d9.4 fitman exploitation action plan and implementation ... · t9.1 exploitation action plan and...

Project ID 604674 FITMAN – Future Internet Technologies for MANufacturing

19/11/2015 Deliverable D9.4 – v 1.0

1

D9.4 – FITMAN exploitation action plan

and implementation including

socio-economic impact (Final edition)

Document Owner: Eva Vega (ATOS)

Contributors: Eva Vega (ATOS), Vegard Engen (IT Innovation), all partners

Dissemination: CO

Contributing to: WP 9, T9.1, T9.2 FITMAN exploitation action plan and implementation

including socio-economic impact (Final edition Edition)

Date: 19/11/2015

Revision: 1.0


19/11/2015 Deliverable D9.4 – v 1.0

FITMAN Consortium Dissemination: CONFIDENTIAL 2/205

VERSION HISTORY

VERSION DATE NOTES AND COMMENTS

0.0 21/06/2015 Table of Contents

0.1 25/07/2015 Inputs added to FITMAN assets section

0.2 07/09/2015 Inputs added to Sustainability plans and actions section

0.3 25/09/2015 Inputs added to Individual Exploitation Plans







0.10 26/10/2015 SEIA part integration; Inputs added to Individual Exploitation Plans

0.11 29/10/2015 Inputs added to Social Innovation Impact

0.12 30/10/2015 Inputs added to Individual Exploitation Plans /

Executive Summary and Conclusions

0.13 03/11/2015 Sergio Gusmeroli revision.


Paulo Rodrigues revision

0.15 05/11/2015 Adaptations after revisions

0.16 19/11/2015 Inputs added to individual exploitation plans

1.0 19/11/2015 Final Version


19/11/2015 Deliverable D9.4 – v 1.0


Guideline

This deliverable is the final version of Exploitation Action Plan and Socio-Economic Impact

Assessment documents within WP9.

According to amendment 3 of FITMAN DoW, the structure of WP9 is as follows:

T9.1 Exploitation action plan and implementation (responsible Atos)

T9.2 Socio-Economic Impact assessment (responsible IT Innovation)

T9.3 Design, development and operations of a FITMANovation Lab (responsible I-Vlab)

This deliverable (D9.4) is structured in two parts:

Exploitation, starting on page 7.

Socio-economic impact, starting on page 79.


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Table of Contents

GUIDELINE ..................................................................................................................................................................... 3

EXPLOITATION ............................................................................................................................................................. 1

EXPLOITATION EXECUTIVE SUMMARY ............................................................................................................... 1

1. INTRODUCTION ................................................................................................................................................... 3

This document ............................................................................................................................................. 3 1.1.

Objectives .................................................................................................................................................... 3 1.2.

Intended audience ....................................................................................................................................... 3 1.3.

2. FITMAN ASSETS (WWW.FITMANOVATIONLAB.EU) ................................................................................ 4

3. INDIVIDUAL EXPLOITATION PLANS ............................................................................................................ 7

Manufacturing Companies .......................................................................................................................... 7 3.1.

AgustaWestland........................................................................................................................................... 7 3.1.1.

Whirlpool .................................................................................................................................................. 12 3.1.2.

Consulgal .................................................................................................................................................. 14 3.1.3.

Volkswagen ............................................................................................................................................... 17 3.1.4.

AIDIMA ..................................................................................................................................................... 18 3.1.5.

COMPLUS ................................................................................................................................................ 21 3.1.6.

APR ........................................................................................................................................................... 21 3.1.7.

TRW .......................................................................................................................................................... 22 3.1.8.

PIACENZA ................................................................................................................................................ 24 3.1.9.

Technology Application Network Limited (TANet) ................................................................................... 38 3.1.10.

Industrial Technology Providers and Technology Transfer Organizations .............................................. 39 3.2.

ATOS, S.E. (Societat Europeas) ................................................................................................................ 39 3.2.1.

ENGINEERING ........................................................................................................................................ 45 3.2.2.

TXT e-solutions spa ................................................................................................................................... 47 3.2.3.

VTT, Technical Research Centre of Finland Ltd. ..................................................................................... 52 3.2.4.

Datapixel ................................................................................................................................................... 54 3.2.5.

German Institutes for Textile and Fiber Research Denkendorf (DITF) .................................................... 57 3.2.6.

BIBA .......................................................................................................................................................... 58 3.2.7.

Politecnico Di Milano (POLIMI) .............................................................................................................. 60 3.2.8.

IPK ............................................................................................................................................................ 61 3.2.9.

COVENTRY UNIVERSITY ........................................................................................................................ 64 3.2.10.

BOURDEAUX UNIVERSITY .................................................................................................................... 65 3.2.11.

IT-INNOVATION ...................................................................................................................................... 67 3.2.12.

DFKI ......................................................................................................................................................... 68 3.2.13.

INTEROP-VLab ........................................................................................................................................ 69 3.2.14.

UPV ........................................................................................................................................................... 71 3.2.15.

UIBK ......................................................................................................................................................... 73 3.2.16.

UNINOVA ................................................................................................................................................. 74 3.2.17.

LYON 2 ..................................................................................................................................................... 75 3.2.18.

INNOVALIA .............................................................................................................................................. 75 3.2.19.

SOFTECO ................................................................................................................................................. 80 3.2.20.

NTUA ........................................................................................................................................................ 81 3.2.21.

FZI ............................................................................................................................................................ 84 3.2.22.

NISSATECH .............................................................................................................................................. 87 3.2.23.

HOLONIX ................................................................................................................................................. 90 3.2.24.

PTIN .......................................................................................................................................................... 95 3.2.25.

4. SUSTAINABILITY PLANS AND ACTIONS .................................................................................................... 97


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FITMAN & Fitmanovation Lab ................................................................................................................ 97 4.1.

FITMAN Exploitation Agreement ............................................................................................................. 97 4.2.

5. CONCLUSIONS.................................................................................................................................................... 98

SOCIO-ECONOMIC IMPACT ASSESSMENT ......................................................................................................... 99

SOCIO-ECONOMIC IMPACT ASSESSMENT EXECUTIVE SUMMARY .......................................................... 99

1 INTRODUCTION ................................................................................................................................................ 100

2 THE AUTOMOTIVE INDUSTRY ...................................................................................................................... 101

2.1 THE VOLKSWAGEN CASE STUDY: ESTIMATING THE LONG-TERM COSTS & BENEFITS ............................... 101

2.2 THE TANET CASE STUDY: ESTIMATING THE LONG-TERM COSTS & BENEFITS .......................................... 104

2.3 POTENTIAL SOCIAL INNOVATION IMPACT OF TECHNOLOGY TAKE-UP BY THE AUTOMOTIVE INDUSTRY .... 108

2.3.1 Volkswagen ......................................................................................................................................... 108 2.3.2 TANet ..................................................................................................................................................... 110

2.4 AUTOMOTIVE AND THE ICT INDUSTRY ........................................................................................................ 111

3 THE MANUFACTURE OF AUTOMOTIVE ACCESSORIES INDUSTRY ................................................. 112

3.1 THE TRW CASE STUDY: ESTIMATING THE LONG-TERM COSTS & BENEFITS ............................................. 113

3.2 POTENTIAL SOCIAL INNOVATION IMPACT OF TECHNOLOGY TAKE-UP BY TRW ......................................... 114

3.2.1 Users as Makers ................................................................................................................................. 115 3.2.2 Workplace Innovation ....................................................................................................................... 115 3.2.3 Extrovert Enterprise Collaboration ............................................................................................... 116 3.2.4 Green Innovation Management ...................................................................................................... 116

3.4 AUTOMOTIVE PARTS AND ACCESSORIES AND THE ICT INDUSTRY ............................................................. 117

4 THE MANUFACTURE OF ELECTRICAL EQUIPMENT INDUSTRY ........................................................ 118

4.1 THE WHIRLPOOL CASE STUDY: ESTIMATING THE LONG-TERM COSTS & BENEFITS .................................. 119

4.2 POTENTIAL SOCIAL INNOVATION IMPACT OF TECHNOLOGY TAKE-UP BY WHIRLPOOL .............................. 122


4.4 WHITE GOODS AND THE ICT INDUSTRY ..................................................................................................... 125

5 MANUFACTURING AND COLLABORATIVE SUPPLY NETWORKS ..................................................... 128

5.1 THE COMPLUS CASE STUDY: ESTIMATING THE LONG-TERM COSTS & BENEFITS .................................... 129

5.2 POTENTIAL SOCIAL INNOVATION IMPACT OF TECHNOLOGY TAKE-UP BY COMPLUS ................................ 130


5.5 ELECTRIC (LIGHTING) EQUIPMENT MANUFACTURING AND THE ICT INDUSTRY .......................................... 132

6 THE MANUFACTURE OF RUBBER AND PLASTIC INDUSTRY ............................................................. 134

6.1 THE APR CASE STUDY: ESTIMATING THE LONG-TERM COSTS & BENEFITS .............................................. 134

6.2 POTENTIAL SOCIAL INNOVATION IMPACT OF TECHNOLOGY TAKE-UP BY APR ......................................... 136


6.3 RUBBER AND PLASTIC INDUSTRY AND THE ICT INDUSTRY ........................................................................ 138


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7 THE MANUFACTURE OF TRANSPORT EQUIPMENT INDUSTRY ........................................................ 140

7.1 THE AGUSTAWESTLAND CASE STUDY: ESTIMATING THE LONG-TERM COSTS & BENEFITS ...................... 140

7.2 POTENTIAL SOCIAL INNOVATION IMPACT OF TECHNOLOGY TAKE-UP BY AGUSTAWESTLAND ................. 143


7.3 TRANSPORT EQUIPMENT AND THE ICT INDUSTRY ...................................................................................... 145

8 THE MANUFACTURE OF FURNITURE INDUSTRY ................................................................................... 147

8.1 THE AIDIMA CASE STUDY: ESTIMATING THE LONG-TERM COSTS & BENEFITS ........................................ 148

8.2 POTENTIAL SOCIAL INNOVATION IMPACT OF TECHNOLOGY TAKE-UP BY AIDIMA .................................... 151


8.3 FURNITURE INDUSTRY AND THE ICT INDUSTRY .......................................................................................... 154

9 THE MANUFACTURE OF TEXTILES INDUSTRY ....................................................................................... 155

9.1 THE PIACENZA CASE STUDY: ESTIMATING THE LONG-TERM COSTS & BENEFITS ...................................... 155

9.2 POTENTIAL SOCIAL INNOVATION IMPACT OF TECHNOLOGY TAKE-UP BY PIACENZA ................................. 157


9.3 TEXTILES AND THE ICT INDUSTRY .............................................................................................................. 159

10 THE CIVIL ENGINEERING INDUSTRY ......................................................................................................... 160

10.1 THE CONSULGAL CASE STUDY: ESTIMATING THE LONG-TERM COSTS & BENEFITS .................................. 161

10.2 POTENTIAL SOCIAL INNOVATION IMPACT OF TECHNOLOGY TAKE-UP BY CONSULGAL ............................. 163


10.3 CIVIL ENGINEERING AND THE ICT INDUSTRY .............................................................................................. 166

11 SUMMARY AND DISCUSSION ....................................................................................................................... 167

11.1 IMPACT ON INDUSTRY AND SOCIETY ........................................................................................................... 167

11.2 SOCIAL INNOVATION IMPACT ....................................................................................................................... 168

12 CONCLUSIONS ................................................................................................................................................. 171

13 REFERENCES ................................................................................................................................................... 172

ANNEX B. EXPLOITATION AGREEMENT CONTENTS ................................................................................ 188

ANNEX C. INNOVALIA EXPLOITATION PLAN .............................................................................................. 189

List of figures

Figure 1. FI for Manufacturing business ecosystem ............................................................................ 4

Figure 2. ARI portfolio framework. Mapping 2015 objectives ......................................................... 40


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Figure 3. Atos Press Release .............................................................................................................. 40

Figure 4. Atos Industry 4.0 ................................................................................................................ 41

Figure 5. Atos Consulting & System Integration Portfolio Framework ............................................ 42

Figure 6. ATOS-Solution Offering Lifecycle Development process ................................................ 43

Figure 7. Exploitation roadmap ......................................................................................................... 55

Figure 8 Road Map for SEMed .......................................................................................................... 60

Figure 9 – Fit4Work Operation Chain ............................................................................................... 78

Figure 10 – INNOVALIA Exploitation Roadmap ............................................................................. 78

Figure 11: Simplified value network for motor vehicle manufacturing. ......................................... 102

Figure 12: Value network of the parties involved in FITMAN trial 8 scenario. ............................. 105

Figure 13. Volkswagen Social Innovation Impact ........................................................................... 108

Figure 14. TANet Social Innovation Impact .................................................................................... 110

Figure 15: Simplified value network for safety in the motor vehicle manufacturing. ..................... 113

Figure 16: TRW Social Innovation Impact ...................................................................................... 115

Figure 17: Network of opportunity for the IT Provider in the TRW Trial ...................................... 117

Figure 18: Value network for the FITMAN trial 4 scenario ............................................................ 119

Figure 19. Whirlpool Social Innovation Impact .............................................................................. 123

Figure 20: Evolution of Information Technology in Manufacturing Industry. Source: (Koenig, 2013)

.......................................................................................................................................................... 126

Figure 21: Most relevant big data benefits along the manufacturing chain. Source: (Manyika, et al.,

2011) ................................................................................................................................................ 127

Figure 22: Simplified value network for collaborative manufacturing. .......................................... 129

Figure 23. COMPlus Social Innovation Impact ............................................................................... 131

Figure 24: Network of opportunity for the IT Provider in the COMplus Trial ............................... 133

Figure 25: APR Value Network. ...................................................................................................... 134

Figure 26. APR Social Innovation Impact ....................................................................................... 136

Figure 27 Adoption of CAD / CAM systems in the Chemical, Rubber and Plastics industries (% of

firms, 2007) ...................................................................................................................................... 139

Figure 28: Value network of the parties involved in FITMAN trial 3 scenario .............................. 141

Figure 29. AgustaWestland Social Innovation Impact .................................................................... 143

Figure 30: Value network of the parties involved in FITMAN trial 11 scenario ............................ 148

Figure 31. AIDIMA Social Innovation Impact ................................................................................ 152

Figure 32: Piacenza Value network ................................................................................................. 156

Figure 33: Piacenza Social Innovation Impact ................................................................................ 157

Figure 34: FITMAN benefits on textile industry ............................................................................. 159

Figure 35: Value network of the parties involved in FITMAN trial 7 scenario .............................. 161

Figure 36: CONSULGAL Social Innovation Impact ...................................................................... 164

Figure 37: Overall Social Innovation Impact across the FITMAN trials (note: the darker grey colour

indicates higher or more evident impact than the lighter grey in each axis) ................................... 169


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Figure 38: Realization Horizon and Expected Impact for all trials for the axes: I. Users as Makers

and II. Workplace Innovation .......................................................................................................... 170

Figure 39: Realization Horizon and Expected Impact for all trials for the axes: III. Extrovert

Enterprise Collaboration and Green Innovation Management ........................................................ 170

List of tables

Table 1: NACE manufacturing sub-sectors ..................................................................................... 100

Table 2: Overview of partners applying the industry-level socio-economic impact assessment

methodology. ................................................................................................................................... 101

Table 3: Final measurements of BPIs for the VW trial. .................................................................. 103

Table 4: Overview of PIs and respective measurements for the TANet trial. ................................. 106

Table 5: The TRW trial performance indicators and current status ................................................. 114

Table 6: Socio-economic benefits, relevant BPIs and foreseen improvements for the Whirlpool trial.

