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Technology Management II L02 Page 0
Production Management (Prof. Schuh) Lecture 02
© WZL/Fraunhofer IPT
Production Management I- Lecture 2 -
Technology Management II
Assistant Lecturer:Dipl.-Ing. Sebastian NollauSebastian.Nollau@ipt.fraunhofer.deFraunhofer IPT, Steinbachstraße 17, Raum 235 Tel.: +49 (0) 241 8904 - 271
Notizen:
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Production Management (Prof. Schuh) Lecture 02
Summary of the content of this lecture
In the first part of the lecture the basic duties of technology management – to steer thebuildup and usage of technological competences in a company – were explained. It was highlighted that technology managemend ™ can be found at the intersection of technology and market and is therefore influenced by the two guardrails competititve and technology strategy.
In the more recent years TM has, especially due to the ever rising efforts that areundertaken in cooperation with other companies or bought externally, become an evenmore important and complex task for companies. Technological know-how is bought in theform of components or as technologies externally. For this reason the internal view of theinnovation processes has to be expanded by the external perspective, which consists of external acquisition and usage of technologies.This fact is being taken account of in thesecond part of the lecture, where the process of technology management – consisting of the phases technology forecasting, technology assessment, technology planning and technology usage – is introduced and inmportant methods are explained.
Especiall the technology calendar, which has been established as a method for technology planning, will be explained in some detail. The technology calendar is used for the timing-related coordination between technology planning and product portfolio of a company. For this, the timing strategies for products and their components are coordinated with thetechnological projects and measures are deducted.
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Table of Contents
Introduction to Technology Management– Definition of Technology and Technique– Motivation for Technology Management– Challenges of Technology Management
Technology- and Competitive Strategy as guardrail for theManagement of Technology
Process of Technology Management– Technology Forecasting– Technology Assessment– Technology Planning– Technology Acquisition– Technology Usage
Exercise: Using the Technology Calendar for Technology Planning
Notizen:
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TechnologyForecasting
TechnologyAssessment
TechnologyPlanning
TechnologyUsage
Corporate strategy
Corporate strategy
Process of Technology Management
Technology strategy
»Technology Push«
Competitive strategy
»Market Pull«
internaltechnology
competences
externaltechnologypotentials
market competition
Process of Technology Management:
The process of technology management is used for the operational realization of the goalof TM, which is to steer the buildup and the usage of the technological potential of a company.
The proceedign in the process steps is determined by the two big influences competitiveand technology strategy, which are derivaed from a superior corporate strategy.
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Technology ForecastingTechnology forecasting aimsat predicting
– Attractive new technologies– Declining old technologies– Expected discontinuities in
the development of technologies
faster than the competition in order to be able to react to thisknowledge.
Phase model of Technology forecasting:
Determine requiredinformation
Obtaininformation
Analyse information
Communicateinformation
-Limit the search for information byestablishing search fields
- Select adequate sources of information- Scanning- Monitoring- Scouting
- evaluation and interpretation of results- Consolidate redundant information
- Editing and documentation(eg technology fact sheets)
- Communication of the results of the analysis
Quelle: vgl. Lichtenthaler 2003
Technology Forecasting:The task of technology forecasting is to identify and to interpret technological signals in thesurrounding areas of the corporation in order to creat an informational basis for decisionsabout technological innovation activities.
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Sources of information for Technology Forecasting
personalexpert networks
cooperating partners
activities of the competition
norms (DIN 8580)
Examples of usagefrom other areas
events / trade fairsliterature/ scientific magazines
universities/research institutions
suppliers
customers
patents
CommercializationDevelopmentPre-developmentBasic research
insecurity
time
internet
source: Keller 1997
Sources of Information:The kind of sources of information that has to be selected depends largely on the maturityof a technology. Especially pacemaker technologies (see Technology Life Cycle, slide 10) are often hasrd to judge, since information is scarcely made public. Therefore the companyneeds a well working network with universities and research institutions in order to identifyeven weak signals at an early stage.
