The development of the Collaborative Network Portal approach

Transcription

1 The development of the Collaborative Network Portal approach The ALSI Business Case revisited

2 Background Advanced Laser Separation International (ALSI) was founded in 2001 (spin-out from Royal Philips Electronics) Vision: Laser separation technologies will replace the mechanical saws for dicing operations in the semiconductor/ic industry lower the cost of ownership for dicing operations at end users Reduction of dicing street (from 70 μm << 30μm) Increase in production yield (up to 99 %) Speed increase of dicing (factor: improvement) New materials to be used in the semiconductor/ic industry Pay back period for LS systems: few months to 1 year max. Potential market size for LS systems: M /y

3 Path to accomplish the (ALSI) business case Set strategic direction (business objectives & goals) Develop technology roadmap Create organizational structure (network) and map required competences Work out the financing of the company Install sufficient financial control/ monitoring mechanisms for internal and external stakeholders

4 Strategy: Focus on niche market segments Cost Driven T & D Logic IC s Increased Number of Dies per Wafer Thin Wafers Smart Card LED Brittle Material: GaAs, SiC, Sapphire RF IC s IC s IC s Low-k Material Technology Driven

5 Roadmap: From Manual to Automation ALSI Development Plan Fully Automated Includin : g 300mm wafer format SECS/GEM interface Remote diagnostics ICA1204 More functionality DCM601 Automated Semi Automated Manual Offline manual Coater/Cleaner Tool DCM802 Offline Automatic Coater/Cleaner Tool DCA802 ICA803 Feature : s 200mm wafer format Reduced footprint in new outer cover. Improved serviceability Upgradeable for automation Includin : g Integrated Spinner module (I c & c) Includin : g Pre - Alignment & Fast Exchange (PAFEM for output enhancement) Automatic Frame Handling (a l& u) CassetteModule

6 Organizational Objectives Head-tail organization Make optimal use of available competences and resources in the environment ( open innovation in a network of cooperating organizations) But Develop internal competences & capabilities for guidance/monitoring of external/ outsourced activities i.e. install an (IT) infrastructure for the capturing & distribution of data/information/know-how etc. by and in the network

7 Industrial Network Organization Launching customer Osram Customers Government Philips SC System / Product Spec Financing VC s A.L.S.I Thirds P-AT** Process Development CCM Machine Development ETG** Machine Production R&D Jenoptik Spectron LightTrans Sill Pernosco Schulz ST Component supplier TNO NCLR Nitto Rofin Sinar Zeiss* ICT ILT* HighYag MECID ALSI Industrial Network Network Partner Strategic Supplier Supplier

8 Functional requirements for a supportive IT infrastructure Key- questions to be answered Can consensus be reached between the network partners on the overall business & project objectives? Are all project designated individuals actively participating and contributing? Is a sort of network governance systematic in place to safeguard agreed network business- & project objectives? Is there an optimal use of available competences and resources in the network ( organizational / individual)? Can the developed know-how by the network captured and made accessible? Can quality communication-/ interaction (on project related themes) between individual network members be stimulated?

9 Not available on the market, A unique approach - Collaborative Network Portal - technology was developed based on The use of a Semantic Object Model as a leading (meta) description for innovation in network environments in combination with a technical architecture that allows for the capturing of all kind digital data/ documents etc.

10 Semantic Object Model... Production Process Configuration Product Experiment R&D Element Component Manufacturer Material Supplier Customer M&S Hypothesis Concept Region Observation Function Principle Engineering System Stakeholder M&S Market Rule Industry

11 Technical Architecture Semantic Object Model Workspace Generic Program Interface PDM add-on DMS-add on Other add-ons Traffic Redirector Product Data Management System Document Management system Other Systems Services and Storages

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13 Lessons learned from the ALSI pilot (CNP approach) Secure participation of the whole network on portal approach Structured discussion on business-/project/organizational-/ communication issues is pre-requisite ( self organization ) All network participants must be attached to the portal Implementation time for portal at max. 10 weeks ( up and running )

14 We make Network Centric Innovation more effective and efficient

15 Supporting the front-end of open innovation. The open innovation Paradigm for managing R&D Ref: Open Innovation, Chesbrough, 2003 Research Development New market Boundary of the firm Current market Fuzzy front end of R&D trajectories Development projects fitting within boundaries of the existing value chain of OEM s

16 A structured 4-Phase approach Setting the Stage Contracting Understand the purpose and nature of the network and the project Run & document 5 workshops covering Business leaders Project leaders Knowledge workers Finalize program, participants, pre-read and logistics Address issues & themes: Design Portal Architecture Finalize design of functional and software architecture Develop hardware Explore innovation Network Governance architecture and roadmap Knowledge Management architecture & components Customize portal template Identify issues, (IP) Communication/interaction (navigation and look & feel) barriers and alignment between network partners Address security issues, and Integrated plan of attack IP Rights Management Portal requirements and content ready personalization and identity issues Embed management reporting systems Address Parallel synced management and governance Facilitate communication and Review management teamwork structure & governance Synchronize activities Ensure quality communication and teamwork Portal Implementation & Maintenance Hardware installation Hosting environment Software on central server/workstations Testing of CNP in pilot Configuration of portal layers Training (helpdesk, administrators and users) optional Build Value Proposition House (VPH) Build VPH based on (product) positioning

17 With at the core: 5 interactive workshops to get the CNP up and running in 10 weeks Planning schedule ( in work weeks) Phase 2 Workshop sessions 1) Business Leaders ) Project Leaders 3) Knowledge Workers 4) Validation with BL s & PL s 5) Knowledge Workers conclude & stage Design Phase 3 Architecture design Phase 4 Portal implementation & deployment/ testing SLA/ support on meta data requirements

18 The CNP technology is well positioned in the competitive field. Complexity of information Siemens UGS Dassault Systèmes PDM & PLM Project Management Salesforce CRM Microsoft Dynamics CRM Scheer? Project Management Artemis Microsoft EPM Information Sharing Workflow Management (BPM & CRM) Communication Support EMC/Documentum Microsoft SharePoint CNP (BV Cluster) Microsoft SharePoint Salesforce AppExchange Process Sopheon Management ide Innocentive Document & Content Management Complexity of process/organization

19 We deliver a tangible outcome. A validated, customized and fully operational Collaborative Network Portal supported by a DMS for: Addressing all relevant network governance aspects Secured accessing and sharing knowledge & documents between partners Communicating progress and results in and by the network Synchronizing activities of all players Aimed to reduce the time to market/ lowering R&D costs with at least 20% Software and hardware installed and operational; pay-per-view license agreement and SLA concluded and people trained.