.......................................................................................................................................................... 122

Table 7: ICT application fields in white goods manufacturing by technology (own adaptation

starting from [Timings 2004]). ........................................................................................................ 126

Table 8: The COMPlus trial performance indicators and current status ......................................... 130

Table 9: Performance indicators progress for APR. ........................................................................ 135

Table 10: Overview of business performance indicators for AgustaWestland. ............................... 141

Table 11: Overview of performance indicators and respective measurements for the AIDIMA trial.

.......................................................................................................................................................... 149

Table 12: Overview of business performance indicators for the Piacenza trial. ............................. 156

Table 13: Related Consulgal performance indicators. ..................................................................... 162

Table 14: Perception on the usage of communication methods in the construction industry (Hassan

& McCaffer, 2002). .......................................................................................................................... 166


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Exploitation

Exploitation Executive Summary

This deliverable is the fourth and final version of the Exploitation Action Plan and Socio-economic

Impact Assessment. The purpose of this deliverable is to summarize exploitation strategies and

plans from all the partners involved in the project as a continuation and an upgrade of what

expressed in Deliverable 9.3 (month 24), highlighting the actions and advances for undertaking

project exploitation plans (both joint and individual).

This fourth release will consider as still valid several sections of the third M24 release (just 6

months ago), where the reader could find the FITMAN business models in chapter 3, IP

considerations in chapter 4, etc.

In section 2, we just give an overview of the set of FITMAN assets, with a short description of the

innovation, problem to solve and target market. In addition, a vision of the unified and

comprehensive proposition of FITMAN project as FIWARE for Industry is provided. Specifications

and ownerships of FITMAN assets are listed in Annex 1.

In Chapter 3, all project partners have adjusted their individual exploitation plans with respect of the

last six months of the project. The aim of this section has been to highlight the main aspects of their

respective individual exploitation plans and update the information provided in D9.3. Many

business opportunities have emerged to exploit the project results depending on each partner’s

business model. Whirlpool is currently planning with Engineering, the piloting of a pre-commercial

FITMAN platform based on Smart Platform. Whirlpool and Engineering are now jointly planning to

evolve their Smart Factory FITMAN trial into a production-grade system, where Situation

Awareness functionality will be provided by Engineering as a cloud-based, fully-managed service.

AgustaWestland and TXT have jointly held workshops to spread Digital Factory FITMAN solutions

to FINMECCANICA Alenia Aermacchi organization, Italian leader in aeronautics fix wing sector.

Consulgal is planning to extend the FITMAN solutions adoption to Consulgal services throughout

the world through Consulgal subsidiaries, improving then the Supervision Business Unit and Soils

Control Laboratory Business Unit as they can offer more competitive service resulting from time

and cost savings generated by FITMAN solution, to name a few.

Moreover, FITMAN project benefits from having among its partners some of the most relevant

organizations of the FIWARE Open Source Community, they are, Atos and Engineering. Since

September 2014, a complete FIWARE instance is operational on one of Engineering’s private data

centres and, also Atos is now undertaking its own FIWARE instance in Spain. In their respective

individual exploitation plans can be observed how this affects to and which is the proposition for

Manufacturing domain.

Vertical introduction of FITMAN in FIWARE community is also a remarkable strategy in the

project exploitation plan. Different actions have been and are being carried out with the objective of

positioning FITMAN within FIWARE offer. In this respect, it's worthy to distinguish the link

between FIWARE and FITMAN catalogue in the OSS community (http://catalogue.fiware.org/) and

the plan for adhesion of, at least until the moment of redacting this document, two FITMAN

Specific Enablers to the incubation programme.

Additionally, other research & innovation initiatives are being undertaken by Engineering and Atos

in the scope of URBAN Manufacturing, which aims at integrating Smart Factories in Smart Cities.

In section 4, the joint exploitation strategies and sustainability plans are briefly described (a full

description will be given in D9.6). FITMANovation Lab (FML) is a key piece in the success of

http://catalogue.fiware.org/


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FITMAN outcomes exploitation and evolution. The business plans necessary to carry out

exploitation and dissemination activities after project have been scrutinized, elaborated and selected

during this last period of the project. FML arises as a Community Group within Interop-Vlab with

the twofold mission of supporting Phase III from end of FITMAN M30 till end of FI Programme, in

the short-term, and of being the exploitation and sustainability vehicle of FI assets for

Manufacturing domain, in the long-term.

Undoubtedly, FML will be a strong and accurate instrument for guarantying sustainability of

FITMAN outcomes; although it is not mandatory that all project partners adhere to such community

group. For this reason and with the aim of fully ensuring the support to FI Phase III projects and

sub-grantees, an Exploitation Agreement (has been arranged and signed by all FITMAN partners;

this exploitation agreement also serves as the legal framework for the exploitation, joint and

individual, beyond the project.


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1. Introduction

This document 1.1.

The document D9.4 “FITMAN exploitation action plan and implementation, including socio-

economic impact (Final Edition)” is the fourth of the six deliverables included in WP9 Exploitation

and socio-economic Impact. This document covers tasks T9.1 “Exploitation action plan and

implementation” and T9.2 “Socio-economic impact assessment”.

Objectives 1.2.

The aim of this document is to report on project plans and activities to perform both individual and

joint exploitation plans. It is a recap and update of the already presented in D9.3 (M24).

All project partners have been strongly involved in exploitation activities, not just in the

accomplishment of this document, but principally in all the activities carried out in the scope of

WP9 in this last period, such as discussions on the terms of the Exploitation Agreements;

description of services, business plans and partners roles in the FML and finishing of the individual

exploitation plans.

Intended audience 1.3.

FITMAN consortium and related stakeholders are the addressed audience. As the dissemination

level is "PP" (private) there is no plan to release this document to external parties.


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2. FITMAN assets (www.fitmanovationlab.eu)

FITMAN provides a fully European solution integrating cloud-based components with on premises

enterprises systems over the network to Manufacturing in a scalable, secure, flexible and efficient

way. These components, called Generic Enablers (GEs) and Specific Enablers (SEs), provide open

standard APIs that make it easier to connect to the Internet of Things, process data and media in

real-time at large scale, perform Big Data analysis or incorporate advanced features for the

interaction with users. These GEs and SEs are organised in a Modular Architecture for Digital

Business process development via Open & Programmable Internet.

Broadly, FITMAN and FIWARE offer to Manufacturing industry:

Open source modular components to be used by software developers for implementing

digital business processes by building ICT applications for Manufacturing, (15 FITMAN

Specific Enablers are extending the capabilities of FIWARE Catalogue)

Infrastructure capacity, e.g. networks, data centers, sensors and devices, connected to

relevant locations and/or communities, and their operators and investors, (2 new FIWARE

infrastructures are being created by ENG and ATOS also for the benefit of Manufacturing

industries, such as WHIRLPOOL)

A set of platforms, enabling the applications to access the infrastructure via commodity

services in a consistent, portable and easily programmed fashion;

Guidelines, best practices, lesson learned, showcases, etc. of development, implementation,

deployment and experimentation in 10 different manufacturing trials.

Figure 1. FI for Manufacturing business ecosystem

The figure above depicts a business ecosystem of FI for Manufacturing. FITMAN, FIWARE and

FML (FITMANovation Lab) are the entities that provide the open FI solutions in the cloud to the

related stakeholders.

FI technologies for manufacturing are offered through the FIWARE+FITMAN catalogue; FML can

play important both organizational and operational roles opening this initial model to the adoption


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of other ICT technologies for the industry and accessing FITMAN SEs through the FIWARE

community.

FITMAN solutions are built on top of FIWARE. GEs have been implemented, tested and validated

in the different FITMAN trials and they are part of the three different reference architectures and the

platforms offered by FITMAN.

The FITMAN offer to targeted groups has been aggregated in four packages:

FITMAN Academy for innovators. This is the knowledge repository of the project aiming

at supporting new H2020 actions (both RIA and IA) in the field of FI for Manufacturing.

This module collects all methodologies and tools used and developed in FITMAN project

supporting consultancy, awareness, education, training, impact and dissemination activities.

In the last 6 months, we have received several requests to use FITMAN Academy resources

for H2020 project proposals mainly in the Factories of the Future (calls 2015 and 2016) and

in the Internet of Things (ICT30). Some of these proposals have been successful, so that

there is continuity in H2020 for many FITMAN scientific and methodological assets. As an

example, we mention BEinCPPS (FoF9 Innovation Action about Cyber Physical Production

Systems, starting November 2015), which, thanks to the presence of 7 FITMAN

beneficiaries, will expand the FITMAN platforms to the factory automation processes,

thanks to its integration with CPS and ARTEMIS architectures and hw/sw components.

FITMAN Lab for developers. This module refers to the 29 open source modular

components (14 Generic Enablers from FIWARE and 15 Specific Enablers from FITMAN

project) integrated into three reference architectures, for Smart, Digital and Virtual

Factories. (See the list of FITMAN Specific Enablers and related licenses below and also

published in the FITMAN catalogue http://catalogue.fitman.atosresearch.eu/ ). For this

exploitation package, FITMAN is strongly linked to the FIWARE Open Source Community

and, through two beneficiaries, to the envisaged Foundation. An accurate analysis of the 15

Specific Enablers and especially their evolutionary programs in the next months/years led us

to finally select two of them to join the FIWARE incubation program for candidate GEs.

Anlzer from NTUA and DyCEP from FZI/NISSA are considered very promising also in

other domains than manufacturing.

FITMAN Hub for System Integrators. This module provides cloud manufacturing aaS

software components to be integrated into industrial solutions. IT system integrators could

this way save time and effort for the development of their solutions, in particular prototypes

and proof of concepts. Several experiences have been made regarding the cloudification of

manufacturing business processes in 6 out of our 10 trials. The Whirlpool trial has very

promising perspective of cloudification, also thanks to preceding business/commercial

agreements with Engineering.

FITMAN Trials Showcase for Manufacturing SMEs. This module collects 10 showcases

of the 10 different FITMAN trials to be exhibited and fully communicated to target

stakeholders. Every showcase is made of advanced multimedia and interactive

communication means and clear evidence of the business benefits derived from FITMAN

adoption. Expansion and replication projects will be developed by following the “lead by

example” paradigm. For instance the Consulgal Trial, concluded with the successful

implementation of the dam, was extended and replicated to a new building restructuring use

case, such as a Grand Hotel transformation into civil residences.

Ownership and licensing models, and concretely the management of those, are key aspects for

guarantying sustainability of outcomes in the future. See the specifications in annex 1.

The sustainability plan of FITMAN is engaged in that some Specific Enablers join the FIWARE

incubation program. Vertical inclusion of FITMAN in FIWARE community accessible to IT

http://catalogue.fitman.atosresearch.eu/


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developers as the FI solution for Manufacturing is an important pillar in the exploitation plan of

FITMAN and the SEs owners are committed to join such FIWARE community.

Evidently, SEs owners are dedicated to maintain the SEs active and further developed after

FITMAN project. This is a commitment reflected in their respective individual exploitation plan, in

the FITMAN exploitation agreement and in the FITMANovation Lab business plan.

As we already said in D9.3, SEs owners are committed to provide support to Phase III projects free

of charge till the end of the FI PPP program (M42 in FITMAN). This free support is not only for

SEs but also for any of the other FITMAN assets package during FI PPP program, but not beyond

or to non-phase III projects. This condition is stipulated in the Exploitation Agreement.


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3. Individual Exploitation Plans

Manufacturing Companies 3.1.

AgustaWestland 3.1.1.

New business opportunities

AgustaWestland participates to FITMAN Factory with 2 trials, one digital and one smart.

Digital Trial: Support for management of documentation used/produced in the helicopter FAL

(Final Assembly Line) in order to:

reduce the average time to searches the data linked to a specific helicopter through

query/requests in different sources and compile the Db Quality Production that will be used

for the helicopter Logbook compilation;

reduce the number of discrepancies between analysed data from different sources and the

Database of Quality Production due to possible human error of transcription.

Smart Trial: Support for monitoring and management of tools tracking based on IoT (smart toolbox)

in order to prepare a data base of events for two purposes:

periodic report with relevance to Tools events;

provide stakeholders (e.g.: instructors) data for support the preparation of tailored training

material linked to Tools FOD (Foreign Object Debris) prevention.

The focus of both the trials is the Final Assembly Line (FAL) of AgustaWestland. FAL is

responsible to assure an high degree related to the reliability and efficiency, both in the supply and

management of materials and in the guaranteeing the Quality during the assembly and delivery, to

the final customer of the AW helicopters, following one of the main principles of the Quality

Management System, that is "orienting towards the customer". At the end of the FITMAN trials

expected results were substantially achieved showing that they can contribute to provide more

safety assurance, more quality on delivery and more reliability and availability in service.

Furthermore an interesting indication has emerged with regard to saving time during documents

searching, the possibility to use the developed system, appropriately modified, to support the

instructors of AWTA (AW Training Academy) in preparation of the courses for pilots and

maintenance technicians that are purchased by the customer. This could be a new potential business

scenario to be considered.

The availability of the information in a shorter time makes more efficient the activities of the AW

training organisation; the instructors, saving time in data collection, can focus on training aspects

and on preparation of training materials (training manual, presentation, multimedia, etc.).

Trial expansion plan

On the basis of lessons learned about the trials carried out by AW in FITMAN project, potential

trial expansion would involve mostly the digital test case in two ways:

increasing the number of data sources by developing the specific gadget; the expected result

would be a further improvement of KPI,

modifying the actual solution to meet the requirements of the instructors.

Anyway the expansion of the actual trials trial is closely linked to the resolution of a number of

issues that have been highlighted such as:

a really effective technical support by the GEs/SEs providers and availability of the relevant

documentation;


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achieving an acceptable degree of maturity by the GEs/SEs:

clear information about licensing model of the GEs/SEs is mandatory.

Roadmap for exploitation

AgustaWestland represents the Finmeccanica Group in the global helicopter market. Finmeccanica

is Italy's main industrial group, leader in the high technology sector, and ranks among the main

worldwide groups operating in the Aerospace, Defence and Security sectors.

According to FINMECCANICA guidelines, AW is committed to sharing the experiences of

research programs with other companies of the group in particular with those of contiguous sectors

(Aeronautic Fix Wing). This is the reason why the first AW exploitation activities have involved

Alenia Armacchi the Italian leader in aeronautics fix wing sector and among the world’s top players

in the design, development, manufacture and support of commercial and military, trainers and

unmanned aircraft systems. Also Alenia Aermacchi is facing the same issues that have been

considered for the AW FITMAN trials.

On July 13, 2015 a workshop was held at the AW Training Academy in Sesto Calende in order to

present the solutions identified, developed and tested by AW to the stakeholders (Industrial

Engineering, Production Quality Assurance, Advanced Research and Development) coming from

some Alenia Aermacchi FALs located in the north Italy (Caselle, Venegono Sueriore and Cameri).

The discussion with Alenia Aermacchi confirmed that:

the business scenarios considered by AW were significates and that the solutions found are

correct,

the FITMAN solutions developed by AW can be easily adapted in a company operating in

the aeronautical sector as Alenia Aermacchi,

because that aeronautic sector is a very competitive environment in which the protection of

the industrial secret is fundamental, any new applications must be compliant with a wide set

of company policies and constraints (e.g.: certification to GE/SEs, availability of technical

documentations, etc.).

The contacts will continue to evaluate the possibility of potential collaborations to develop common

solutions that can be adopted in their respective FAL.