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Acquiring information through Scanning, Monitoring und Scouting
Monitoring
Scanning
Scouting
Task AimPerspectiveObject
Technology-relatedbusiness environment
certaintechnology areas
certaintechnology topics and knowledge carriers
Nondirectional and unfocussed
source: Ashton/Klavans 1997
Overview of global Technology trends
Directional and weaklyfocussed
Following the eventsin relevant fields oftechnology
Assigned acquisitionof detailed technologyinformation
Directional and stronglyfocussed
Scanning, Monitoring and Scouting:
The acquisition of information as a part of the process of technology forecasting consistsof the steps scanning, monitoring and scouting.
It is not enough only to watch well known developments closely (monitoring) if a comnpany does not want to be surprised by sudden technological changes. A companyalso has to search a broad area for technologies without focus (scanning = radar) in order to detect changes, that might only at a second glance be important for them.
On the other hand, technological developments of the highest relevance for thecompany, which might be coming from a well known group of competitors, universities orsuppliers, have to be controlled with a strong focus (scouting).
Redundant information is desirable during this phase! Only the very complete and sometimes multiple sweeping of the search area is able to guarantee that no „whitespots“ will stay undiscovered.
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Prediction methods of Technology Forecasting
quantitativemethods
explorativemethods
normativemethods
Type of methods methodsexplanation
The prediction of possible alternative developmentsof technologies can be achieved by procedures of creativity techniques, complete structuring of theproblem and enumeration and / or through systematicanalogies
The prognosis of probable alternative developmentsof technologies extrapolates and combines pasttrends into the future
Quelle: Peiffer 1992
Morphology
horizontal relevance tree
Delphi-Method
Extrapolation of trends
Regression
Life cycle analysis
Input-Output-Models
Scenario technique
Pattern-/ Profile-/ Seer-Method
Profile / Quest
Technology Assessment
The prediction of desired alternative developments of technologies defines the needed technological outputfirst. Then it deducts the conditions under whichpresent technologies will be developing towards thedesired future.
Technology Forecasting:Technology Forecasting uses as well weak as strong signals as its input. The criterion fordistinguishing between weak and strong signals is the informational content of the receptedsignal.The content of information in strong signals is that high, that the type of chance or menace, the scope and the timing of the impact on the company as well as the appropriate reactivestrategies together with their consequences can be guessed.Weak signals are on the other hand carrying such a small content of information that theycan be itnerpreted in different ways and that the decisions that are deducted from themhave a high insecurity.The time between the first reception of a signal and the moment when it has an impact on the company is often that short for strong signals, that the company is unable to reactbefore it is too late. Therefore, the early detection of weak signals plays a very importantrole – time is the most important strategic factor for success ( Ansoff 1980).
A very useful supplement to the identification of weak signals is a problem-related inside-out monitoring with a problem-unrelated outside-in exploration.The problem-related inside-out monitoring searches the technological environmentsystematically for developments and events, that indicate relevant changes to the usagepotential of the technologies that are being used in the strategic business areas or bycompetitors.The problem-unrelated outside-in exploration tries to identify trends in the entiretechnological environment in order to use impulses from technology fields that were so far not relevant to the company and the sector. Such a combined proceeding allows on onehand the full utilization of the existing knowledge and experiences about used technologiesand enables on the other hand the use of entirely new, unexpectedly emergingtechnological innvoations (Wolfrum 1991).
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TechnologyForecasting
TechnologyAssessment
TechnologyPlanning
TechnologyUsage
Corporate strategy
Corporate strategy
Process of Technology Management
Technology strategy
»Technology Push«
Competitive strategy
»Market Pull«
internaltechnology
competences
externaltechnologypotentials
market competition
Process of Technology Management:
The process of technology management is used for the operational realization of the goalof TM, which is to steer the buildup and the usage of the technological potential of a company.
