Industry Innovation Business

Cases Studies
Viirya
March, 2008
 Innovation Cases
 AMI-4-SME
 KISAs Case Studies of OECD
 BRITE Project of CRC
 Summary
 Emphasize systemic innovation not only technology
view
 AMI-4-SME
 Innovation on working environment
 OECE KISAs
 Corporate level innovation
 Business level innovation
 BRITE Project of CRC
 Innovation based on existing advanced technologies
 Innovation processes
 The AMI-4-SME
 AMI-4-SME(2005-2008) a project funded by EU
 Revolution of industry environment as project target
 Conducting with technology and corporate aspects both to
find systemic innovation approach of Ambient Intelligence
to manufacturing SMEs
 The next step of industry process innovation falls in
revolution of whole industry working environment
 People factor

 Use systemic innovation technology

 Cases for AMI-4-SME
 AMI-4-SME includes 5 business cases of SME
 Advanced production control
 Build to Order dynamic re-configuration
produciton
 Case: Brüggen Oberflächen- und Systemlieferant
GmbH and TNS Sp.z.o.o
 Re-plan production line works by current order
status and resources
 Case: Sidean Teo
 Cases for AMI-4-SME
 Maintenance
 Mobile maintenance service improves management and
control process
 Case: OAS AG
 Dynamical re-configuration high accurate measuring system
at end-user site
 Case: TRIMEK
 Customer requirement modification
 Schedule and update product specification by customer
requirement changes
 Case: Silcotec Europe
 KIA of OECD
 OECD (Organization for Economic Co-operation
and Development) brings together governments of
countries to support sustainable economic growth and
share expertise
 KISA (Knowledge Intensive Service Activities)
studies aim at identifying practices in provision, use
and integration of KISAs that are provided internally
or externally in industry
 KISA in healthcare
 Case study of Pirkanmaa case in Finland
 Study steps
 National statistics
 Government policy and program
 Interview
 KISA is expert services
 Internal - consulting, training, education,
financial, technology
 External - business services (KIBS), public
organization (RTO)
 Pirkanmaa case in
 Pirkanmaa hospital district
 KISAs
 Corporate level
 Management methods and tools
 Quality management
 Training & education
 Purchaser-provider dialogue
 Business level
 Coax hospital
 Laboratory Centre
 Mantta health Region
 Imaging Centre
 Coax hospital KISAs
 Improved continuity of care from patient’s point
of view - seamless care
 The chain of activities in endoprosthetic surgery
 Diagnosis
 Surgery
 Rehabilitation
 Before reorganization, surgery was performed by
five public hospitals
 Juha Nevalainen found surgery quality varied and
not good sufficiently
 Innovation process
 A window of opportunity to improve
 TAUH (Tampere University Hospital) collaborated
with National Agency for Medicines to develop
software monitoring quality
 A meeting among representatives to form a project
for new forms of chain of activities related to
surgery
 Preliminary study conducted by neutrality and
objectivity outsider at that time which is Finn-Medi
Research
 Set up new organization
 The study indicates new organization could cut cost and
reach better surgery quality
 The plan required approval of Council
 Quality arguments strong enough to smooth out
resistance
 Organization form, stakeholder negotiations, building
new premises, finance calculation and information system
had been reviewed, prepared and joined by internal and
external parts
 The BRITE Project
 Building Research, Innovation, Technology and
Environment (BRITE) Project is one of the
research projects of the Cooperative Research
Centre (CRC) for Construction Innovation, which
is an initiative developed by Government and
industries
 Improve rate and quality of innovation in Australian
building and construction industry
 Case studies
 Innovation surveys
 Case Study of BRITE
 Meet environmental sustainability without
compromising commercial objectives
 Stakeholders
 Queensland Department of Public Works
(DPW)
 Barclay Mowlem Construction
 Project outcome
 William McCormack Place
 A four-storey commercial office building with a
suite of air-conditioning innovations
 William McCormack
 DPW wanted demonstracting office building to meet
strict environmental targets while remaining commercially
viable
 Archievement
 First five-star energy rating commercial office
building in Australia under Australian Building
Greenhouse Rating Scheme
 Cost no more to build than a comparable
conventional building
 Low energy & maintenance costs increase capital
value and attract high rents
The Innovations in Case
 Adoption of unique of proven technologies not a case
of the development of complex or costly new
technologies
 Thermal storage tank
 Thermal wheel
 Variable speed motor drives
 Duty-standby operation
 Additional cost resulted in cost savings in other places
 Modest cost savings achieved by Value Management
study
 The Implementation in
 Key drivers
 DPW’s desire to improve its building energy efficiency
 MGF’s motivation to improve its reputation and competitive
position
 Monitoring tank performance internationally via
industry newsletters and networks
 The ability to encourage client assisted by MGF’s
review of technology developments overseas
 DPW could confirm the value of technology with
internal engineers who knew it was widely used in
Europe
 The Implementation in
 Queensland Government had interest in local
employment through Local Industry Participation
Policy
 MGF has expertise and experience with extreme local
weather conditions and has linkages with technical
experts in Australia, America and Europe
 Regional firms can be technology leaders
Overcoming Difficulties
 High up-front costs
 Addressed in context of overall design and
construction
 Risk Aversion
 Clear objectives and design
 Lack awareness from building users of
environmental impacts
 The trend towards concerns about energy related
issues makes user savvy
Overcoming Difficulties
 New delivery method of office building
 The team responsible for management of building
would deliver the project
 Project decisions made not only on basis of time,
budget and quality, but also functionality and
manageability
 Facilitate adoption of advanced technologies
 Involve builder very early in design process
 No ‘rude shocks’
 Guaranteed maximum price element of contract