In addition AW will exploit the experiences gained in the framework of FIWARE toward

FINMECCANICA through its structure Mindsh@re. an inter-disciplinary and inter-company

programme whose aim is to align the technical competences within the group, to spread the best

practices and to generate open innovation.

FML role & commitments

AgustaWestland agrees that the FITMANOVATION Lab is a very useful mean to exploit the results

of the project FITMAN. For this reason, AW has provided support, through implementation of

public videos and documentation, to give visibility of the achievements of the FITMAN project for

the Aeronautics sector. AW is also available to share its experiences with other companies that

request it.

However AgustaWestland is committed to be a worldwide leader in the rotary wing industry by

delivering best-in-class products and services to fulfil the demands of our customers, for this reason

AW cannot join FML because it is outside the focus of the company but it will continue to provide

support by providing and updating the items described above (videos, documentation, etc.).

Financial estimations

Assumption

The decision to industrialize the systems developed and tested during the project must be

approved by the top management, following the AW Project Investment Approval process.


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9

The first target is to deploy the system at the FAL in Vergiate (Italy) where the trial was

held; then plan its extension to other FAL in Italy and abroad.

AW THSS department was in charge the development of the trials during the course of the

FITMAN project with the support of AW ICT. According to company policy, AW ICT

should take charge the news developments.

The effort related to software development also includes the quota for Program

Management, Quality Control, and Configuration Control.

The effort is expressed in Man/Months.

The planning is measured in months from the time T0 (go-ahead to proceed date) which is

not available at the moment.

(A) Hardware costs

Line Equipment Quantity Hardware device Cost per device

Comments on (A)

At first stage, hardware investments are not expected because the existing infrastructure in the

FAL will be used (PC, network, production virtual server, etc.).

The same for the hardware necessary for development activities that is already available at AW

ICT department.

(B) License

Software Quantity Cost

Operating System N/A

Development Tools N/A

FITMAN GEs and SEs TBD

Total TBD

Comments on (B)

The software development environment is already available at AW ICT (OS, development tools,

Virtual Machine, etc).

The costs for GEs and SEs (no open source) are not yet available.


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(C) Pre-production phase

Activity Planning

T0 + Months

Effort

Man/Months

Analysis of new requirements (e.g.: add news data sources

for Digital Trial, Instructors business process, Security

aspects. Etc.).

T0 + 2 2

Setup development environment (e.g.: virtual server) T0 + 2 0,5

Software development T0 + 10 8

Dry run and bug fixing T0 + 11 1

Verification and Validation T0 + 12 1

Preparation of design documentation T0 + 12 1

Preparation of user documentation (installation manual, user

manual, help on line, etc.). T0 + 12 0,5

Total 14

Comments on (C)

The Pre-production phase includes all the activities necessary to switch from the system

developed during the trial to a deployable system available for use.

The target is to meet the trial expansion plan.

(D) Release to Manufacturing phase

Activity Planning Effort

Man/Months

Installation and setup T0 + 13 0,2

On-site security and compliance tests T0 + 13 0,8

Total 1

Comments on (D)

The Release to Manufacturing phase includes the installation of the web service on production

virtual server, the system setup (e.g.: account definition), on site test and release to use.

The on-site security and compliance tests must be replicate for each location (FAL) where the

system will be deployed.

(E) Post-Delivery phase


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Man/Months

Technical support. 1

Evolutive maintenance 3

Total 4

Comments on (E)

From the start-up of the system a fixed annual quota should be allocated to the Post-Delivery

phase for technical support and to found the development of new features to keep the system in

line with the new requirements of users.

(F) Training phase


Man/Months

Comments on (F)

An effort for the training of users is not expected because the trial has highlighted the simplicity

and usability of the system. Anyway a help on line is expected to support users in the first period.

With regard to the installation, it will be carried out by the developers for which it is not required

trained personnel.

Benefits

The adoption of FITMAN solutions at AW FAL would have two kinds of benefits:

Tangible benefits

Intangible benefits.

The tangible benefits refer to the digital trial and the relevant measured BPIs:

Reduction of average time to collect data from several corporate repositories: about 50% of

reduction for each Production Quality people, monthly.

Reduction of average data discrepancies among data collected after/before: about 30% of

reduction for each helicopter.

The intangible benefits refer to smart trial the relevant measured BPI:

Provide the stakeholder involved in FOD (Foreign Object Debris) prevention with a report

relevant tools usage to better define and tailor FOD training courses.

The benefit is to improve the awareness of technicians on FOD prevention to enhance safety

that one of the key points of the aircraft production.


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Whirlpool 3.1.2.


Whirlpool business model for IT solution implementation is relying to external IT partners, since all

activities of development, implementation and maintenance has been outsources since many years.

Whirlpool is currently planning with Engineering, IT partner during FITMAN and IT partner for

system maintenance at Whirlpool, the piloting of a pre-commercial FITMAN platform based on

Smart Platform.

The plan is to expand use cases that allow to stress test the system in order to

Better shape the functionalities offered according to more detailed business requirements

Implement a second step of maturity of the platform by incorporating a more sophisticated

security mechanism and with improved robustness

Evaluate in a medium term the performance of the platform (Cloud + PaaS)

Understand economical case so to have the foundation, in case, to transform the pilot

platform into a commercial offer

Whirlpool is going to consider an extended business process to allow a complete exploitation of the

functionalities offered through the FITMAN platform:

Basic alarming system: consist in converting input data flow coming from the shopfloor into

content rich alarm to interested user (e.g. a machine fault).

Second level alarming system: consist in converting multiple data come from the shopfloor

into alarms based on simple algorithm implemented in the cloud platform (e.g. sequence of

faults, virtual control chart etc.)

Big Data elaboration: consist in elaborating large amount of data (e.g. functional test time

series, 3D scan of objects) to provide a novel method of data interpretation and generation of

events

Currently two factories are under scrutiny: Naples factory in which the continuation of FITMAN

experimentation is facilitated, Wroclaw factory in Poland, in which we already selected potentiality

to improve Quality and Productivity.


Whirlpool is currently considering the acquisition of a 3D scan measurement system, beside

TRIMEK (Fitman partner) and FARO (company already known in WHR), a further set of supplier

is going onto scrutiny to understand each capacity in terms of scan time, resolution power, degree

of automation-ability, scalability, economical offering, post-sale servicing.

WHR has already individuated a potential use case that can benefit of that solution and it’s based on

the Indesit legacy plant of Melano. Of course the evaluation of benefits/cost of the technical

solution and application on the most promising from ROI point of view could be carried out when

the process of scouting will be finished.

Roadmap for exploitation:

Activities: Sep 15

Oct 15

Nov 15

Dec 15

Jan 16

Feb 16

Mar 16

Apr 16

May

16 Jun 16

Jul 16

Aug

16 Sep

16 Oct 16

Nov

16 Dec

16 Jan 17

Feb 17

Example

1. Engineering Pilot - preparation

2 Engineering Pilot execution


19/11/2015 Deliverable D9.4 – v 1.0

13

3 Pilot Evaluation

6.Supplier bid and Economical Analysis


Whirlpool participation in FITMANOvation lab is a decision suspended for 2015: Whirlpool

intends to exploit FITMAN outcomes with Engineering IT partner and an active participation in

FML would not provide short terms benefit at the experimentation planned.


- Initial investment:

Initial investment

(Examples)

Effort (PM) Cost (€)

Further asset

development

- -

Installation costs 2 14.000

Marketing & sales - -

Hardware costs 10.000

Total 24.000

- Estimated costs:

Annual costs 2016 € 2017 € 2018 € 2019 € 2020 €

Personnel 10.000 10.000 10.000 10.000 10.000

Infrastructure

costs

1.000 1.000 1.000 1.000 1.000

Operator

training costs

2.000 500 500 1.500 500

Maintenance 2.500 1.000 - 1.000 -

SaaS 20.000 20.000 20.000 20.000 20.000

Total 35.500 32.500 31.500 33.500 31.500

- Estimated savings:

Savings

forecasts

2016 € 2017 € 2018 € 2019 € 2020 €

Conversion cost 20.000 20.000 40.000 40.000 40.000

Quality cost 10.000 20.000 50.000 40.000 40.000

Total 30.000 40.000 90.000 80.000 80.000


19/11/2015 Deliverable D9.4 – v 1.0

14

- Return on investment (ROI):

Yea

r

Initial

invest

ment

(€)

Total

Costs

(€)

Total

revenue

s ( €)

Profit/lo

ss per

year (€)

ROI Accumulat

ed

Profit/loss

(€)

Accumul

ated costs

(€)

Accumulate

d revenues

(€)

201

6

24.000 35.500 30.000 -29.500 -29.500 59.500 30.000

201

7

32.500 40.000 7.500 31% -22.000 92.000 70.000

201

8

31.500 90.000 58.500 244% 36.500 123.500 160.000

201

9

33.500 80.000 54.500 227% 91.000 157.000 240.000

202

0

31.500 80.000 48.500 202% 139.500 188.500 320.000

The break-even point (BEP) is the point at which cost or expenses and revenue are equal: there is no

net loss or gain, and one has “broken even”.

According to revenues forecast we will obtain the break-even point in the third year, which is

attractive for investors.

Consulgal 3.1.3.


Currently, the trial platform allows (1) concrete class, concrete characteristics and concreting plan

to be specified and made available to the stakeholders, (2) to track samples collected and record test

results (3) test results to be compiled, analyzed and turned into valuable data to assess the

compliance of concrete with specifications and to assess that the structure’s expected performance

is as defined in the design.

We can extend the FITMAN solutions adoption to Consulgal services throughout the world through

Consulgal subsidiaries, and we can improve the Supervision Business Unit and Soils Control

Laboratory Business Unit as they can offer more competitive service resulting from time and cost

savings generated by FITMAN solution.


The trial expansion must add more flexibility to the current solution, in terms of functionality and in

terms of configurability of the system. The current application was designed for a specific situation,

construction of a dam, and was also tested in a smaller site, renovation of a building. However, the

platform must be able to work with any type of structure (bridges, buildings, stadia, etc.) and should

be adapted to different regulations depending on the country where the project will be take place.


We estimate two years to implement the FITMAN solution in our organization.

1.-Refine the existing solution and test it in different sites.

2. Equipment acquisition.

3. FITMAN solution installation.


19/11/2015 Deliverable D9.4 – v 1.0

15

4. Training of the company’s staff in using the application

5. Testing/Using the FITMAN solution in new projects

6. Collect feedback of the FITMAN solution in the new projects

7. Adapt/Update the application if necessary


Consulgal will contribute to the FITMANnovation Lab with its know-how of the construction

sector. During the FITMAN project, Consulgal implemented and tested the selected GEs and SEs

in three business scenarios related to concrete process control, with a significant impact in its

business process: Consulgal was able to reduce the paper load by over 40%, for example.

Consulgal, as part of the Digital Factory group of trials, can provide its expertise in the adoption of

the FITMAN solutions in the construction domain.


Questionnaire for the cost evaluation of the FITMAN system:

(G) Hardware costs

Line Equipment Quantity Hardware device Cost per device

N/A 10 Tablet with NFC € 500

N/A 20 RFID readers unknown

Comments on (A)

The only equipment we estimate to be required are mobile devices with NFC reader. The

quantity depends on the size of the project and on the quantity of projects that are in

execution at the same time. Many mobile phones made available at Consulgal already have

this functionality and future acquisitions, under the scope of the normal company policy,

will have this functionality built in. Eventually, there may be the need to buy Tablets with

this functionality. It is not possible to calculate an accurate quantity of these devices

required in the future. Considering today’s snapshot, we estimate 10 new Tablets with

NFC would be required, working together or in parallel with the mobile phones.

(H) Operator training costs

How many operators will be trained

for the FITMAN system at Consulgal?

What would be a reasonable amount for

the average wage of an operator at Consulgal?

What would be a reasonable amount for the

average wage of a training instructor?

ca.100 + ca. 20 people/year

We cannot disclose this

information

€ 600/7 h session (20 people per

session)


19/11/2015 Deliverable D9.4 – v 1.0

16

Comments on (B)

The number of trainees shown refers to Consulgal’s staff working in construction

supervision, plus a number of people related to staff turnaround. In any case, this is just

an estimate.

A User manual and other technical documentation should be provided in order to give

assistance to people using FITMAN system and this should be prepared by the IT partner.

We expect the training is assured by the IT partner.

(I) Installation costs

What would be a reasonable amount of time for the

installation of the hardware

devices?

What would be a reasonable amount of time for the installation of the infrastructure for the

hardware?

What would be a reasonable amount of time for the

installation of the software infrastructure for the FITMAN

System?

Is an extra production stop necessary to install the hardware devices? Yes

No X

If yes, how much time would the production

stop take?

Is there any other installation effort within the FITMAN system that has to be considered?

Yes

No X

If yes, please specify the effort

Comments on (C)

Information about the effort in terms of installation time will be provided by the IT

Partner.

(J) Running costs

What would be a reasonable amount for the annual

server operating costs?

What would be a reasonable amount for the annual maintenance costs of the FITMAN System?

No specific hardware devices are

to be installed

Not applicable

Less than 2 hours

€ 2000

0


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What would be a reasonable amount for the annual software licence fee for the FITMAN system? Is

there eventually a competitive market price (target price) for comparable software systems?

Comments on (D)

We estimate significant costs related to acquiring and making available hardware to

implement the solution. This will have a relevant negative impact on the savings that may

be attained from using the solution, which could be further offset if a software license fee

was considered.

On the other hand, as partners in the development of the solution, we would not consider it

reasonable for us to pay a software license fee for the FITMAN system.

If the case arises that a license is required, then we will consider this as an input for a cost-

benefit comparison with other solutions that may be available in the market.

Benefits

What are the estimated potential benefits

(costs reduction) you are going to obtain in

quantitative terms?

Working hours saving (hours,€)

Paper use saving (€)

Time to market reduction (days,€)

H&S risks prevention…. (Nº of events, €,…)

Efficiency in manufacturing processes

(hours, €)

Etc.

To reduce the time to access information relating to

concrete characteristics and concreting plan.

(Decrease by 98% )

Reduction in the use of paper (Reduce by 40% ),

To reduce the time to perform, record and analyze

the test results. (Reduce by 30%)

To reduce the time needed to analyze the test results.

(Reduce by 98%)

To reduce the time for exchange of information

between stakeholders (Reduce by 98%)

To reduce the cost needed to perform and record the

test result (Reduce by 30%)

To reduce the cost to analyze the test results. (Reduce

by 65%)

Volkswagen 3.1.4.


The exploitation plan of VW does not include sales and distribution of products, but the

improvement of internal processes during the product planning process. Due to this no new business

0


19/11/2015 Deliverable D9.4 – v 1.0

18

opportunities are planned. Nonetheless the gathered experiences in FI technologies are very

important and are checked to enhance/improve other processes.


Due to restrictive guidelines and the effort to implement new ICT technologies, there is no trial

expansion planned in the frame of FITMAN.


Activities: 22 23 24 25 26 27 28 29 30

2016

Jan-15

Feb-15

Mar-15

Apr-15

May -15

Jun-15

Jul-15

Aug-15

Sep-15

Oct-15

Nov-

15

Dec-15

Jan-16

Feb-16

Mar-

16

Apr-16

May-

16

1. FITMAN testing & analysing

2. Aggregating Lessons learned in FI technologies

3. Planning exploitation of Lessons learned

4. Implementation of new system based on lessons learned or existing FITMAN solution parts

5. Potential testing of the system and its components in other brands inside the Volkswagen Company


The participation Volkswagen in FML is discussed on high level, but there is no final decision at the

moment.

AIDIMA 3.1.5.