The proceedign in the process steps is determined by the two big influences competitiveand technology strategy, which are derivaed from a superior corporate strategy.
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Technology AssessmentProblem
»How can certain technologies contribute to the success of my company?«
– Increasing complexity and number of technologicalalternatives
– Insecurities / discontinuities in the technological environment
TargetsEvaluation of the overall performance potential of (new) technologiesPriorization of technological alternatives regardingimportance and applicability for the company
MethodsLife cycle models and S-curve conceptsPortfolio approachEvaluation approaches from decision theory (eg cost-benefit analysis)
Technology Assessment:
The technology assessment is used for the analysis and priorization of technologies, whichwere in the forecasting identified as possibly relevant for the company. Often alternative technologies are compared using certain criteria that have to be determined in advance.
Typically, Portfolio techniques or cost-benefit analyses are used during this phase. Technology Portfolios are used for the visual, two-dimensional representation of results. With them actions to be suggested for upcoming technology decisions can be deductedand easily communicated.
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Lifecycle of a technology
source: Bullinger 1994
Life cycle phases
Uncertainity about technological capabilitiesInvestments in tech. developmentWidth of potential application areasType of requirements for the developmentImpacts on cost / performance relationshipNumber of patents/ typeof patentsEntrance barriers
availability
Level of realization of
competitivepotential
time
Pacemaker technologies
keytechnologies
Basictechnologies
displacedtechnologies
emergence growth maturity seniority
Indicatorshigh
lowunknownscientific
secondary
increasing, conceptpatents
Scientific abilitiesVery limited
medium
maximumlarge
Usage- orientedmaximum
high, productrelated
Human resources
restructuring
low
lowestablished
Usage- orientedmarginal
decreasing, process related
licenses
marktorientiert
very low
negligibledecreasing
Cost oriented
marginal
Know-how
high
Technology Life Cycle:The life cycle model according to Arthur D. Little says that a technology with increasinglevel of realization of the competitive advantages is going through the four phasesemergence, growth, maturity and seniority. Categories of technologies can be assigned to every phase dependent of the level of competitive advantage.
Pacemaker Technologies are Technologies, which probably will have a strong marketposition in the future and will assure high long-term benefits for the participatingcompanies.
Key Technologies, which are already established in the market, give the companies thatemploy them stron competitive advantages.
Basic Technologies are technologies that have been established in the market for a whileand need to be employed by companies in order to hold their market position, withoutoffering them significant advantages
Displaced Technologies are technologies that have almost completely been suppressedby superior substituting technologies
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McKinsel S-Curve Concept:
The goal of the S-Curve model is the early identification of technology jumps and thedecision, when a change to a new technology is necessary. Furthermore the size of theexpected R&D budget should be predicted , which corresponds to the phases of thetechnology lifecycle.For this, substitution between technologies is made visible by showing the capabilities (orsome other value like experience or R&D efforts) of different technologies over time in a coordinate system. In most cases a S-shaped line for the capability over time of a technology will become visible, which shows that every technology eventually reaches a physical barrier for ist capabilities.The s-shaped line can be separated into three phases:Phase 1 (emergence) includes the selection of business areas and the deduction of normative strategies.Phase 2 (maximum growth) is characterized by a rising rate of innovation and of R&D efforts that are needed to access marketsPhase 3 (maturity) consolidates the market position with sinking innovation rate and R&D budget
If Technologies that are substituting at some time are depicted in the chart with their S-curve,Technology jumps from A to B can be identified. This means for example that technology A is already in ist mature phase and that further R&D investments cannot increase ist capabilities significantly and only lead to a very short-term competitive advantage. Technology B on the other hand offers a large potential for growth and is therefore verysuitable for technology jumps for the enterprise.
