-organisational collaborative activities (Chiesa et al 1998, Fraser and Farrukh 2003, Perry et al 2010), but it is difficult to deny the importance of an appropriate early identification of the most adequate potential partners (Emden et al 2006). If intra-organisational co-development activities between areas such as design and manufacturing are particularly challenging (Adler 1995 and Smulders 2006), interactions at that level but between different organisations are even more demanding. Consequently, leaving the partner identification and selection to serendipity or an incomplete assessment of the available options can be a very costly option for what should be a strategic decision. Parraguez, P. & Maier, A.M., 2012. Mapping industrial networks as an approach to identify inter-organisational collaborative potential in new product development. In Encuentros Paris 2012 - Knowledge for Economic and Social Development.
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1"
Anja M. Maier DTU Management Engineering amai@dtu.dk
Abstract The purpose of this paper is to provide an overview of the available literature concerning the understanding and improvement of co-design processes. The most pertinent aspects of such processes are presented through an interdisciplinary analysis incorporating contributions from literature in the fields of Engineering Design (ED) and Technology and Innovation Management (TIM). Interactions between design and third parties in a range of co-design situations are examined via a targeted literature review, and a map is developed containing a network of keywords. As a result of this review, key aspects from the literature are summarised and connected through an initial framework characterising, the what, when, who, how and why of co-design. The research motivation arises from the Danish Industry Complex Cleantech Solutions initiative and its need for a conceptual background that integrates the multiple perspectives addressing co-design. Keywords: Co-design, Collaboration, Product Development, Literature Review, Cleantech, Design Process, Collaborative Design, Networked Innovation
1. Introduction Motivation: Co-design and the Danish cleantech industry The Danish cleantech industry directly involves a wide variety of organisations, including: new technology start-ups, technology based SMEs, big multinationals, public sector initiatives, universities, and research centres. Between the capital region and Zealand, this cluster includes 522 companies containing a large part of the complete supply chain for many of the developed products and employs approximately 30,000 people [1]. This industry also has a profound impact on the population, both in terms of economic development and as users of energy and other new resource efficient solutions [1,2]. The firms participating in this industry develop products and services within the scope of renewable energy, environmental solutions, climate adaption and other also called sustainable, green or resource efficient technologies. Interestingly, despite its comparatively recent formation, the industry has already organically generated public and private associative structures, such as the Copenhagen Cleantech Cluster, State of Green, Copenhagen Capacity, VE-net and The Wind Energy Association. This has resulted in a large number of collaborative research and development projects. Considering solely the Danish Energy Technology Development and Demonstration Programme database (EUDP), there are more than 357 associative energy technology projects since 2010, totalling an amount of 712 million USD [3]. This propensity
DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Theory • Key topics • Research Questions and Hypothesis
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Design Activities
Contextualized+Engineering+Design+Ac7vi7es+
Project+Pipeline+
Market%need%(marke,ng)%
R&D+/+Design+
Produc,on%
Commercialisa,on%
Support%
Are%part%of%
New+Product+ Development+Process+ and+Design+Stages+
Task%Clarifica,on%and% Planning%
Conceptual+Design+
System3Level+Design+
Tes7ng+and+ Refinement+
Detail+Design+
Produc,on%Ramp6Up%
Are%part%of%
Sub3processes+required+ to+complete+the+specific+ project+objec7ves+