FITMAN will provide a more streamed and automated mode to collect the information on home

products and users trends needed to later prepare and serve it to AIDIMA’s associate companies in

order to anticipate market changes and create added-value strategies. Moreover, FITMAN will

improve AIDIMA’s skills for assisting furniture companies when designing new products, including

customers’ opinions and sentiment during the product development processes. Lastly, AIDIMA will

provide a collaborative platform where all designers and key decision making people can participate

applying all information gathered previously, when designing new concepts and ideas that are to

become new and attractive demanded products. Designers will have tools to real-time access,

process and visualization of customers’ opinions, that can be taken into account in the design of

innovative, more customized and trending products that customers demand, in a more accurate way

and with possible increased participation of end-users. Along the above lines, end-users are more

involved in the production process since the company has a broader and clearer view of what final

customers are discussing.

AIDIMA will improve its ability to offer customized products through the actual adoption of the

FITMAN solution, and possibly resulting in an increase in sales and consequently, to an

employment growth to satisfy the demand.


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Through the adoption of the FITMAN solution, better collaboration and enhanced productivity is

expected between AIDIMA and its partners (such as designers and manufacturers) through the

employment of advanced collaboration tools, better processing of unstructured data and

improvement of the information flow and the channelling of obtained knowledge to its partners.

Closer relationships with other technological institutes that are also part of that process through the

sharing of ideas, trends, and the methods to achieve those are also envisioned.


More business. The trial expansion could introduce the possibility of customizing the digital factory

solution at company level, attending to different market needs. FML catalogue can be the tool from

which solutions can be customized and developed for furniture manufacturing companies. FML will

enable offering integrated software solutions to companies such as:

1. FITMAN trial demos for companies

2. Identification of market needs at company level

3. Customized solutions design according to identified needs

4. Development of tools and implementation

5. Training and feedback with the company

6. Maintenance and support

7. Queries on demand

8. Assessment of weak signals


1. FITMAN trial demos

for companies.

Workshop with companies for showing FITMAN trial solutions

achieved in months 1-24, specifically addressed to product trends

search, customers’ opinion mining and collaborative design.

2. Identification of market

needs at company level.

Survey for companies in order to identify needs and potential areas

of development for FITMAN customized solutions.

3. Customized solutions

design according to

identified needs.

Briefing elaboration of customized FITMAN solution at company

level, indicating market needs, expected results and planning.

4. Development of tools

and implementation.

Adaptation of FITMAN tools for fulfilling company’s objectives

and needs.

5. Training and Feedback

with company.

In-company workshop for training new users within the company

and assessing results of FITMAN customized solutions.

6. Maintenance and

support.

Creating a protocol at company level to ensure further use of

FITMAN customized solutions.

7. Queries on demand. Launching short-term calls to companies for conducting specific

trends tests with FITMAN tool (i.e. keywords search as demanded

by a company within two weeks time).

8. Assessment of weak

signals.

Open collaborative rating of weak signals identified with product

trends search FITMAN tool.

9. Collaborative platform

to elaborate product

brief

Use of the collaborative platform by the product responsible team

when they are abroad to elaborate the design brief for new products

10. Collaboration among Use of the collaborative platform so designers in different countries


19/11/2015 Deliverable D9.4 – v 1.0

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designers can collaborate in a common projects

11. Evaluation of new

products

Evaluation of the proposal of a new design for the companies with

employees located abroad


AIDIMA would relate with FML specially contributing its know-how of the project. AIDIMA, as

the owner of the furniture trial in the FITMAN project within the digital factories, and having

served as a living lab for implementing and testing the three uses cases, will act as a subject matter

expert in the adoption, use, customization, implementation, and maintenance of the GEs and SEs

that are part of its area of responsibility. In addition, AIDIMA will provide an important integration

of market knowledge in industrial strategy.

FITMAN tools are going to be used in the last months of 2015 for conducting research on weak

signals related to home furnishing. Moreover, the tool possibilities will be tested with new types of

sources, not only for product, but also related to consumption habits and lifestyles, as well as to

retail innovation issues (e-commerce trends, multichannel strategies, etc.).


The finantial estimates of Aidima is based on Use Case 1 of the trial: Trends Analysis Tool.

In this estimation, it is no needed an initial investment.

- Estimated costs:

Annual costs 2016 € 2017 € 2018 € 2019 € 2020 €

Personnel

Infrastructure

costs

Office, server

Operator

training costs

?

Maintenance FITMAN?

Internet domains 100 100 100 100 100

TOTAL

COSTS

- Estimated revenues:

Revenues

forecasts

2016 € 2017 € 2018 € 2019 € 2020 €

Consultancy 1.500 1.800 2.000 2.200 2.500

Sales 500 700 800 900 1.000

Training &

education

programs…

200 400 500 600 600

TOTAL 2.200 2.900 3.300 3.700 4.100


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21

REVENUES

COMPLUS 3.1.6.


Based on the experience of the LED Lighting Trial, COM+ will further develop the technical and

competence capabilities for providing network management services. This includes mainly the

initiation and the implementation of LED Lighting Systems.


Due to the limited resources of COM+, future expansion of this trial is not considered.

APR 3.1.7.

As a manufacturing company specialised in the industrialisation and the production of plastic parts,

APR integrated the FITMAN project in order to enhance its IT capabilities as support for the

collaborative business processes. APR expects to be identified, not only by its engineering

capabilities, but also by the quality of the service proposed to support its business activities.

The new collaborative system provides support for APR customers’ projects and suppliers

consultations. The new business opportunities expected from this trial can be resumed in the

following two points:

Promoting the new collaborative system and its advanced technologies as facilitator for new

prospected customers. APR starts already the communication about the new systems in

order to valorise the new added values provided to customers participating the first

exploitation round.

Extend the scope for provided services to existing customers: APR can participate or

animation collaborative design meetings with customers in order to guide the engineering of

new customer products. One of APR customers how is participating of the first deployment

round asks to adapt the project submission business process in order to share quickly product

design documents.

The current release of the collaborative system proposes communication channels via web

interfaces for project loading and monitoring. APR plans to expand the platform capabilities by

integrating new EDI capabilities in order to load automatically customer project data. In addition,

APR proposes mature 3D printing experience. As new services, APR plans to propose 3D printing

service for prototyping. The novelty is the service can be selected by the customer, or automatically

proposed according to the complexity of the project. For APR suppliers, the exploitation of the

consultations history (data mining enabler) allows to identify the best suppliers among existing ones

or the new to consider for future procurement.

In order to upgrade all the existing collaboration processes to the level of the new system, APR

proposes an exploitation roadmap. At the short term, APR collect current users feedbacks in order

to tune the deployed business processes. For example, new regulatory rules are formalised at the

customer profiles in order to reduce verification and treatment effort later (address direct actors for

validation, profile information package structure and presentation for project acceptance and quotes

replies, etc.). For the middle-long term, APR aims to integrate more customers and suppliers as

users of the collaboration system. APR massively communicate to its partners about the potential of

the new platform in terms information quality, traceability and reliability. Several partners are

positively open to use the new system and accept to follow the formalism of the new workflow.

APR prefers to smooth this transition where current partners are still completing project documents

using emails.


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As partner of the Interop Vlab and the FITMAN project, APR expect integrating the FML

consortium in order to bring the IT issues of a SME in the manufacturing industry as well as to

provide an environment for testing, verifying and validating new IT-based concepts. The experience

of the APR trial already allowed upgrading the win-win scenario for APR workers when

participating in European consortium and projects. As a European SME with international

customers and suppliers, APR expect to bring to FML more transversal value chain business

scenarios.

TRW 3.1.8.


As global leader in automotive safety, TRW produces advanced active systems in braking (pioneer

in electronic braking); steering and suspension (designer, integrator and producer of all major

steering technologies and suspension systems); and sophisticated occupant safety systems (e.g.

airbags, seat belts and steering wheels). However, aspects related to health and safety of the workers

are very important in the policies of the TRW Group. As TRW is an automotive supplier, the

FITMAN solutions will not be directly commercialised. The solutions will have huge impact on the

production costs, efficiency and competitiveness of the company, but not in the commercial area.

Nowadays the prevention strategy is based on periodic inspections and “planned observation” by

prevention technicians. FITMAN will provide the opportunities for risk modelling (mainly

ergonomics), real-data collection, risk detection and event management. However, FITMAN

systems will not directly affect to the products and services offered by TRW; but it will allow

providing a wide portfolio of advance products maintaining the competitiveness, and it will impact

on the reduction of costs, and increase of production and efficiency.

As a result, there will be improvements in both occupational safety and production line

performance. In the former, workers’ safety and security will be improved, since the real-time

monitoring and risk detection will reduce the accidents and hazard situations for workers. In the

latter, direct costs will decrease due to the reduction of wastes (in raw materials and in the

manufacturing times) regarding the reduction of accidents and incidents, and indirect costs will

reduce due to decrease of sick leaves among the blue-collar workers. As a result, TRW will obtain a

new business model based on the enhancement of the competiveness, increase of the efficiency and

productivity, and improvement of the company image.


Currently the FITMAN solution is deployed in a concrete production line of the factory of

Pamplona. The expanded scenario will be oriented to the implementation of the solution into

different productions lines in the shop-floor, in order to demonstrate that the FITMAN technology is

suitable for different lines without a huge customisation. The TRW factory of Pamplona has the

potentiality to do the expansion. Furthermore, this factory is the reference plant in Health & Safety

across TRW Group during the last 4 years, being awarded for the work they have performed in this

area.

Additionally, not only the deployment in other lines in the factory of Pamplona, but also the

expansion to different plants of the TRW Group in Europe is being considered. This expansion will

allow us demonstrating that the FITMAN technology is suitable for different lines/plants without a

huge customisation. Therefore, the system can be moved in the factory from one line to another, or

among different locations, with minimum efforts and no costs.

The results obtained from the expansion will confirm that the FITMAN system can be deployed in

any of the production lines inside the factory of Pamplona, but also in any of the factories of TRW

around the world. The results that we are obtaining in the project have been presented not only in

the National meeting but also at European level, in the EMEA Assembly where managers of all the


19/11/2015 Deliverable D9.4 – v 1.0

23

European factories meet in order to share their achievements that can be useful for other plants.

Furthermore, TRW Automotive has been acquired by ZF Friedrichshafen, becoming the world’s

second largest automotive supplier. Therefore, the results of the expansion will have huge impact in

the automotive sector.

The objective of the trial expansion is to provide reliable solutions for getting safer and more secure

workforce and highly reliable quality control. The main scope is to deploy the FITMAN system into

one or two more production lines in the factory of Pamplona, in order to prove the system into

different location and ensure the efficiency and sustainability of the solution. Additionally, the

implementation of the solution into other European factories of TRW would be desirable. For that

purpose, the expansion will last about 6-7 months. During the duration of the project, the pilot in the

factory of Pamplona has been finished, getting a robust and complete solution. In the next 6-12

months after the project (until M42), the expansion will be implemented in the production lines and

factories selected.


In the first 6 months of the project, the definition of the trial was performed; i.e. the business

scenarios, business processes and requirements that should accomplished by the trial at the end of

the project.

Afterwards, the FITMAN system composed by the GEs and SEs selected was deployed in the

factory of Pamplona, getting some first results, data and feedback about the system. Based on this,

the system was adapted in order to improve the results.

Furthermore, the new SEs coming from the Open Calls provide the chance to enhance the

functionalities of the FITMAN solution, and in M27 we will obtain a complete Ergopal system

integrating not only current components but also the new ones.

Unitl M30, the pilot in the factory of Pamplona will be finished in order to provide a robust and

complete solution. Additionally, the final planning of the expansion will be discussed with TRW in

order to define the solutions that will be implemented, when, where, etc.

In the next 6-12 months after the project (until M42), the expansion already planned will be

implemented in the production lines and factories selected. Currently the FITMAN solution is

deployed in a concrete production line of the factory of Pamplona. The expanded scenario will be

oriented to the implementation of the solution into different productions lines in the shop-floor, in

order to demonstrate that the FITMAN technology is suitable for different lines without a huge

customisation. Additionally, not only the deployment in other lines in the factory of Pamplona, but

also the expansion to different plants of the TRW Group in Europe will be considered.


TRW is fully committed to the participation and exploitation of the FML for the digitalization of

some of their production processes, mainly the ones related to the quality control. Furthermore,

1 … 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 … … 42

A … S O N D J F M A M J J A S O N D J F M A M J J A S O N D J … … D

Definition & Requirements

Instantiation of the FITMAN System

Adaptation

Introduction of New SEs

Final Adaptation

Measuring KPIs & TIs

Leassons learned

Trial Expansion

Activities

2015 201620142013


19/11/2015 Deliverable D9.4 – v 1.0

24

TRW has already had a first contact with one of the main manufacturers of metrological systems

and solutions in order to perform these activities.

PIACENZA 3.1.9.

D9.4 is divided into 3 parts:

Part I : final evidences on 1 year horizon data collected from Fitman pilot testbed

Part II: Piacenza exploitation strategy

Part III: Trial expansion

Part I

Required Information

Business Scenarios List of business Scenarios composing the Trial (if possible specify also

envisaged business processes for each scenario)

SW components List of sw components (GE,SE, TSC) for each Business Scenario

Business Indicators Complete list of finalized BI (Check with IVLAB) per Business

Scenario. For each indicator please describe using the template below

(*).

Contacts List of names and e-mail address of :

A. TRIAL OWNER

B. People involved in the COMMUNITY based assessment (**).

TRIAL OWNER E-MAIL ADDRESS

Piacenza [email protected]

COMMUNITY BASED PANEL E-MAIL ADDRESS

1. Alessandro Canepa (Project Leader) [email protected]

2. James Pella (production manager) [email protected]

3. Stefano Mazzone (department manager) [email protected]

4. Francesca Novello (CFO) [email protected]

5. Massimo Bertone (IT) [email protected]

Textile Trial

BS1: production capacity seller

BP1: configure TA in the cloud

BP2: handle orders from purchaser

BS2: production capacity

purchaser

BP1: search for resources

BP2: set-up and order

mailto:[email protected]







19/11/2015 Deliverable D9.4 – v 1.0

25

6. Leonardo Boggio Casero (IT) [email protected]

7. Marco Masetti (Softeco) [email protected]

8. Angelo Naselli (Softeco) [email protected]

Business

Scenario:

BS 1 – Production Capacity Seller (Smart)

BS 2 – Production Capacity Purchaser

(Virtual)

SW

components

GE - IoT.Gateway.DataHandling

GE - IoT.Backend.IoTBroker

GE - IoT.Backend.ConfMan

GE - Apps.Marketplace

GE - Apps.Repository

SE - Shopfloor Data Collection

SE - Secure Event Management

TSC - Event Management

TIC - DB Trigger

GE - Apps.Mediator

SE - Supply Chain & Business Ecosystem

Apps

TSC - Order Management

GE - Apps.Mediator

SE - Supply Chain & Business Ecosystem

Apps

TSC - Order Management

Business

Indicators

Machine fixed costs

Energy spent per meter

Number of production records

Percentage of forecast error

Average production LT

Energy spent per meter

Business Indicators of textile business case

VF BIs are related to the deployment of VF textile business case, which is still partially ongoing.

Virtual platform for production capacity sharing is still under refinement but it has been decided to

test it for weaving, where a consolidated business partnership with the waving supplier “Diffusione

Tessile” is already running. Since weaving is the core phase of textile production process this test

will result very significant, supporting a near to commercial version release of Fitman platform at

the end of the project.