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McKinsey‘s S-Curve-Concept
accumulated R&D effort
Perf
orm
ance
of t
hete
chno
logy
mature technology
A
physical barrier for the old technology
B
physical barrier for the new technology
substituting technology
Que
lle: v
gl. K
ruba
sik
1982
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Bet Draw
Cash-in Fold
Importance of the technology
relative technology position
R&D spending
Number ofpatents workforce
Creation of value
Changerate
marketattractivity
Bet
Draw
Cash-in
Fold
F&E effort
OptimalArea
Portfolio technique by Booz, Allen & Hamilton
source: vgl. Servatius 1985
Recommended Action*:*Wording in analogy to Poker game
Portfolio technique by Booz, Allen & Hamilton:
In the Portfolio Technique by BA&H technology investments are linked to the corporatestrategy. Relevant technologies for each business area are listed and sorted into theportfolio. The goal is to find out priorities for investments based on the technologicalsituation in the business area.
The analysis is being done in 4 steps:
1. Estimation of the technological basic postition
2. Development of a technology portfolio
3. Integration of technology- and corporate strategy
4. Deduction of priorities for technology-investments
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marketattractivity
technologyattractivity
BC
Atechnologypriority
market-priority
D
Portfolio technique by McKinsey
Recommended Action:A Defensive usage of R&DB Aggressive usage of R&DC/D Selective usage of R&D
source: Wolfrum 1991
relative market position rel. technology position
Portfolio Technique by McKinsey:
The strategic decisions are dealing with setting accents for the long term R&D in dependance of the sorrounding conditions, that a company or part of a company has to deal with. For this, long term prognoses are needed and technology portfolios have to be conceived. Portfolios are two dimensional Charts that show a variable that isinfluenced by the company on one and a variable the is influenced by the company‘senvironment on the other axis.
The Portfolio Variant developed by McKinsey tries to depict the grade of therealization of potentials of products and production processes quantitatively. This isbased on the S-curve concept, according to which the capabilities of a technical systemare progressively rising towards a determined level comparable to a logistic growth curve. The comparison and combination of technology and market portfolio into onesingle integrated portfolio allows the analysis of technology-strategic considerations.
The proceeding for development of the technology portfolio is separated into four steps:
1. Identification of important technologies
2. Classification of technologies into the technology portfolio
3. Classification of business areas into the market portfolio
4. Combination into an integrated portfolio and deduction of R&D-needs
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Technology life cycleR
elat
ive
Tech
nolo
gy p
ositi
onAcqui-sition
Ratio-nalisation
With-drawal
Ratio-nalisation
Coope-ration
presence Leader-ship
focussing
Pre-sence
acquisition
rationalisation
cooper-ation
Focus-sing
Leader-ship
weak favorable strong
wea
kfa
vora
ble
stro
ng
Technology postition
Com
petit
ive
posi
tion
weak favorable strong
wea
kfa
vora
ble
stro
ng
Technology position
Com
petit
ive
post
ition
Technology portfolio according to Arthur D. Little
wea
kfa
vora
ble
stro
ng
emergence growth maturity
The diameter of thecircle represents thesize of R&D investmentsin technologies
increasingR&D risk
source: Wolfrum 1991
Portfolio technique according to Arthur D. Little:
The goal of the portfolio technique according to ADL is to deduct technology strategies, while taking into account that technology and business cycles are not running congruently. An analysis of technology and business positions of the strategic business areas and of the progression of the technologies‘ and business areas‘ lifecycles is used as basis for thedecision between technology-strategic options.
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Select
Invest
Disinvest
high
medium
low
low medium high
Resource strength
Strength of know-howFinancial strength
Bild 18
Technology portfolio according to Pfeiffer
Attractivity of the technology
Relevance of theneed for the technology
Relevance of technology potential
source: Pfeiffer 1987
Technology portfolio according to Pfeiffer:
This techniques takes as well the emergence cycle which is situated prior to the marketcycle as the monitoring cycle into account for the process of strategic analysis over the twodimensions attractivity of technologies and strength of resources. This is based on theassumption that, with a tendency towards expanding emergence cycles and in themeantime contracting market cycles, the innovator can always abtain a signifcantly highermarket share than the imitator. Therefore it is recommended to invest early into relevant technologies and to follow a pioneering strategy.