Sub3processes+related%with%the%development%of%specific%components%and/or%requirements%from%the%design%stage.% Examples:%interface%analysis,%design%for%manufacturing%,%computer%simula,on,%laboratory%tests,%documenta,on,%etc.%
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• Ac,vi,es%where%the%results%of% design%defini,on%ac,vi,es%are% evaluated.%This%includes%virtual% and%real%tests,%selec,on%of% concepts,%data%analysis,%etc.% % • Examples+of+key+ac7ons+(verbs):% • Analyse% • Evaluate% • Select% • Simulate% • Examples+of+ac7on+++context+ • Data%analysis%of%the%blade% stress%test%results% • Computer%simula,on%of%the% engine%performance% • Evalua,on%of%the%design% prototypes%for%the%nacelle%
DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Management+Ac,vi,es%
• Ac,vi,es%where%the%artefact%to% be%designed%is%ac,vely%defined% and%alterna,ves%are%explored.%! % • Examples+of+key+ac7ons%(verbs):% • Illustrate% • Generate% • Define% • Structure% • Detail% • Integrate% • Develop% % • Examples+of+ac7on+++context+ • Development%of%coa,ng%mixes% • Defini,on%of%the%temperature% control%mechanism% • Integra,on%of%engine%with% cooling%device%
Evalua7on+Ac,vi,es%
Defini7on+Ac,vi,es%
% Ac,on%(verb)%+%context%(noun)%
Engineering+Design+Ac7vi7es+
Are%part%of%
• Ac,vi,es%where%the%design% process%is%managed,%resources% are%assigned,%informa,on%is% gathered,%tasks%are%clarified,%etc.% • Examples+of+key+ac7ons+(verbs):% • Plan% • Schedule% • Gather% • Coordinate% • Allocate% • Examples+of+ac7on+++context+ • Coordinate%informa,on% integra,on%between%the% simula,on%and%embodiment% staff% • Allocate%and%control%resources% assigned%to%the%R&D%process%of% the%new%turbine%
Roles and network structures Research(Community,( Author(and(context.( Brokering(roles(as#defined#by#Gould,#J.#&#J.#Fernandez,#(1989),#Structures#of#media@on:#A#Formal#Approach#to#Brokerage#in#Transac@on#Networks,# Sociological(Methodology,#19,#pp.#89K126.# Representa@ve:#It# Gatekeeper:#It#coordinates# Consultant:#It#coordinates# coordinates#or# or#intermediates#inbound# or#intermediates#@es#of#a# intermediates#outbound#@es# @es#between#its#group#and# group#without#being# between#its#group#and#the# the#exterior# affiliated#to#it.# exterior#
Social(Network(Analysis#(header# descrip@ons)##
Coordinator:#it#coordinates# or#intermediates#@es#inside# its#own#group#
ENGINEERING(DESIGN( ( KHales(1985:#Roles#adopted#by#a# designer#according#to#the#different# phases#of#the#design#process# ( KWalsh(&(Roy(1985:#The#designer#as# gatekeeper#in#the#manufacturing# industry#(Mainly#intraKorganisa@onal)# # KSonnenwald(1996:(Communica@on# roles#that#support#design# collabora@on#(crossKboundary)# # KBrereton(et(al(1997:#Centred#in# design#teamwork#(intraKdesign)# # KBoujut(&(Laureillard(2002:#productK process#integra@on#through# coopera@on#and#intermediary# objects.#
HALES(1985( KDesign(Project(Manager:( focus#on#the#coordina@on#of# tasks.#(Process)# KCoordinator(and( negociator((organisa@on# and#people)# # SONNENWALD(1996# KInterVtask(and(intraVtask( stars((process)# KIntraVdisciplinary(star# KAgent:#arbitra@on#and# facilita@on#of#intraKdesign# interac@on# #
TECHNOLOGY(AND(INNOVATION( MANAGEMENT( ( VTushman(&(Katz(1980:(interK organisa@onal#communica@on#role#of# the#gatekeepers#in#R&D#context## ( VLievens(&(Moenaert(2000:(Role#of# communica@on#in#innova@on#from#an# informa@on#processing#perspec@ve# ( VAncona(&(Caldwell(2007:(IntraK organisa@onal#NPD#teamwork( ( VGemünden,(Salomo(et(al(2007:( innovator#roles#in#radical#innova@on# NPD#projects# (
ANCONA(&(CALDWELL(2007# VAmbassador:#it#represents# the#interests#of#the#NPD# project#in#other# departments.(organisa@on)# # LIEVENS(&(MOENAERT( TUSHMAN(&(KATZ(1980( VGatekeeper( 2000# KOrganisa@onal(liaison:( ( ANCONA(&(CALDWELL(2007# media@on#of# communica@on#between# KScouts#(networks/ their#work#units#and#the# technology)# ANCONA(&(CALDWELL(2007# KGuard:(it#protects#the#NPD# organisa@on.# VTask(coordina@on( # project#in#other# (process)# departments(organisa@on)# GEMÜNDEN,(SALOMO(ET( ( AL(2007( LIEVENS(&(MOENAERT( VPower(promoter( 2000# (organisa@on)# VExpert(promoter((product)# KGatekeepers(of( informa@on( VProcess(promoter( (organisa@on/process)# VTechnologyVrelated( rela@onship(promoter( VMarketVrelated( rela@onship(promoter# #
TEAMWORK(ROLES( Belbin(1996(