MACHINE FIXED COSTS PER PRODUCED UNIT (MFC)

Fitman implementation has started showing significant results since the last trimester of 2014 to

may 2015. In this period the fabrics with RF-IDs attached has started and ended their production

cycle, which can last even up to 3 months. Data collection has been focuses on the 2 production

phases where all fabrics have to pass through: drying (ramatura) and weaving (tessitura). To them it

has been added vegetal raising (Garza vegetale) to demonstrate practical implementation also in

finishing. In this case not all the pieces are finished by this process, therefore its implementation

depends on the mix of fabrics to be produced, and shows the potential capacity which can be sold to





19/11/2015 Deliverable D9.4 – v 1.0

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third parties but are not related to the increase of optimisation but improved management, which is

valid of drying and weaving.

The above mentioned evaluations can be extended also to the other BIs of virtual textile business

case

*Business Indicators template: Indicator Name MACHINE FIXED COSTS PER PRODUCED UNIT (MFC)

Purpose: To reduce the fixed costs per machinery - Production Capacity Seller Scenario

Format : %

Information needed

(Source of data)

Worked hours per machine/department (source MES, ERP and RFID for TO-BE)

Calculation Processing

(Formula)

= (wh)/wh_max

Required evolution

(Target)

-30% under exploitation in off-peak periods

The owner

(Who measures)

Production manager

Period monthly

Actions to react

depending on the value

of the PI

In case of under-exploitation publication of over capacity on the wire-cloud

Description mode The targetis is to reduce underxploitaion of 30%, with the final as is:

• Weaving: from -18% to +10%

• Dyeing: from -20% to +15%

• Humid Finishing: from -9% to 14%

• Raising: from -16% to +13%

• Dry finishing: from -18% to +6%

The results collected by on machine fixed cost per produced unit have shown the following

evidences:

*December 2014 and January 2015 figures have been normalized taking into consideration the reduced working period due to

Christmas Holidays (only 15 working days instead of the usual 20-23). August2015 has not been considered because of Summer

break


REPARTO N. MACHINE wh wh_max % % expl wh wh_max % % expl wh wh_max % % expl

GARZA VEGETALE 1 41 285 14,4 -85,6 70 285 24,6 -75,4 17 186 9 -90,9

RAMARE 1 357 285 125,3 25,3 265 285 93,0 -7,0 186 186 100 0,1

TESSITURA 30 12.296 13.680 89,9 -10,1 13.882 13.680 101,5 1,5 10.353 8.922 116 16,0

OCTOBER NOVEMBER DECEMBER


DEPARTMENT N. MACHINES wh wh_max % % expl wh wh_max % % expl wh wh_max % % expl

GARZA VEGETALE 1 26 199,5 13,0 -87,0 19 285 6,7 -93,3 39 285 13,7 -86,3

RAMARE 1 233 199,5 116,8 16,8 308 285 108,1 8,1 454 285 159,3 59,3

TESSITURA 30 10263 9576 107,2 7,2 19591 13680 143,2 43,2 16131 13680 117,9 17,9

JANUARY FEBRUARY MARCH

DEPARTMENT N. MACHINES wh wh_max % % expl wh wh_max % % expl wh wh_max % % expl

GARZA VEGETALE 1 43 285 15,1 -84,9 57 285 20,0 -80,0 72 285 25,3 -74,7

RAMARE 1 383 285 134,4 34,4 450 285 157,9 57,9 423 285 148,4 48,4

TESSITURA 30 12989 13680 94,9 -5,1 14386 13680 105,2 5,2 10.837 13.680 79,2 -20,8

JUNEAPRIL MAY


Average

DEPARTMENT N. MACHINES wh wh_max % % expl wh wh_max % % expl wh wh_max % % expl % expl

GARZA VEGETALE 1 20 285 7,0 -93,0 19 285 6,7 -93,3 -85,9

RAMARE 1 291 285 102,1 2,1 267 285 93,7 -6,3 21,7

TESSITURA 30 11.037 13.680 80,7 -19,3 14.468 13.680 105,8 5,8 3,8

JULY AUGUST SEPTEMBER


19/11/2015 Deliverable D9.4 – v 1.0

27

Weaving shows an increase of exploitation of production capacity, which passes from an under

saturation of -10% in October 2014 to an over saturation of 5.2% in May 2015, with a positive peak

of 43.2% in February 2015. The negative peak of -5.1% in April 2015 is due to machinery

substitution. The average over exploitation has resulted 3.5% in a 12 month period, with a more

than full total exploitation on one year horizon.

In over exploitation months it has been necessary to use the “flexibility” contract of textiles, on the

basis of which employees have accepted to prolong their working time when required, and to

shorten it proportionally when it is not requested. The result is already promising.

Piacenza has acquired external production weaving capacity, due to the high peak of demand, which

has been reflected in the lead time reduction KPI.

On the side of rama drying machine, even if supported by better scheduling and exploitation it has

emerged an over exploitation of 21.7% in 12 months, with dramatic peaks of +59.3% and +57.9%

respectively in March and May 2015. On the basis of these results it is under evaluation the

purchase of an additional machine, since it is not possible to continuously overcome the usual

working hours in the long run and to create a bottleneck to the whole production, related to the fact

that all fabric must be worked by Rama dryer.

ENERGY SPENT PER METER PRODUCED (EPM)

*Business Indicators template: Indicator Name ENERGY SPENT PER METER PRODUCED (EPM)

Purpose: To reduce the quantity of energy for supporting systems for production - Production

Capacity Seller Scenario and Production Capacity Purchaser Scenario

Format : %

Information needed

(Source of data)

Number of kw/h per department/machine


(Formula)

= ((h_stop)*(Kw/h))/(wh_max*(Kw/h))

Required evolution

(Target)

Reduction to 16% of total energy spent for supporting systems

The owner

(Who measures)

Maintenance and Energy Production Systems

Period monthly

Actions to react


of the PI

In case of under-exploitation publication of over capacity on the wire-cloud

Description mode 16% of total energy spent for supporting systems

The hours of stop (wh stop) collected by Fitman implementation reveal different percentages of

exploitation of fixed energy consumption as regards the 3 analysed production departments. The

percentage of wh stop is related with the total standard working hours:


REPARTO N. MACHINE wh_Stop wh_max % wh_Stop wh_max % wh_Stop wh_max %

GARZA VEGETALE 1 244 285 85,6 215 285 75,4 169 186 90,9

RAMARE 1 0 285 0,0 20 285 7,0 0 186 0,0

TESSITURA 30 1384 13680 10,1 0 13680 0,0 0 8.922 0,0



19/11/2015 Deliverable D9.4 – v 1.0

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As already of BI MFC vegetal raising (garza vegetale) shows an high percentage of under

exploitation during the whole 12 month period, because the fabrics produced have been, for the

major part, object of metallic raising. This department has been deeply under saturated, providing

very good margins of production capacity sale to third parties (also due to its peculiarity) when

virtual marketplace for capacity exchange will be fully active.

In the case of drying no stop hours for the whole period have been observed and on 1 year horizon

it has reached average full exploitation

Weaving has shown a progress from 10% of under saturation to its complete working hour

exploitation with no working stops, with the exception of April, due to machine substitution.

Business Indicators of textile business case – SF

NUMBER OF PRODUCTION RECORDS (PROD.REC.)

*Business Indicators template: Indicator Name NUMBER OF PRODUCTION RECORDS (PROD.REC.)

Purpose: To improve the monitoring of the production capacity - Production Capacity Seller

Scenario

Format : Absolute value

Information needed

(Source of data)

entry, exit and production time per each machine and per each piece of fabric serial

number


(Formula)

Required evolution

(Target)

specific data per each machine and per each piece of fabric serial number of entry, exit and production time

The owner

(Who measures)

Department manager

Period hourly

Actions to react


of the PI

In case of lack information flow, check tag survival rate in fulling (wet finishing)

Description mode specific data per each machine and per each piece of fabric serial number of entry, exit and production time

This BI is related to sensors and RF-ID deployment in Piacenza production, which has reached its

full implementation. Per each machine object of test (weaving, drying, raising) the number of


DEPARMENT N. MACHINES wh_Stop wh_max % wh_Stop wh_max % wh_Stop wh_max %

GARZA VEGETALE 1 259 285 90,9 266 285 93,3 246 285 86,3

RAMARE 1 0 199,5 0,0 0 285 0,0 0 285 0,0

TESSITURA 30 0 9576 0,0 0 13680 0,0 0 13680 0,0



DEPARMENT N. MACHINES wh_Stop wh_max % wh_Stop wh_max % wh_Stop wh_max %

GARZA VEGETALE 1 242 285 84,9 228 285 80,0 213 285 74,7

RAMARE 1 0 285 0,0 0 285 0,0 0 285 0,0

TESSITURA 30 691 13680 5,1 0 13680 0,0 2843 13680 20,8

JUNEAPRIL MAY


Average

DEPARMENT N. MACHINES wh_Stop wh_max % wh_Stop wh_max % wh_Stop wh_max % % expl

GARZA VEGETALE 1 265 285 93,0 266 285 93,3 86,2

RAMARE 1 0 285 0,0 18 285 6,3 1,2

TESSITURA 30 2643 13680 19,3 0 13680 0,0 5,0



19/11/2015 Deliverable D9.4 – v 1.0

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parameters collected by Fitman implementation have been 100% of the expected ones, proving the

stability of the platform and the reliability of the data.

RF-ID technology has been implemented in the testing machine of drying and raising. The

percentage of Tag survival has reached 100%. Different Tag technologies have been tested in

relation with the full extension of the RF-ID technology application to fulling, where mechanical

stress reduces the percentage of survival of Tags. Actually Tags are attached to the “carta pezza”

(the document which accompanies the piece), and physically applied to the fabric after this phase.

PERCENTAGE OF FORECAST ERROR (FOR.ERR.)

*Business Indicators template: Indicator Name PERCENTAGE OF FORECAST ERROR (FOR.ERR.)

Purpose: To improve the monitoring of the production capacity - Production Capacity Seller

Scenario

Format : %

Information needed

(Source of data)

Expected and effective delivery date per order. (ERP system)


(Formula)

= (∆(Expected date-effective date)) / Lead-Time

Required evolution

(Target)

Near zero

The owner

(Who measures)

Production manager

Period monthly

Actions to react


of the PI

In case of delays above the average of the expected value investigate if due to scheduling

production problems or inaccurate data.

Description mode Near zero reduction of delivery delays due to the inaccurate data management.

17

Top RFIDBalluffITT Istituto Italiano di TecnologiaTex Trace Textile RFID SolutionRFID360Softwork RFID global2T Infoservice


19/11/2015 Deliverable D9.4 – v 1.0

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The percentage of forecast error is measured on the basis of the difference between standard

expected working time and the effective one. Since fabrics production cycles can be substantially

different in relation with different qualities and expected use, they have been grouped into 6 main

categories:

Double sided fabrics: those ones which are finished on both sides, used for jackets and coats

without interlinings. These products are the most challenging, since consumers can

appreciate their quality even on the external side and on the internal one. They can reach

150/200 Euros per meter.

Yarn Dyed: these fabrics, also called “fantasy”, are characterised by the design based on the

different colours of warp and weft

Scarves: items designed to produce clothing accessories. In relation with their dimension

they can be transformed into scarves, shawls or blankets

Solid colors: produced by yarns dyed in the same color

Piece dyed: colour is obtained by dyeing the piece of fabric

Various: other remaining categories, of very customised production (jacquard, jersey,

printed, etc...)


REPARTO wm_real wm_teo % wm_real wm_teo % wm_real wm_teo %

VEGETAL RAISING

DOUBLE SIDED FABRICS 45,8 26,7 71,54 51,7 26,7 93,63 54,2 26,7 103,00

YARN DYED 50,0 26,7 87,27

SCARVES 23,3 26,7 -12,73 21,7 26,7 -18,73 20,8 26,7 -22,10

SOLID COLORS 25,0 26,7 -6,37 25,8 26,7 -3,37 25,0 26,7 -6,37

PIECE DYED 25,8 26,7 -3,37 25,0 26,7 -6,37 25,0 26,7 -6,37

VARIOUS 30,0 26,7 12,36 28,3 26,7 5,99 29,2 26,7 9,36

DRYING

DOUBLE SIDED FABRICS 15,8 12,5 -26,40 15,0 12,5 -20,00 15,0 12,5 20,00

YARN DYED 12,5 12,5 0,00 12,1 12,5 3,20 10,0 12,5 -20,00

SCARVES 8,3 12,5 33,60 9,2 12,5 26,40 9,2 12,5 -26,40

SOLID COLORS 11,7 12,5 6,40 11,7 12,5 6,40 10,8 12,5 -13,60

PIECE DYED 11,7 12,5 6,40 11,3 12,5 9,60 10,8 12,5 -13,60

VARIOUS 25,8 12,5 -106,40 24,2 12,5 -93,60 22,5 12,5 80,00

WEAVING

DOUBLE SIDED FABRICS 808,3 875 7,62 820 875 6,29 822,1 875 -6,05

YARN DYED 725 875 17,14 741,7 875 15,23 705,6 875 -19,36

SCARVES 1483,3 875 -69,52 1458,3 875 -66,66 823,2 875 -5,92

SOLID COLORS 1008,3 875 -15,23 1066,7 875 -21,91 1016,2 875 16,14

PIECE DYED 766,7 875 12,38 766,7 875 12,38 265,5 875 -69,66

VARIOUS 1458,3 875 -66,66 1450 875 -65,71 1433,3 875 63,81



DEPARMENT wm_real wm_teo % wm_real wm_teo % wm_real wm_teo %

GARZA VEGETALE

DOUBLE SIDED FABRICS 52,9 26,7 -98,1 48,5 26,7 -81,6

YARN DYED

SCARVES 16,1 26,7 39,7 24,1 26,7 9,7

PIECE DYED 25,4 26,7 4,9 28,2 26,7 -5,6 29,7 26,7 -11,2

SOLID COLORS 26,8 26,7 -0,4 22,8 26,7 14,6 24,8 26,7 7,1

VARIOUS 28,3 26,7 -6,0 32,3 26,7 -21,0 30,6 26,7 -14,6

RAMARE

DOUBLE SIDED FABRICS 14,1 12,5 -12,8 12,2 12,5 2,4 13,3 12,5 -6,4

YARN DYED 13,1 12,5 -4,8 13,2 12,5 -5,6 12,9 12,5 -3,2

SCARVES 16,4 12,5 -31,2 9,0 12,5 28,0 9,6 12,5 23,2

PIECE DYED 11,3 12,5 9,6 11,4 12,5 8,8 10,3 12,5 17,6

SOLID COLORS 10,4 12,5 16,8 9,9 12,5 20,8 9,8 12,5 21,6

VARIOUS 20,0 12,5 -60,0 18,8 12,5 -50,4 20,1 12,5 -60,8

TESSITURA

DOUBLE SIDED FABRICS 1108,3 875 -26,7 991,7 875 -13,3 925,0 875 -5,7

YARN DYED 758,3 875 13,3 591,7 875 32,4 916,7 875 -4,8

SCARVES 1433,3 875 -63,8 1133,3 875 -29,5 833,3 875 4,8

PIECE DYED 708,3 875 19,1 308,3 875 64,8 508,3 875 41,9

SOLID COLORS 866,6 875 1,0 508,3 875 41,9 400,0 875 54,3

VARIOUS 1500,0 875 -71,4 1483,3 875 -69,5 1500,0 875 -71,4

MARCHJANUARY FEBRUARY


19/11/2015 Deliverable D9.4 – v 1.0

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Vegetal raising: data collected by Fitman have shown a progressive and promising shortening of

effective production timings in relation with the standard ones. The deviation is reduced within a

promising -4.9% on 12 moths average in case scarves. The production has been discontinuous, due

to very peculiar finishing by vegetal raising. The error in the input by Piacenza legacy system

observed in last trimester of 2014, which does not take into consideration the finishing of both sides

of the piece, has been fixed.