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TechnologyForecasting
TechnologyAssessment
TechnologyPlanning
TechnologyUsage
Corporate strategy
Corporate strategy
Process of Technology Management
Technology strategy
»Technology Push«
Competitive strategy
»Market Pull«
internaltechnology
competences
externaltechnologypotentials
market competition
Process of Technology Management:
The process of technology management is used for the operational realization of the goalof TM, which is to steer the buildup and the usage of the technological potential of a company.
The proceedign in the process steps is determined by the two big influences competitiveand technology strategy, which are derivaed from a superior corporate strategy.
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Technology PlanningProblem
»When and with which technology do we want to make / equip our products?«
GoalsCoordination of future products and adecquatetechnologiesDetermination of core technologies (core competences)Deduction of need for technologiesMake-or-Buy Decisions
Proceeding and MethodsRoadmappingTechnology Calendar
Technology Planning:
Technology Planning determines which technologies will be used at what time for themaking or the equipment of future product generations and how these technologies can beacquired.
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Method of technology calendar
Quelle: vgl. Schmitz 1996
TEC
HN
OLO
GY
PRO
DU
CT
ABC B2
DD2D1
IA
2007 2008
IID
2006
Products / ComponentsProduct- und Productiontechnologies
Products and product
components of the company
Time-relatedcoordination as main element
Requiredproduct and
processtechnologiesand neededdevelopment
Assignment of productsand technologies
6-phased proceedingmodel
– Analysis of the situation– Product analysis– Search for alternatives– Creation and reduction
of variations– Assessment and
determination of strategies
– Activity program
BC
time
Technology calendar:An example technology calendar is shown to the right. It consists of two roadmaps: Theproduct or product component roadmap on the top and the technology roadmap at thebottom. The timing-related interdependences between products and technologies becomevisible by a combined presentation of both roadmaps.
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Practical Usage of the Technology Calendar: factors for successPreparation
Early clarification of goals and purpose of usage
Acquisition of dataMost difficult and work-intensive phaseInternal and external sources have to be used
Criteria for assessmentCannot be definde universally, but have to be specified separatelyfor each company
CommunicationClarify early what will be done with the results, who receivesaccess, how information will be disseminated to whom> 50% of the required content is available internally
Basis for the decision80/20 rule: It is impossible to take everything into accountThe economic risks can be reduced, but not eliminated
Factors for success when using the Technology Calendar:This slide shows factors for success, which have in practical usage proven to be central to the successful usage of the Technology Calendar.
Explanation of the 80/20 rule: This rule states that 80% of all results can be produced with20% of the overall effort, while the last 20% of results require a relatively high effort of 80%.Therefore it is not efficient to pursuit the perfect solution, but the focus should according to the 80/20 rule be on „good enough“ results.
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Possible sources for the acquisition of technologiesOwn research and development
Cooperations / joint development teams
Technology networks
Joint Ventures
Subcontracting of research and development tasks
licensing
Buying technology (patents etc.)
Acquisition of companies in possession of technologies
Acquisition of experts
Internal sources of technologies(»Make«)
External sourcesof technologies (»Buy«)
Hybrid sourcesof technologies
Quelle: vgl. Koruna 1998
Sources for technologies:
Technology sources can be classified into two basic categories:
Internal sources for technologies are a company‘s own research and development, fromwhich technologies can emerge.
External sources for technologies are knowledge carriers external to companies likecompetitors, technology experts or universities which can be subcontracted for R&D orbound to the company with lasting relationships.
A mixture of both are hybrid sources – technologies are developed in cooperation withexternal knowledge carriers.