VCoordinator(
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HALES(1985( VCrossVExaminant( Consultant:#it#brings# informa@on#from#the# stakeholders#to#the#design# team.#(Informa@on)# # WALSH(&(ROY(1985( VGatekeeper#(inside#the# design#area)#between#the# design,#the#management,# other#departments#and# stakeholders.# # SONNENWALD(1996# VEnvironmental(scanner( (networks#and#interK organisa@onal)#
SONNENWALD(1996# VInterVorganisa@onal(star( (bidirec@onal)# VSponsor((outbound)# KInterVgroup(star( (bidirec@onal)#
BOUJUT(&(LAUREILLARD( 2002# VInterface(Role:(facilita@on# of#coopera@on#by#an# outsider#incorporated#to#the# design/R&D#team.# #
Non(brokering(roles((group#independent)#
Liaison:#It#coordinates#or# intermediates#@es#of#two# different#groups#without# Net(inbound(direc@onal#@es# being#affiliated#to#neither#of# them#
# SONNENWALD(1996# VInterVdisciplinary(star:# knowledge#integra@on#and# transla@on#
DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Net(Outbound(direc@onal# @es#
Bidirec@onal(@es(
HALES(1985# KTeam(builder(and(leader# (People)# # BRERETON(ET(AL(1997( VTechnology(leader:( designer#leading# technological#considera@ons# in#R&D#(product)# VProcess(leader((Process)# KArbitrator:#ac@ng#as# facilitator#of#interac@ons# and#nego@a@ons#(people)# # #
HALES(1985( VCrea@ve(Designer:(focus#on# the#design#process#and#the# ar@cula@on#of#ideas#inside# the#team.#(Product)# # SONNENWALD(1996# VInterpersonal(Star( (individual#level)# KMentor#(individual#level)# KIntragroup(Star( (organisa@on)# KIntraVorganisa@onal(star(
Isolate(
GEMÜNDEN,(SALOMO(ET( AL(2007# VLeadership(experience(of( the(project(leader(
KImplementer(and( specialist*(
KShaper,(Resource( Inves@gator,(Plant(and( Monitor.(
KTeamworker(
KCompleter( finisher(
EXAMPLE: Activities <-> Individuals Network Graph
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz â&#x20AC;&#x201C; 11 January 2013
Research questions
RQ1: How can cross-boundary engineering design projects be characterised utilising a network perspective?
Descriptive, mainly qualitative
RQ2: What are the factors driving the performance of networked Engineering Design projects?
Descriptive, quantitative (hypothesis testing)
RQ3: How can networked engineering design projects be assessed? RQ4: How can networked engineering design projects be better supported?
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz â&#x20AC;&#x201C; 11 January 2013
Prescriptive & support development
Reference Model What are the factors driving the performance of networked Engineering Design projects? Individuals!! similarity/heterogeneity! Intra:department! ac6vity!ego: network!density!
Inter:department! ac6vity!ego: network!density!
Intra:category! ac6vity!ego: network!density!
Inter:category! ac6vity!ego: network!density!
Inter: organisa6onal! ac6vity!ego: network!density!
“assets”!efficiency!tradi6onal! measure!of!produc6vity!
Ac6vity!on! +me/
Ac6vity!on! budget/
Overall!connec6vity! Ac6vity!degree! centrality!
Subjec6ve!assessment!of!the! output!
Ac6vity!on! Specifica+on/
Efficiency!of! individual! design! ac6vi6es!
Quality!of! the!ac6vity! results!
Innova+ve> ness/of!the! ac6vity! results!
Effec+veness! of!individual! design! ac6vi6es!
Performance! of!Individual! Design! Ac+vi+es/
Existence!of! means!for! Network! Overview/
Network! Awareness/
Performance! of!cross! boundary!Eng.! Design!Projects/
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Structural! equivalence!of! the!individuals! par6cipa6ng! from!ac6vity!
DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Ac6vity! connected!to! individuals!ac6ng! as!boundary! spanners!
Hypothesis What are the factors driving the performance of networked Engineering Design projects?
Key hypothesis elements: Network structure • Boundaries: Area, Department, Organisation, Activity Type • Heterogeneity: structural equivalence between individuals, affiliation attributes • Ego-network v/s network level connectivity: Degree centrality, betweenness centrality and densities Performance • Efficiency: On time, On budget and On Specification • Effectiveness: Quality and Innovativeness 16
DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Network
Performance
Hypothesis What are the factors driving the performance of networked Engineering Design projects?