Drying: the over exploitation of Rama dryer clearly is clearly shown in the average rate of effective

production time which, after the good results in Nov and Dec 2014, is not respecting the expected

timing, with peaks from April to June due to the excess of demand in relation with the potential

production of the machine. Since the present critical situation and that it is not possible to delegate

to third parties this bottleneck phase of the process, which is essentially a drying process which


DEPARMENT wm_real wm_teo % wm_real wm_teo % wm_real wm_teo %

GARZA VEGETALE

DOUBLE SIDED FABRICS 50,8 26,7 90,26

YARN DYED 28,1 26,7 -5,2

SCARVES 22,7 26,7 15,0 24,8 26,7 7,1 24,3 26,7 -8,99

PIECE DYED 30,6 26,7 -14,6 27,0 26,7 -1,1 26,1 26,7 -2,25

SOLID COLORS 24,7 26,7 7,5 22,3 26,7 16,5 27,0 26,7 1,12

VARIOUS 23,8 26,7 10,9 28,3 26,7 -6,0 27,3 26,7 2,25

RAMARE

DOUBLE SIDED FABRICS 13,9 12,5 -11,2 13,7 12,5 -9,6 15,2 12,5 21,60

YARN DYED 11,8 12,5 5,6 12,8 12,5 -2,4 12,4 12,5 -0,80

SCARVES 14,0 12,5 -12,0 11,9 12,5 4,8 11,2 12,5 -10,40

PIECE DYED 11,1 12,5 11,2 11,1 12,5 11,2 10,9 12,5 -12,80

SOLID COLORS 9,6 12,5 23,2 11,3 12,5 9,6

VARIOUS 24,2 12,5 -93,6 20,0 12,5 -60,0 17,5 12,5 40,00

TESSITURA

DOUBLE SIDED FABRICS 1108,3 875 -26,7 1208,3 875 -38,1 1025,0 875 17,14

YARN DYED 741,7 875 15,2 641,7 875 26,7 758,3 875 -13,34

SCARVES 1408,3 875 -60,9 1366,7 875 -56,2 1383,3 875 58,09

PIECE DYED 658,3 875 24,8 558,3 875 36,2 691,7 875 -20,95

SOLID COLORS 408,3 875 53,3 316,7 875 63,8 816,6 875 -6,67

VARIOUS 1500,0 875 -71,4 1500,0 875 -71,4 1275,0 875 45,71

JUNEMAYAPRIL


Average

DEPARMENT wm_real wm_teo % wm_real wm_teo % wm_real wm_teo % %

GARZA VEGETALE

DOUBLE SIDED FABRICS 51,7 26,7 93,63

YARN DYED 29,2 26,7 9,36

SCARVES 23,7 26,7 -11,24 24,6 26,7 -7,87 -0,9

PIECE DYED 25,0 26,7 -6,37 26,3 26,7 -1,50 -4,9

SOLID COLORS 27,1 26,7 1,50 27,3 26,7 2,25 3,1

VARIOUS 29,2 26,7 9,36 0,2

RAMARE

DOUBLE SIDED FABRICS 14,3 12,5 14,40 17,5 12,5 40,00 9,5

YARN DYED 11,9 12,5 -4,80 12,3 12,5 -1,60 -3,7

SCARVES 9,2 12,5 -26,40 7,9 12,5 -36,80 -13,4

PIECE DYED 11,9 12,5 -4,80 10,7 12,5 -14,40 -0,0

SOLID COLORS 11,8 12,5 -5,60 10,3 12,5 -17,60 3,6

VARIOUS 16,7 12,5 33,60 17,5 12,5 40,00 6,3

TESSITURA

DOUBLE SIDED FABRICS 1025 875 17,14 1025,0 875 17,14 -7,2

YARN DYED 708,3 875 -19,05 791,7 875 -9,52 -1,0

SCARVES 1300 875 48,57 1391,7 875 59,05 8,2

PIECE DYED 608,3 875 -30,48 716,7 875 -18,09 15,5

SOLID COLORS 791,7 875 -9,52 1025,0 875 17,14 11,0

VARIOUS 1191,7 875 36,19 1541,7 875 76,19 -0,1



19/11/2015 Deliverable D9.4 – v 1.0

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must take place immediately after fulling and dyeing, the purchase of an additional Rama dryer is

expected in the short term. Fitman data has provided a critical support to this decision.

Weaving: the potential increase of delivery accuracy resulting from Fitman implementation is

shown in the last trimester of 2014 but the structural lack of production capacity becomes clear in

the first and especially first trimester of 2015. Like drying weaving is showing a relevant level of

delay in peak production, increased by the overlapping of sample and regular production in peak

periods. The average rate of delay has been limited due to the external third party production

exploitation, supported by Fitman shared production business model.

AVERAGE PRODUCTION LT PER METER (AV.LT)

*Business Indicators template: Indicator Name AVERAGE PRODUCTION LT PER METER (AV.LT)

Purpose: To reduce the production time from order to delivery - Production Capacity Purchaser

Scenario

Format : days

Information needed

(Source of data)

Delivery date and production capacity (ERP, monitoring system)


(Formula)

= average leadtime per category(piece dye / raw material dye)

Required evolution

(Target)

12-15 weeks delivery in peak time

The owner

(Who measures)

Production manager

Period Monthly

Actions to react


of the PI

In case of expected leadtime more than 12-15 weeks define bottlenecks and look for

external production source and related supplier

Description mode 12-15 weeks delivery in peak time

As explained in relation with VF indicators, weaving has been the first phase object of Fitman

production exchange demonstration with external suppliers. In the last trimester of 2014 weaving

capacity has been acquired by third parties. Fitman infrastructure has collected, per fabric category,

data defining the percentage of fabrics object of external weaving, their total lead time and the

number of days saved in relation with an internal weaving.


WEAVING

TYPE % EXT days % EXT days % EXT days

DOUBLE SIDED FABRICS 13,5 116,5 -15,6 26,4 173,7 -36,3 19,3 105,4 -20,4

YARN DYED 40,9 268,5 -109,9 55,3 218,1 -77,7 23,1 128,7 -29,7

SCARVES 1,0 34,6 -0,4 0 22,6 0 3,4 20,9 -0,7

SOLID COLORS 13,0 142,9 -18,6 16,8 201,9 -28,9 1,7 242,1 -4,1

PIECE DYED 20,1 197,4 -39,7 30,9 260,6 -61,6 31,9 103,2 -32,9

VARIOUS 6,0 14,6 -0,9 19,7 33,1 -19,7 33,1 79,5 -26,3



19/11/2015 Deliverable D9.4 – v 1.0

33

On 1 year basis the shortening of delivery time has been significant per all fabrics, except for

scarves, where the integration with internal cutting process has discouraged the use of external

suppliers

The different strategy of external capacity exploitation per category is due to the required deliveries

and to the balance of the mix of orders and the availability of different weaving machines, since

looms are designed to provide their best performance for a specific category of fabrics.

The percentage of external production has been particularly relevant in the first semester of 2015,

where it has reached maximum above 50% of the production for some fabric categories. It is clear

that the exploitation of external sources of production capacity has enabled to satisfy a demand of

the market exceeding the internal production of Piacenza. But, due to the not satisfying delivery

performance shown in % of forecast errors and by the superior cost of external production, an

evaluation about the purchase of new weaving looms is necessary.

The collection of precise and constant BIs by Fitman implementation will enable an objective

evaluation of Piacenza production performances, supporting decision making process about

production infrastructure update and/or third party capacity exploitation, which is becoming

particularly critical in the present market situation, where the increasing demand must find the most

proper and effective response on delivery, quality and cost sides.

Part II – Piacenza exploitation strategy of Fitman results

New business opportunities – Luxury Fabric market overview.

Taking into account its internal trade, EU271 is on global scale, after China with its 38%, the

world’s 2nd largest exporter of clothing, accounting

1 World Trade Organisation - 2013


WEAVING

TYPE % EXT days saved_Days % EXT days saved_Days % EXT days saved_Days

TESSUTI DOPPI 14,3 108,8 -15,6 24,2 233,2 -56,4 25,2 182,8 -46,1

TESSUTI FANTASIA 37,2 42,9 -16,0 80,8 65,5 -52,9 77,5 90,0 -69,8

TESSUTI PER SCIARPE 0,8 5,0 0,0 5,0 15,5 -0,8 5,2 16,9 -0,9

TESSUTI TINTI PEZZA 45,6 70,7 -32,2 55,8 60,9 -34,0 64,0 131,7 -84,3

TESSUTI UNITI 38,9 30,1 -11,7 65,0 89,3 -58,0 64,4 52,7 -33,9

TESSUTI VARI 13,1 25,4 -3,3 47,6 83,6 -39,8 91,1 20,7 -18,9



WEAVING

TYPE % EXT days saved_Days % EXT days saved_Days % EXT days saved_Days

TESSUTI DOPPI 42,4 159,4 -67,6 61,1 145,5 -88,9 22,3 32,0 -7,1

TESSUTI FANTASIA 63,9 66,5 -42,5 74,2 119,4 -88,6 83,5 58,7 -49,0

TESSUTI PER SCIARPE 7,9 16,4 -1,3 4,3 76,0 -3,3 5,8 1,5 -0,1


TESSUTI UNITI 59,9 34,0 -20,4 79,9 122,9 -98,2 53,4 43,1 -23,0

TESSUTI VARI 46,1 16,9 -7,8 37,3 32,7 -12,2 38,0 9,0 -3,4

APRIL MAY JUNE


WEAVING

TYPE % EXT days saved_Days % EXT days saved_Days % EXT days saved_Days % EXT days saved_Days

TESSUTI DOPPI 8,3 10,7 -0,9 79,6 34,8 -27,7 30,6 118,4 -34,8

TESSUTI FANTASIA 61,1 25,7 -15,7 51 28,3 -14,4 59,0 101,1 -51,5

TESSUTI PER SCIARPE 13,7 1,6 -0,2 97,9 36,6 -35,8 13,2 22,5 -4,0


TESSUTI UNITI 71,0 32,2 -22,9 63,5 16,9 -10,7 52,6 89,3 -37,6

TESSUTI VARI 16,1 5,7 -0,9 57 9,0 -5,1 36,8 30,0 -12,6

AverageJULY AUGUST SEPTEMBER


19/11/2015 Deliverable D9.4 – v 1.0

34

25.9% of worldwide export. EU appears not discussed leader in the highest added value segment of

the market, where the TOP 4 and 72 of the 10 major groups are from EU countries.

Textile and clothing industry in the EU273 represents a turnover of 179 Bln Euro, 146.000

companies, of which 90% SMEs, and 1,8 Mln workers. It is one of the most promising

manufacturing market in EU. Due to the combined effect of increasing demand of clothing luxury

especially from Far East and BRICS countries, which has grown4 of 30% from 2010 to 2014 and is

expected to grow of a further 17% from 2015-2019, and to the quality of EU manufacturers which

lead more than 30% of European fashion groups to further increase their European production,

textile and clothing is object of a constant process of increasing of production in Europe to

support the successful top leading European luxury groups. Obviously this process is not equally

distributed to all enterprises on the market, but it is concentrated on those companies which can

respond to the needs of luxury groups in terms of design offer, product customization and

exclusive style, short time to market, i.e. the competing advantages of European production towards

low cost countries competition.

If EU SMEs will be able to maintain and exploit their peculiar advantages, textile and clothing will

confirm itself as one of the most promising EU manufacturing sectors, potentially facing and

unprecedented rate of reshoring production back to EU.

New business opportunities from Fitman implementation in textile

The final results demonstrated by data collection during one year horizon, which represents Spring

Summer and Fall Winter collection production, shows the positive support of Fitman in relation

with Piacenza strategy. More in detail Piacenza is facing a positive increase of demand for its

products, which leads to the over exploitation of its production infrastructure, with seasonable

production peaks in the first semester of 2015. Fitman has enabled a granular collection of data

from machineries which has enabled 2 reactions, one in the short term and one in the long one. The

first reaction has focussed on the advanced estimation of over exploitation peaks, in particular

regarding weaving, and on the exploitation of external production support. This activity has allowed

the collection to exploit the opportunity to accept orders superior to the limit permitted by

production infrastructure and to enlarge turnover and mark up, with better exploitation of fixed

costs (as demonstrated by MFC and EPM BIs). The second action will be run in the long time and

regards and is intended to renewal available machineries. On the basis of AVLT and FOR.ERR BIs

Fitman evidences has underlined that actual Piacenza production infrastructure, even if supported

by external one, requires a long term investment to exploit the occasion of increasing market

demand for Piacenza products. On this basis it has been decided to substitute a part of weaving

looms (partially already installed in 2015) and the purchase of a additional dryer will be evaluated

in the sort time. This last one is a bottleneck and, even if an increased optimisation has been reached

Fitman RF-ID based data collection, the decision cannot be postponed since it is not possible to

delegate fabric drying to external suppliers because of obvious logistic and timing constraints.

It can be concluded that, in general, the adoption of FITMAN technology enforces the capacity of

Piacenza to respond to the market in terms of production capacity, which becomes more flexible by

the exploitation of external one and the potential sale of unexploited internal one, and of quick

response in terms of delivery timing to customer requests, which in an unpredictable and very

seasonable sector like fashion are critical. This capacity of response represents one of the key

competitive assets of EU textile SMEs, and is the main reason of the tendency of large luxury

fashion groups to prefer EU fabric production and of the re-shoring effect, i.e. the move back to

2 Louis Vuitton (FR), Hermès (FR), Prada (IT), Gucci (IT), Hugo Boss (DE), Armani (IT), Benetton (IT) 3 Euratex report on textile and clothing 2014 4 Pambianco – Reshoring tendency report - 2014


19/11/2015 Deliverable D9.4 – v 1.0

35

Europe of textile production. Therefore FITMAN adoption supports this positive evolution of EU

manufacturing. This effect is supported by the data collected in WP7 as regards quantitative BI in

terms of average led time, percentage of delivery forecast errors and fixed cost per meter produced.

Fitman project has concretely supported Piacenza exploitation of the promising expected

development of EU fabric luxury market and the re-shoring effect, and when extended it can

support other similar SMEs in the same EU manufacturing sector.

New business opportunities from Fitman implementation in IT

Indirectly the demonstration of the potential adoption of FIWARE GEs in textile field will enforce

also the IT solution offer for the sector. Because of its peculiarities, i.e. more than 70 production

phases, specialization and very small average dimension textile sector has not been considered

interesting for large IT providers and relies on small local software houses, able to provide

customized solutions on the basis of specific knowledge of the sector. FITMAN trial

implementation in Piacenza demonstrates that FIWARE generic enabler can be successfully

adopted to be integrated into sw solution dedicated to fabric production, potentially enabling small

local IT providers to offer solutions which can increase the competing skills of their customers,

increasing employment in both sectors of manufacturing community and IT one.

Part III

Trial expansion

The Fitman project introduces into the company a new advanced monitoring system of the machine.

To realize it is necessary to add a RDIF tag to fabrics and to trace it. By the same tag, with the

support of different sensors and software, Fitman expansion of Piacenza SF trial can implement a

new business scenario, based on physical and geographical localization of pieces of fabrics. This

localization is set up for Piacenza premises but it can be expanded to logistics and multiple

production site localization, in an integrated and extended IoT scenario which can cope the needs of

large and complex industrial architectures.