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Deduction of the acquisition plan and selection of sources of technologyMake-or-buy decisions respecting
Technical and economic chances and risks
Efforts and timing aspects
Existing competences and goals
»Make«Decision mostly in case of…
Technical feasibility of the development
Willingness to take high risks
Company internal competence regarding thefield of technology
High competitive relevance of the technology
Corporate goal to be a technology leader
»Buy«Decision mostly in case of…
Low Willingness to take risks
Missing capacities
Missing competences regarding the field of technology
Low competitive relevance of the technology
Corporate goal to be present in thetechnology area
source: vgl. Koruna 1998, Brodbeck 1999
Make or Buy:
The decision to make means that internal sources for technologies will be used.
The decision to buy means that external sources will be used.
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TechnologyForecasting
TechnologyAssessment
TechnologyPlanning
TechnologyUsage
Corporate strategy
Corporate strategy
Process of Technology Management
Technology strategy
»Technology Push«
Competitive strategy
»Market Pull«
internaltechnology
competences
externaltechnologypotentials
market competition
Process of Technology Management:
The process of technology management is used for the operational realization of the goalof TM, which is to steer the buildup and the usage of the technological potential of a company.
The proceedign in the process steps is determined by the two big influences competitiveand technology strategy, which are derivaed from a superior corporate strategy.
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Possibilities for internal and external Technology UsageUsage in products and processes
Using synergies with other technologies
Protecting technologies by adequate protective measure
Licensing to companies from other sectors or selectedcompetitors
Licensing to set industry standards (eg JVC: licensing of production licenses for VHS video)
Spin-off companies
Selling technologies
Internal TechnologyUsage (»Keep«)
External TechnologyUsage(»Sell«)
source: Brodbeck 1999
Technology Usage:
Technologies can be used internally and/or externally.
Decisions about the usage of technologies are aiming at the optimal usage of theoreticalcapabilities of technologies.
In doing so the benefit of a technology can be maximised by giving up the right for an exclusive usage in order to achieve a broader dissemination of the technology. A typicalexample for this is JVC‘s agressive licensing of their VHS video technology in the eightieswhich aimed at suppressing the technically superior video standard Video 2000.
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Exklusive Technology Usage will be endangered by theft of Know-how and pirate products
picture: Werner Fischdick picture: Shaw 2005
Aircraft components
Partnair Flight 394, Oslo -Hamburg: Crash after losingtail unit
cause: fake screws and sleeves
55 deaths in crash
Bankruptcy of airline(Partnair)
Machinery and industrialequipment manufacturing
Flow International: Leadingthe world market in water-jetcutting technology
Estimated losses caused byproduct and brand pirating: 10-15% of revenue
Pharmaceutical Industry
Novartis: fake pills made of boric acid, floor wax and yellow paint for highwaymarkings
Fake malaria pills in Africa
3.000 death victims
picture: Flow International
Consequneces of product piracy:
Affected companies have to deal with losses of revenue and return (dropping prices, lossof market shares) and damages to their image (company/brand). Furthermore lawsuits forfailing products or product components that are imitations can be dangerous to thecompany because it is in the case of failure the company‘s duty to prove that a product was an imitation.
For the whole society and economy the consequences as well as for companies and individuals can for example be deaths (pharmaceutical industry, airplane crash) orcompany bankruptcies.