Formulation Examples • The level of clustering in the network is negatively correlated with the innovativeness of cross-boundary Eng. Design projects • The inter-organisational density of the design activity ego-network is positively correlated with its innovativeness. • the inter-organisational density of the activity ego-network is negatively correlated with its resource efficiency
Network
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Performance
Practice • Research Design • Data gathering and analysis • Examples
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Research Design
Blessing, L. T. M., & Chakrabarti, A. (2009). DRM, a Design Research Methodology (p. 397). Springer.
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz â&#x20AC;&#x201C; 11 January 2013
Research Design
Inputs Dec 2011 – Nov 2012 • Literature • Industry visits, events and meetings with industry associations • Conferences Nov 2012 – Jun 2012 • At least three in-company case studies of two weeks observation each July 2013 – Dec 2013 • Focused assessment and reflection based on validated hypothesis • Use of workshops Jan 2014 – April 2014 • Follow up and evaluation of the results of the prescriptive study to test impact. • Larger scale self-assessment study through associations
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Research Design
Results • • •
Further elaboration of the research impulse Research Design Literature review and analysis
RQ1: How can cross-boundary engineering design projects be characterised utilising a network perspective? RQ2: What are the factors driving the performance of networked Engineering Design projects? => Main academic contribution RQ3: How can networked engineering design projects be assessed? RQ4: How can networked engineering design projects be better supported? => Workshops and toolkit
•
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Follow up study and impact assessment
DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Case study and data gathering Key steps
Deep exploratory interview and company visit to identify case suitability and feasibility
Semi-structured interview with main entry point (typically head of R&D/Eng Design or project manager) Two weeks in-company observation period to get a rich description of the company activities (through story telling, sketches and following up the project)
Structured interview with secondary entry point
Short questionnaire guided interviews to all the employees involved in the project and part of the R&D/Engineering Design area.
Follow up of the first interview to validate full list of activities and people involved
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz â&#x20AC;&#x201C; 11 January 2013
Case study and data gathering Instruments & sources of information
Semi structured interview guide
Lab Book
Annotated pictures
Structured interview guide
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz â&#x20AC;&#x201C; 11 January 2013
Company databases and product & Process information
Case study and data gathering Structured interview guide Networked#Engineering#Design#Ac,vi,es#–#Guided#Ques,onnaire# 1)#Personal#and#project#level# informa,on# Full(Name( Age( Posi#on( Department( &(Group(
2)#Design#Ac,vi,es# Ac#vity( Code(
Defined(role( in(the(ac#vity(
Rela#ve(#me( requirement(
Code( from( table(
Leader((3),( responsible((2),( supporter((1)(
In(rela#on(to(the( #me(spent(in(all( other(ac#vi#es:( Above,+around+or+ below+average+
3)#Interac,ons#in#the#iden,fied#ac,vi,es#
Performance(
(
Significantly+below+(1),+below+(2),+on+expecta7on+(3),+ above+(4)+or+significantly+above+expecta7ons+(5).+ Efficiency( On(#me(
On(Budget(
Effec#veness( On(Spec(
Quality(
Innova#vene ss(
Overall( Perfor; mance(
Person( Code(
Ac#vi#es(in(which( interac#on(exists(
Propor#on(of(#me(spent( in(those(ac#vi#es(
Subjec#ve.( On(same( scale(as( before(
Code(from( table(
Ac#vity(code(s)(
Out(of(total(interac#ons(both( social(and(job(related+
Previous( Posi#on( Years(in(the( Company( Previous( Work( LinkedIn?( Overall# Project# Assessment# •
On(#me(
•
On( Budget(
•
On(Spec(
•
Quality(
•
Innova#; veness(
Network# Awareness#
4)#Comments#
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Case study 1:
25 DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
•
Danish Cleantech Company
•
~100 Employees
•
11 years old
•
Global sales
•
In-house manufacturing and R&D capabilities
Examples of annotated pictures