This application allows the geolocation of the product and it will be settled up to be applied to any

industrial reality. Using the experience gained with the Fitman project, Piacenza aims at a new

instrument to physically localise the fabrics within its production areas. This activity is critical to

support operators because of 2 main reasons. The first one is that Piacenza IT architecture is based

on serial numbers, therefore it is necessary to manage the specific piece and not the general item.

The second is that it is very cost consuming to locate specific pieces during production transits,

since the production cycle (in particular wet finishing, dyeing and dry finishing) include tens of

production passages and it is not possible to store fabrics in warehouses after each passage.

Therefore fabrics are, for the major part, stored in carts located in free spaces in the production

shopfloor. By geolocalisation operators will be able to locate them quickly and without any error.

The added information can help to identify and reduce “idle times” in the search for merchandise, as

well as to monitor the path of each piece during its production and to study its production path. This

information can allow to manage the goods and to locate the progress in the production area.

The reasons for expansion of Piacenza Fitman trial. Piacenza believes that the expansion of its

Fitman trial can lead to the opening of new production opportunities. An expansion of the project is

needed to enrich the results obtained by Fitman pilot towards this new development. If, on one hand

we can have well organized warehouses with positions, it’s very difficult to set up the same

situation in a production area, where pieces are in continuous movements. This geolocalisation tools

is aimed at covering this gap by determining the positioning of the pieces of fabric within the

company. In peak periods of the year, when the production is very intensive, a quick localization of

pieces is critical to grant a quick production flow, but with the present organization operators are

not supported by a proper instrument to physically locate the specified pieces in the production


19/11/2015 Deliverable D9.4 – v 1.0

36

shopfloor. On the other side Piacenza operators are used to follow new best practice in order to

improve a new solution but a third technical party tool technical development is need, aware of

hardware and software of Piacenza legacy systems.

A wide impact could be envisage in the actual trial scenario, since the expected interaction with

external production vendors and acquirers implemented within Fitman textile trial will increase the

pressure on production and the potential confusion occasion for operators, who will manage internal

pieces and third party ones. The expansion aims at covering this issues and at opening the extended

application of this solution to other similar companies of textile sectors an of other ones. With this

expansion it is possible to create new markets for the application, within and beyond textile

boundaries.

Business Processes envisaged for expansion. Starting from the current situation in the trial the

only business process that could be touched will be the smart factory application, and more

specifically the monitoring system. But we guess that any business process should be directly

involved.

The work of Piacenza pilot is mandatory to support the future implementation of this expansion into

the same production area, and its potentialities can reach a new extended exploitation. Finishing and

dyeing flow is non-linear, and it scheduling is constantly evolved, according to production situation.

Fitman proposed expansion will support operators to locate the pieces with specific serial numbers

quickly and precisely. Geolocalisation can be applied also in other related sectors, such as yarn and

clothing productions, and in different ones with similar issues.

GEs/SEs applied. Fitman trial proposed expansion depicts the implementation in the finishing and

dyeing departments, where to localize one or more production orders. The usually ideas of geo-

localization is represented by devices able to define their positions (i.e. GPS) and to transmit them,

accompanied by their serial numbers, to an external monitoring system. In the proposed trial the

production order si applied only a RFID tag, so the only information is the serial number saved in it.

To localize it is required an external network of devices, able to exploit the information available on

the tag. Some commercial solutions are available in the market but they are proprietary and work in

close connection with specific hardware. They can ensure that the technology needed to achieve the

goal of our idea is available. Why is important the Fi-ware platform? Because it is needed a

Network (not only of sensors), which is expandable and can be delocalized in different locations,

open to different contemporary end users and under a unique architecture.


19/11/2015 Deliverable D9.4 – v 1.0

37

H H

H H

HH

HH

HH

As front-end we propose an administrative application and an app for tablet/mobile as navigation

system in order to find the target object required.

GE and SE used in the proposed expansion trial are:

The all family of the N2ND for discovery, connect and manage each node.

The IoT for acquire, filter and route the information.

From Fitman project a Shopfloor Data Collection.

From ENVIROFI the SE useful to create the navigation system.

Piacenza Pilot of Fitman is prerequisite condition to implement the proposed expansion, which is

based on RF-ID technology application to fabrics. It is expected to be implemented in key

machineries of humid and dry finishing, and will be extended during the expansion to all production

process. The exploitation in related external test beds, like yarn and clothing production, will be

explored with the expansion phase. The expansion phase will lead to a precise localization of fabric

pieces within all Piacenza premises to support operators and to trace the production path of each

one, creating the information needed for an accurate feedback and management of production

scheduling, including lead times and physical flows, actually not managed.


In 2016 Piacenza will proceed to the machinery renewal process started within the project as well as

the exploitation of external production resources to find the best quality, service and economic

balance of resource to exploit luxury fabric increasing demand. It will also investigate how to

proceed also to sell unexploited production capacity, especially in raising, to other companies

interested to it. The activities described in expansion phase will be evaluated. Their implementation

will be decided in relation taking into consideration the priority given to the machinery renewal and

the availability of funding source to proceed.


Piacenza expects that FML will be able to expand its relationships boundaries beyond its direct

relationships, in order to contact other similar SMEs to proceed even in the search of additional

production resources and in new subjects interested to buy its unexploited production capacity.

More in general FML is also expected to enlarge to communicate and disseminate the potential of

Fiware GEs to other IT SMEs interested in their exploitation for textile and clothing sector, to


19/11/2015 Deliverable D9.4 – v 1.0

38

provide new SoA IT products which actually are not available from large IT players which are not

interested in a specific and peculiar niche like European luxury fabric manufacturing.

Technology Application Network Limited (TANet) 3.1.10.


Technology Application Network Limited (TANet) is a limited company – not for profit – and is an

association of organisations whose members share the aims of innovation through research and

collaboration and transfer of new technology into industry. TANet members Sematronix Limited

have a clear plan to continue to improve the features of its collaboration and communications

platform www.smecluster.com

The SMECluster platform has benefited from the FITMAN Trial through the continued support of

Control 2K and Coventry University, who implemented the initial GE’s, SE’s and TSE’s into the

platform. The trial extensions brought further functionality with DITF’s MoVA and UIBK’s

GeToVA Specific enablers bringing member/supplier clustering facilities to the platform.

Although TANet focused on the Virtual Trial, the work that was done in the Smart Trial also

continues to be developed by Control 2K (via TANet) as it develops CPS systems in other EU

projects such as CREMA (www.crema-project.eu) and is encouraging the use of the FIWARE

catalogue to be extended.


In terms of the Virtual trial, the following tables give an idea of how the SMECluster Platform will

be expanded:

Making platform and service maintenance faster, and more cost effective, and more reliable,

since less custom code is used;

Making the service offering more flexible and adaptable to technology developments, since

evolving technology embedded in GE and SE instances will provide access seamlessly.

Continue adding new features to support development of “Middleware” for manufacturing

data collection services.

Provide a reselling service for the FITMAN / FIWARE Enablers


TANet and its members Control 2K and Sematronix Limited are happy to discuss opportunities to

participate in the FITMANOvation lab. The SMECluster Platform www.smecluster.com is a clear

vehicle to host and provide services for the FIWARE catalogue.

The following tables show the potential engagement of TANet over the next 2 years as a realistic

time period:

Activities:

Sep

-15

Oct-

15

No

v-1

5

Dec-1

5

Jan

-16

Feb

-16

Mar-

16

Ap

r-16

May-1

6

Ju

n-1

6

Ju

l-16

Au

g-1

6

Sep

-16

Oct-

16

No

v-1

6

Dec-1

6

Jan

-17

Feb

-17

Mar-

17

Ap

r-17

May-1

7

Ju

n-1

7

Ju

l-17

Au

g-1

7

Sep

-17

Oct-

17

No

v-1

7

Dec-1

7

Develop new functionality

Provide FITMAN/FIWARE Services

New Marketing Strategy as Re-Seller

Provide Collaboration Platform

Provide Support and Training Services

Planned Year 2Planned Year 1

http://www.smecluster.com/

http://www.crema-project.eu/

http://www.smecluster.com/


19/11/2015 Deliverable D9.4 – v 1.0

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Of course the timeline can be extended but it’s good to have a realistic time plan and then re-

evaluate after a year’s operation.

This translates into the following costs based on personnel working part time on the expansion

process as it is unlikely that dedicated staff would initially be put on the project. So the costs are

based on about a 0.25 person head.

Costs based on an intial 2 year activity plan (will revise for future

engagement)

Activities: Total Effort

(Man/Months)

Personnel

Costs (2

year)

Infrastructure

Costs (2 Year)

Sales and

Marketing

Costs

2 Year

ROI

Develop new functionality 21 £21.000,00 £0,00 £0,00 £0,00

Provide

FITMAN/FIWARE

Services

19 £19.000,00 £5.000,00 £2.000,00 £25.200,00

New Marketing Strategy

as Re-Seller

16 £16.000,00 £0,00 £5.000,00 £25.200,00

Provide Collaboration

Platform

11 £11.000,00 £5.000,00 £3.000,00 £16.800,00

Provide Support and

Training Services

12 £12.000,00 £5.000,00 £6.000,00 £21.600,00

Totals £79.000,00 £15.000,00 £16.000,00 £88.800,00

As long as there would be the possibility to generate revenue from reselling services from FIWARE

or FITMAN then the Return on Investment (ROI) could be justified. Otherwise the consultancy

services would need to be re-costed to pay for the initial and ongoing investment.

Industrial Technology Providers and Technology Transfer Organizations 3.2.

ATOS, S.E. (Societat Europeas) 3.2.1.


Atos is the leading provider of professional services to manufacturing and natural resources in

Western Europe, and a major player worldwide. We have specialist experience spanning many sub-

sectors of discrete, process and consumer packaged goods.

Recent years in Research, Development and Innovation in ATOS Spain have been characterized by

a wider strategic integration of research and innovation activities with Atos approach to business.

ATOS Research & Innovation focus is to investigate emerging technologies and anticipate market

demand with innovative solutions. One of the main challenges has been to reduce the gap between

R&D and the market and it is also one of the main objectives for Research & Innovation

department:


19/11/2015 Deliverable D9.4 – v 1.0

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Figure 2. ARI portfolio framework. Mapping 2015 objectives

The presence of ATOS in the Future Internet space is clearly recognized and it is due to the extreme

importance that the company confers to acquiring a privileged position in the Future Internet arena.

Atos is a noteworthy partner in FIWARE and FICORE projects, as well as in other FIPPP projects.

Atos is one of the core partners signing the FIWARE Alliance for Smart Cities along with

Telefonica, Orange and Engineering. In few months Atos will be ready to provide FIWARE

commercial services through its own FIWARE instance; services will be provided by means of

personnel of Atos Managed Operations:

Figure 3. Atos Press Release

Even though Atos has focused its initial efforts on Smart Cities, other sectors seem to be a good

opportunity for the future, and among them, Manufacturing takes a prominent position. A good

example is the concept of smart industry and specifically manufacturing. Industry 4.0 started in

Germany but has gained momentum in the last years in many other EU Member States. It is indeed

one of the most promising areas for deployment of IoT and as such, this would make Smart Industry

an interesting market for FIWARE and also for Atos. FIWARE and FITMAN are part of Digital

strategy and Industry 4.0


19/11/2015 Deliverable D9.4 – v 1.0

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Figure 4. Atos Industry 4.0

In the scope of the FIPPP, Atos has segmented the business opportunities in three main categories:

1) Opportunities for application developers/entrepreneurs: Atos as the application developer.

2) Opportunities for platform service providers: Atos as the consultant and system integrator

(C&SI)

3) Atos FIWARE Lab and Commercial platform : Atos as the managed service operator. Atos

has already decided to host its own FIWARE Lab node, in Canary Islands (ITER). Although

initially it will act as an additional FIWARE Lab node, it will be open for every customer for future

commercial projects.

The main driver for Atos exploitation of FIWARE is becoming a FIWARE provider. The

demonstrated commitment with the signature of the FIWARE alliance and the deep knowledge of

FIWARE technologies, acquired thanks to the development of GEs and coaching provided to the

accelerators, position us as a first class provider of FIWARE. Besides, the recent decision of

becoming also a FIWARE node operator supports this strategy and makes it stronger for reaching

more customers, by offering a complete service to the customers: FIWARE infrastructure and its

operation, services on top the platform and integration with customer’s applications.

In the scope of FITMAN project, this has entailed a great opportunity for exploitation: the FITMAN

platforms, concretely Smart Factory Platform, will be the ATOS vertical FI proposition for

entrepreneurs, principally SMEs, and start-ups to develop applications and Internet services for

Manufacturing domain in the ATOS FIWARE instance.

Hence, ATOS business strategy in FITMAN is to gain competitive advantage and to improve the

ATOS solutions portfolio in its role of Instances provider of FIPPP compliant solutions, in this case

with Generic Enablers and Specific Enablers instantiated in Manufacturing domain.

The acquired knowledge provides the capacity of playing with very innovative roles as

FIWARE/FITMAN provider, FIWARE/FITMAN consultant and it also gives the expertise in


19/11/2015 Deliverable D9.4 – v 1.0

42

Manufacturing domain, where ATOS aims at positioning as Instance Provider of the Smart Factory

Platform.

Assets to be exploited

Whilst what stated in D9.3 Atos Exploitation plan (section 6.2.13 of the document) is still

applicable, we stand out here the central focus of ATOS exploitation strategy in the project, which

is based on the exploitation of the following FITMAN assets:

Shop Floor Data Collection Specific Enabler (SFDC SE)

Collaborative Business Process Management (BPM SE)

Generic Smart Factory Platform

The plan for the exploitation of Shop Floor Data Collection Specific Enabler (SFDC SE) and

Collaborative Business Process Management (BPM SE) fits into the Service offer for the

Technology Transfer & Commercialization (TTC) strategy of ATOS (see D9.3 for more

information); and it is based on the consulting, implementation or operation of the Specific

Enablers. Support, configuration, integration and customization services can be offered for both

open source software.

This support is offered free or charge to Phase III accelerators and their sub-grantees that will take

part in the FIPPP Programme until September 2016.

On other hand, we foresee a strong potential in the exploitation of the Smart Factory Platform/s as

Instance Provider of the platform (and also the possibility of adding the other two FITMAN generic

platforms could be contemplated). This approach is encompassed within the global strategy of

ATOS in the Future Internet sphere, as aforementioned, as the ATOS FI vertical solution for

Manufacturing within the FIWARE instance offer.


The roadmap for exploitation of any R&D project in ATOS is encompassed within a structured

process. Outcomes of RTD projects that have the potential to become part of Atos portfolio are

supported by TTC units that approach Atos market and sales force, as a first step, in order to

promote the adoption of innovative solutions and emerging technologies. Based on market experts’

feedback, assets can be moulded and prepared to be presented to Atos customers.

This process within Atos is depicted in the following figure:

Figure 5. Atos Consulting & System Integration Portfolio Framework


19/11/2015 Deliverable D9.4 – v 1.0

43

Atos places particular value in understanding customer processes (Process Map) and to define

domains (Domain map) where we think customer needs to spend Consulting or System Integration

money to outperform competition or at least draw level with competition. This needs to be proven

in direct customer involvements in POCs or joint Offering development (Solution Map) with

customers. To make this Offerings really standardized, reusable and fitting to the involved Partner

products we need to underpin it with the respective Architecture (Architecture map).