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In addition to the well known legal measures numerous otherprotective measures for technologies exist
Legal Measures
Strategic Measures
ComplementaryCompetences
TechnologyKnow-how
Imitation Barriers
Strategic measuresLead TimeCompetitor OutpacingParallel Market EntranceRelease ManagementContingenting
ComplementaryCompetences
Extended ServiceOperator modelsIntegration of valuecreating stepsselling product bundles
Imitation BarriersEnclosure of know-how:
- Microchip-coding- Selfdestructive
mechanismsComplexity of productTechnology basedfinancial barrierrs:
- Manufacturingprocesses with high financial expense
Nondisclosure:- „Chinese Walls“ in the
development- „Dumb“ suppliers
Four pillars of technology know-how protection:1) Strategic measures: competitive and market strategic measures
2) Imitation barriers: technologic measure which inhibit the imitation of products or criticalparts
3) Complementary Consequences: Extension of the value creation chain with hard to imitate or cost-intensive areas (operator models, extended service, integration of central suppliers…)
4) Legal measures: patents, utility patents, design patents, brands
Explanation of terms:
Lead Time: time advantage until first emergence of competitive products
Release Management: periodical market introduction of new products (especially withincremental innovations)
Competitor Outpacing: perfecting lead time and release management with the goal to avoid parallel market phases with imitators
Chinese Walls: Strict division of information between different areas
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Example: De-StandardisationUsage of non-standard parts
E.g.: Usage of bearings in tooling machines that are notavailable from catalogue
High tech, complex bearings(Technological Barrier)Need for specialized lubricants, which are soldexclusivelyA product pirate cannot build or buy the bearings
Bearings with non-standard sizeA product pirate will buy bearings from the catalogueand mount them with a slight slacknessSmall exactitude of the guiding, wearout, failure of the product!
Catalogue productNon standard
Notizen:
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Bibliography
Cited Literature:BIND96 Binder, V.; Kantowsky, J.: Technologiepotentiale – Neuausrichtung der Gestaltungsfelder
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EVER96 Eversheim, W. / Schuh, G.: Betriebshütte – Produktion und Management. Springer- Verlag. Berlin, Heidelberg, New York. ISBN 3-540-59360- 8. 1996
BROC94 Brockhoff, K.: Forschung und Entwicklung. Oldenbourg Verlag. München. ISBN 3-519-06367-0. 1994
PORT97 Porter, M.: Wettbewerbsstrategie (Competitive Strategy). Campus Verla. Frankfurt a.M., New York. ISBN 3-593-33266-3. 1997
WOLF95 Wolfrum, B.: Alternative Technologiestrategien. in: Zahn, E. (Hrsg.): Handbuch des Technologie-Managements. Schäffer-Poeschel. Stuttgart. 1995
GERP05 Gerpott, T.: Strategisches Technologie- und Innovationsmanagement. Schäffer-Poeschel. Stuttgart. 2005
LICHT03 Lichtenthaler, E.: Technology Intelligence – Improving Technological Decision-Making. in: Tschirky, H.; Jung, H.-H.; Savioz, P. (Hrsg.): Technology and Innovation Management on themove. Orell Füssli Verlag AG. Zürich. 2003
PORT86 Porter, M.: Wettbewerbsvorteile: Spitzenleistungen erreichen und behaupten. Campus Verlag. Frankfurt a.M. 1986
ASHT97 Ashton, W.B.; Klavans, R.A.: Keeping Abreast of Science and Technology: TechnicalIntelligence for Business. in: Columbus, OH: Battelle Press. 1997
KELL97 Keller, G.: Erstellung eines Informationsquellenmix zur Beschaffung von strategischen Informationen für die Technologiefrühaufklärung. Projektarbeit ETH Zürich. 1997
PEIFF 92 Peiffer, S.: Technologie-Frühaufklärung. Steuer- und Wirtschaftsverlag. Hamburg. 1992
BULL94 Bullinger, H.-J.: Einführung in das Technologiemanagement. B.G. Teubner. Stuttgart.1994
EVER02 Eversheim, W.: Innovationsmanagement für technische Produkte, Berlin: Springer. 2002
SERV85 Servatius, H.-G.: Methodik des strategischen Technologie-Managements. 2. Aufl., Berlin: Schmidt, 1985
WOLF91 Wolfrum, B.: Strategisches Technologiemanagement. Gabler Verlag. Wiesbaden. 1991
PFEI87 Pfeiffer, W.: Technologie-Portfolio zum Management strategischer Zukunftsgeschäftsfelder. Vandenhoeck & Ruprecht. Göttingen. 1987
SCHT96 Schmitz, W.: Methodik zur strategischen Planung von Fertigungstechnologien – Ein Beitrag zur Identifizierung Innovationspotentialen. Diss. RWTH Aachen, 1996
KORU98 Koruna, S.M.: Externe Technologie-Akquisition. in: Tschirky, H.; Koruna, S. (Hrsg.): Technologiemanagement. Orell Füssli Verlag. Zürich. 1998
BROD99 Brodbeck, H.: Strategische Entscheidungen im Technologiemanagement. Orell Füssli Verlag. Zürich. 1999
Technology Management II L02 Page 28
Production Management (Prof. Schuh) Lecture 02
Literature of further interest:BOOZ91 Booz, Allen & Hamilton (Hrsg.): Integriertes Technologie und Innovationsmanagement. E.