26 DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz â&#x20AC;&#x201C; 11 January 2013
Key research inputs
• 2 weeks in-company study to characterise the project, the development process and gather the relational data • Exploratory deep interviews with Jesper Ditlev (LiqTech’s Project and Quality Manager, R&D) and Johnny Marcher (LiqTech’s CTO) • Analysis of project and company level documentation • Visits to the production line and lab • 10 questionnaire guided interviews with LiqTech staff directly involved in the FSM project
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Project characterisation Flat'Sheet'Membrane'Project:'Key'Changes'and'Technological'Developments' Filter/carrier'' Shape'
Tubular'
Flat'
Implica$ons'on'
Plate'molding'
Cas$ng'
Extrusion'
Implica$ons'on'
Coa$ng'Process'
Spraying'
Dip'Coa$ng'
Implica$ons'on'
Drying'Process'
Standard'stacking'
Modified' stacking'
Produc$on' Equipment'
Current' Equipment'
New'Equipment'
Tes$ng' Equipment'
Current' Equipment'
New'Equipment'
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
• • • •
Coa$ng'Process' Molding'Process' Drying'and'Firing'Process' Membrane'characteris$cs'
• • •
Extrusion'Heads' Drying'Process' New'Equipment'
• •
Coat'Formula$on' New'Equipment'
Project characterisation Flat$Sheet$Membrane$Project:$Development$Areas$and$Timeline$ FSM$concept$ proposal$
Completed$
2012$organisa,onal$highlights:$ ELiqTech$opens$an$office$in$Singapore$$
Task$Clarifica4on$
Substrate$Design$
Completed$
Completed.$From$conceptual$design$to$tes4ng$and$refinement$and$produc4on$rampEup.$
Completed.$From$System$level$design$to$tes4ng$and$refinement$and$produc4on$rampEup.$
Development$of$the$ Extrusion$Process$
Extrusion$
Cas4ng$
Development$of$the$ Extrusion$Heads$
Completed.$From$detailed$design$to$tes4ng$and$refinement$and$produc4on$rampEup.$
Development$of$the$ Drying$Process$and$firing$
Completed.$From$detailed$design$to$tes4ng$and$refinement$and$produc4on$rampEup.$
Membrane$Layer$Defini4on$
Almost$complete.$From$system$level$design$to$tes4ng$and$refinement.$
Ongoing.$Between$detailed$design$and$tes4ng$and$refinement.$
2011$organisa,onal$highlights:$
Coat$Development$
Ongoing.$Between$detailed$design$and$tes4ng$and$refinement.$
ELiqTech$A/S$and$CoMeTas$merge$under$ one$company$LiqTech$A/S.$
Ongoing.$Between$conceptual$and$system$level$design$
ENew$produc4on$and$HQ$opened$in$ Ballerup$Denmark.$$ ELiqTech$GmbH$formed.$A$wholly$owned$ German$regional$office$opened$in$ Frankfurt$servicing$the$German$water$ treatment$industry.$$
Sept$Oct$2011$
Coa4ng$Process$Development$ Design$of$Produc4on$ Equipment$
Tests$and$data$collec4on$with$customers$
Ongoing.$Between$detailed$design$and$tes4ng$and$refinement.$
Jan$2012$
Development$of$the$inEhouse$tes4ng$process$at$ scale$
OctENov$2012$
Dec$2012$
Development$standEby$due$to:$ $Data$collec4on$with$customers$and$organisa4onal$changes.$Project$ reac4vated$aRer$market$pull,$integra4on$of$a$formal$project$leader$$and$ new$$people$joining$in.$
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
*For readability purposes timeline is not at scale
People Network Graph
Nodes = people Red tagged nodes represent interviewed staff Red tag numbers represent the declared network awareness of the person
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz â&#x20AC;&#x201C; 11 January 2013
Darkness of the line between the nodes represents strength of the interaction
Individuals â&#x20AC;&#x201C; Departments Affiliations Network Graph
Gray Nodes = Areas or Departments Colored nodes = People or external contact 31
DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz â&#x20AC;&#x201C; 11 January 2013
Different colors represent clusters of people
People <–> Activity Types Graph
Individual network profiles White Nodes = Staff 32
DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Colored nodes = Activity types Red tag text = declared network awareness
People <–> Activity Areas Graph
Gray Nodes = Activity Areas Green nodes = R&D Staff 33
DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
Yellow nodes = Sales Staff Red Nodes = Production Staff
People <–> Activity Graph
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DTU Management Engineering, Technical University of Denmark Pedro Parraguez Ruiz – 11 January 2013
White Nodes = Staff Colored nodes = Activities
Thanks! Pedro Parraguez Ruiz PhD (c) DTU Management Engineering ppru@dtu.dk http://about.me/pedro.parraguez www.openinnovate.eu