Schmidt Verlag. Berlin. 1991
BULL99a Bullinger, H.-J. et al.: Innovations- und Technologiemanagement. In: Eversheim, W.; Schuh, G.: Betriebshütte. Produktion und Management. Berlin: Springer, 1999.
BULL99b Bullinger, H.-J. et al.: Forschungs- und Entwicklungsmanagement. In: Eversheim, W.;Schuh, G.: Betriebshütte. Produktion und Management. Berlin: Springer, 1999.
MÜLL01 Müller-Stewens, G.; Lechner, C.: Strategisches Management. Wie strategische Initiativen zum Wandel führen. Stuttgart: Schäffer-Poeschel, 2001.
PFEI90 Pfeiffer, W.; Weiss, E. (Hrsg.): Technologie-Management: Philosophie, Methodik, rfahrungen. (Reihe: Innovative Unternehmensführung; Band 17). Göttingen: Vandenhoeck & Ruprecht, 1990.
SPEC02 Specht, D.; Möhrle, M. (Hrsg.): Gabler Lexikon: Technologie-Management. Management von Innovationen und neuen Technologien im Unternehmen. Wiesbaden: Gabler, 2002.
SPUR98 Spur, G.: Technologie und Management. Zum Selbstverständnis der Technikwissenschaft. München: Hanser, 1998.
WOLF94 Wolfrum, B.: Strategisches Technologiemanagement. 2. Aufl., Wiesbaden: Gabler, 1994.
ZAHN95 Zahn, E.: Handbuch Technologiemanagement. Stuttgart: Schäffer-Poeschel, 1995.
ANSO80 Ansoff, H. I.: Strategic Issue management. Strategic Management J. 1. S. 131-148 1980
MUEL93 Mueller-Stewens, G.; Krystek, U.: Frühaufklärung für Unternehmens. Stuttgart: Schaeffer-Poeschel. 1993
PEIF92 Peiffer, S.: Technologie-Frühaufklärung. Hamburg: S+W Steuer- und Wirtschaftsverlag 1992
VDI 92 VDI Technologiezentrum (Hrsg.): Technologiefrühaufklärung. Stuttgart: Schaeffer-Poeschel1992
FORD81 Ford, D./Ryan, C.: Taking Technology to Market, in: Harvard Business Review, 2, S. 117-126, 1981.
PFEI82 Pfeiffer, W./ Metze, G./ Schneider, W./ Amler, R.: Technologie-Portfolio zum Management strategischer Zukunftsgeschäftsfelder. Göttingen: Vandenhoeck & Ruprecht, 1982.
HEIT00 Heitzsch, J.-U.: Multidimensionale Bewertung alternativer Produktionstechniken. Ein Beitrag zur technischen Investitionsplanung. Diss. RWTH Aachen, 2000.
SCHT96 Schmitz, W.: Methodik zur strategischen Planung von Fertigungstechnologien – Ein Beitrag zur Identifizierung Innovationspotentialen. Diss. RWTH Aachen, 1996
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