This process is integrated in the overall lifecycle called Solution Offering Lifecycle Development

(SOLD), a highly standardized and industrialized global process. In the offering definition step,

there is now space to introduce so called Innovative Proposal Plugins (IPP), complementing the

existing portfolio with solutions piloted in RTD projects. These IPP vary from services such as

“Business Process Management” to components such as “Shop Floor Data Collection Specific

Enabler”.

Figure 6. ATOS-Solution Offering Lifecycle Development process

Dissemination, communication and exploitation actions:

Atos Digital transformation and Manufacturing offer. Atos account managers contacts:

o SIEMENS global account manager [Reynaud, Philippe; VP Portfolio & Innovation,

Global C&SI CTO Portfolio & KM, 2nd

March 2015]

o NESTLE global account manager [Gilles Le Cottier, SVP, Global Markets & Sales ;

23th June 2015]

o BAYER global account manager[Boesten, Jos; Global Account Executive Bayer &

Atlas C, Manufacturing, Retail & Services NL; 1st July 2015]

o Coordination with Manufacturing, Retail and Transport sales manager

Iberia[Oscar Moragon]

Atos is an associated company of the Industrial Ring 4.0 (http://www.anellaindustrial.cat/),

based on Cataluña, Spain. It is a telecommunication network that offers companies a secure

and fast tool to share data from design or simulation-based calculations. The Industrial Ring

4.0 initiative aims at making the current Industrial Ring a collaborative platform between

users and providers to give companies all the services the Internet can offer. Phase 1 will be

focused on automotive, advanced manufacturing and bioinformatics sectors and is scheduled

to be operative by the end of 2016. Within this initiative Atos is currently in negotiations

with enterprises of automotive sector; in the scope of the Internet of Things, Atos FI assets

have been presented. I2CAT (http://www.i2cat.net/en/presentation) is the manager of

Industrial Ring.

http://www.anellaindustrial.cat/

http://www.i2cat.net/en/presentation


19/11/2015 Deliverable D9.4 – v 1.0

44

FITMAN presentation to i2CAT [Contacts: Artur Serra; Sergi Figuerola and David

Delgado. Meeting to explain FITMAN and how Industrial Ring could take advantage of

FITMAN architecture and SE, 20th

July 2015]

At national level, Planetic platform, www.planetic.es, a Spanish platform for the adoption

and diffusion of information and communication technologies. Through this platform,

ATOS is elaborating the national roadmap for Advanced Manufacturing, where IoT is

identified as a main driver for innovation and where FIWARE (with FITMAN) adoption is

very good positioned.


ATOS is joining FML community group through the Spanish pole, INTERVAL. The strong

involvement and interest of the company in FIPPP universe is evidenced by the membership in the

FIWARE Open Source Community. In the specific case of the Manufacturing sector, where the

company takes advantage of a leader position, this is reinforced by the participation to the FML.

The expert role to be developed by ATOS in FITMANovation Lab is two-fold:

Provide support services and consultancy to potential users in the development,

implementation, integration, configuration, customization, etc. of both the Collaborative

Business Process Management Specific Enabler and the Shop Floor Data Collection Specific

Enabler in particular of the GEs and the SEs used in the three specific Smart Factory

Platforms and the Generic Smart Factory Platform developed in FITMAN project in general.

Continuous dissemination, research, development and innovation of FITMAN assets

through new upcoming R&D projects.


This is a forecast scenario, where the costs are calculated based on an average of costs in this kind

of consulting projects and the revenues are calculated as a 81% over costs and under the

assumptions of that we obtain 1 client the first year, 2 clients second year and 3 clients the 3 and 4

year. Both, costs and revenues are attributable only one year per client.

Atos is evaluating to integrate FITMAN Specific Enablers in its current portfolio. The first year will

be dedicated to further develop the solution, making it robust and stable enough to commercialize it.

Initial assumptions:

Atos forecast the revenues taking into account the average number of clients adopting new

solutions/services in the initial phase of production. Atos forecasts then, that the first year of

production one client will buy the solution, two clients in the second year and three clients the

following two years.

This is a forecast scenario to be implemented in only one country, Spain, but could be easily

expanded to other countries of the group enlarging the incomes.

As FITMAN is an Open Source project, the revenues comes from customization, consulting,

installation, training and maintenance services.

There are many different rates, depends on the services contracted and the size of the project. The

expected personnel and effort in a standard scenario for this sort of project is estimated as an

average of all the Consulting projects of this kind:

Initial investment Effort (PM) Cost (€)

Further asset

development 10 78.000

http://www.planetic.es/


19/11/2015 Deliverable D9.4 – v 1.0

45

Marketing & sales 3 23.400

Total initial

investment 13 101.400

Personnel Effort (PM)

Senior Analyst 2

Consultant 2,5

Senior Programmer 2,9

Programmer 2

Return on Investment:

Yea

r

Initial

invest

ment

(€)

Total

Costs

(€)

Total

revenu

es ( €)

Profit/lo

ss per

year

ROI Accumul

ated

Profit/los

s (€)

Accumulat

ed costs (€)

Accumulat

ed revenues

(€)

201

6

101.400 -101.400 -101.400 101.400

201

7

- 73.320 132.710 59.390 59% -42.010 174.720 132.710

201

8

- 146.640 265.420 118.780 117% 76.770 321.360 398.130

201

9

- 219.960 397.500 177.540 175% 254.310 541.320 795.630

202

0

219.960 397.500 177.540 175% 431.850 761.280 1.193.130

The break-even point is reached in the second year.

ENGINEERING 3.2.2.

New business opportunities, assets to be exploited

Engineering was involved in the FI PPP program from its very start, being one of the companies

consulted by the European Commission in view of the foundation of the public-private partnership.

As of today, Engineering is one of the most relevant organizations in FI PPP. Its participation in

eleven FI PPP projects is driven by the ambition of having a leading role in defining how new ICT

systems are going to be built by year 2020. Together with Atos, Orange and Telefonica,

Engineering is an active promoter of the FIWARE Open Source Community5, which is expected to

foster a sustainable developer ecosystem for the FIWARE Core Platform.

5 See https://www.fiware.org/2015/03/04/fiware-at-4yfn-barcelona-telefonica-orange-engineering-

and-atos-joining-forces-to-push-common-standards-for-smart-cities/

https://www.fiware.org/2015/03/04/fiware-at-4yfn-barcelona-telefonica-orange-engineering-and-atos-joining-forces-to-push-common-standards-for-smart-cities/

https://www.fiware.org/2015/03/04/fiware-at-4yfn-barcelona-telefonica-orange-engineering-and-atos-joining-forces-to-push-common-standards-for-smart-cities/


19/11/2015 Deliverable D9.4 – v 1.0

46

In accordance with this vision, Engineering aims at becoming one of the first FIWARE-enabled IT

providers on the market. Starting from September 2014, a complete FIWARE instance – initially

based on the then-current FIWARE version, but continuously updated in order to keep it in-sync

with the evolution of the platform – is operational on one of Engineering’s private data centres and

is internally available for experimental use to both research and commercial business units. This

result, which required a significant investment in terms of internal resources during the last two

years, is the main enabler for achieving the above mentioned objective.

In the following months, two separate threads of activities are going to exploit this IT infrastructure

and the technical know-how acquired, bringing Engineering’s FIWARE instance to a commercial-

grade maturity level.

Renovation of Engineering’s Healthcare software product portfolio

Engineering currently holds 80% of the Italian market share for Healthcare Management

systems. However, as new small-sized and agile competitors are increasingly active in this

strategic area, it is mandatory that Engineering’s software product portfolio evolves at a

rapid pace, fulfilling any new requirements emerging from the existing customer base, and

aggressively targeting the market with new value proposition. With respect to the latter

point, Engineering is going to develop an entirely new generation of Healthcare

Management applications in the medium-to-long term. Given the complexity and size of the

typical application, though, it is of paramount importance that software development and

maintenance costs are kept to a minimum. The innovative paradigm introduced by FIWARE

– i.e., cloud-based solutions assembled from commodity building blocks – is deemed to be

the right answer to this problem. Engineering’s Healthcare business unit is committed to

leverage FIWARE Generic Enablers and Engineering’s FIWARE instance in the

development of its new product line.

Development and management of custom IT services for the Manufacturing Industry

Historically, Whirlpool is one of the top customers of Engineering’s Industry business unit.

In the scope of the FITMAN project, Engineering developed and integrated a radically new

software solution for Whirlpool, based on FITMAN’s Smart Factory Platform design and

unofficially named “Situation Awareness for the Shopfloor Workforce” – see deliverable

D4.7 for details. The experimental solution, initially deployed on the FI-LAB cloud, was

migrated to Engineering’s private FIWARE instance as soon as this became available. Since

then, it was actually used by Whirlpool quality managers in parallel with the existing

problem-detection technical infrastructure, in order to better evaluate its benefits over legacy

systems. The result of this experimentation was extremely positive, such that Whirlpool and

Engineering are now jointly planning to evolve their FITMAN trial into a production-grade

system, where Situation Awareness functionality will be provided by Engineering as a

cloud-based, fully-managed service. However, given the novelty of this approach in the

manufacturing context, a thorough cost assessment is still required on the part of

Engineering before any commercial offering can be made – and, consequently, before

Whirlpool may determine its cost/benefit ratio. This assessment, which is an ongoing

activity at the time of writing, will be performed on the running system itself: virtual service

level agreements will be determined and applied (but still not enforced by penalties), and the

pilot system – duly enhanced and strengthened to meet security and robustness standards –

will be operated and used as if in a production environment.

Engineering also believes that the service platform developed for Whirlpool has a great

potential for expansion (new functionality) and for customization (different industrial

environments in the scope of Smart Factories).



19/11/2015 Deliverable D9.4 – v 1.0

47

The diagram below refers to the Development and management of custom IT services for the

Manufacturing Industry exploitation scenario, where a detailed workplan has been defined in

cooperation with the key partner Whirlpool.

09- 15

10- 15

11- 15

12- 15

01- 16

02- 16

03- 16

04- 16

05-16

06- 16

07- 16

08- 16

09- 16

10- 16

11- 16

12- 16

01- 17

>>>>

Pilot system development

Pilot system operation

Cost analysis and definition of commercial offering

Commercial offering negotiation @Whirlpool

Production system operation @Whirlpool

Commercial offering available to all industry customers


Engineering will not take part in the FML initiative, as this would not contribute to the two

exploitation scenarios Engineering is focused on.

TXT e-solutions spa 3.2.3.

TXT e-Solutions is a private, mid-sized software vendor and system integration company, with its

headquarters in Milan and growing branch offices in Italy, Paris (F), Lyon (F), Wynyard (UK),

Leicester (UK), Chemnitz (D), Halle (D), Barcelona (E), Toronto (CDN) and Sydney (AUS)).

Thanks to a highly qualified and motivated staff of about 600 people, 90% of which are graduates,

the 2014 turnover of about 60 million Euro. TXT is a technology intensive Company, offering to its

customers complete solutions, based upon kernel products, high-level competence on enabling,

innovative IT and specific know-how in a number of application domains. It acts on the market

through four business divisions:

TXT Perform Division, which, focusing on the manufacturing industry and supply chains

automation, provides solutions in demand and assortment planning, retail management,

production planning, product development, supply-chain planning and logistics for medium-to-

large companies.

TXT Next Division, formed by: the Aerospace & Defense Business Unit, which focuses on real-

time, safety-critical, embedded systems in domain such as avionics, defense, medical

equipment, and utilities and the Banking & Finance Business Unit, which provides advanced

solutions for the B&F sector, mainly in the field of home banking, knowledge management and

corporate portals.

TXT is providing IT solutions for the supply chain management (TXT Perform) and Digital

Manufacturing (TXT Next) markets.

The current revenue stream is based on Software license + maintenance fees.

New business opportunities in TXT NEXT


19/11/2015 Deliverable D9.4 – v 1.0

48

TXT NEXT has a long-lasting experience in the industry sector of discrete manufacturing of

complex goods, also known as Complex Manufacturing. TXT NEXT supports its Customers along

their main business processes to take the maximum advantage from their ICT technologies and

applications. Capitalizing on that experience and know-how, TXT NEXT proposes an engineered

approach including methodologies, software solutions and services, spanning all over major TXT

Next markets including aerospace, transport and high tech.

Digital Manufacturing, is certainly a compound set of techniques but it also represents a new

business approach. In fact, in order to be really effective, it requires a high level of collaboration

between different entities and departments in the company, implying and advocating a concurrent

product development practice, allowing to overcome the traditional sequence of product

development phases and to break the recurring design-engineering-manufacturing silos effect.

In this context FITMAN and FIWARE enablers represent a unique opportunity for business

innovation and offer a new approach to enhance the offer to customers.

In particular we envisage:

- the Manufacturing Execution System (MES) solution being extended with the Digital Factory

(DF) GE/SE

- the Manufacturing Execution System (MES) solution being extended and integrated with the

shopfloor using the Smart Factory architecture and GE/SE.

New business opportunities in TXT Perform

A separate business opportunity lies in the TXT perform business unit and, in particular is

associated to the TXT Supply Chain Management suite of solutions, named TXTPerform®, with 5

main independent modules: TXTDemand (sales forecast, demand planning), TXTPlan (inventory

management, replenishment planning, production planning and scheduling), TXTProduct (a PDM

solution for textile/clothing industry), TXTChain (an XML-based Business Document exchange

platform) and TXTMake (a MES for monitoring and supervising production).

The main industrial sectors of TXT Perform activities are: textile-clothing, consumer goods and

retail, automotive-aerospace and discrete manufacturing, food and beverage. By means of its key

product suite TXT is a leading supplier of supply chain management and optimization solutions in

the Italian and European industry. Also leveraging on the Industrie 4.0 principles and architecture,

this sector for TXT is continuously growing in the direction of integration with business-to-business

and e-commerce technologies thus giving full exploitation of the managed information current

processes exchange. Extreme attention is given to flexibility of the ICT solution for customers

towards the global trend for individual customised solutions.

FITMAN gives TXT the opportunity to develop a new line of collaborative products to be

integrated in the near future into TXTPerform. In fact, the positive results of FITMAN with the

Virtual Factory (VF) paradigm and the experience TXT gained in its development also rooted in

past experiences both in research and with customers and possibly with other parallel research

results like those coming from TXT R&D programs once interfaced and integrated in the pre-

existing TXTPerform suite, are perceived as very promising and allow TXT to increase its market

position and share.

TXT products could be much improved and possibly placed in new areas where TXT can be on the

leading edge. TXTChain products in particular are the selected target.

This will allow selling better value to TXTPerform current and future customers, thus constituting

an important step for customer fidelity and new market openings. Practically, this will be done by

targeting extended enterprises in the most promising sectors (media, food, and clothing) with

marketing initiatives, customized presentations and demonstrations. These activities will create the


19/11/2015 Deliverable D9.4 – v 1.0

49

condition for TXT to enlarge its clients’ base and to support the mentioned internationalization

process under the way.

Summarizing, TXT e-solutions will exploit FITMAN results in the unit TXT Perform in the context

of the supply chain planning tools called TXTPerform. The modernization of modules will address

the collaboration orientation, assets information sharing and seamless interoperability with legacy

systems and through adapted integration with distributed intelligent resources and materials.

TXT exploitation strategy is based on the FML Lab and the FML SHOWCASES pillars. For the

Lab, TXT is responsible for three SEs (DIPS, SEM and SCAPP) and the whole Virtual Factory

platform; while for the Showcases, TXT has been closely following and implementing the AW trial

in Aeronautics.

It is not in the TXT business strategy to run OSS business models, so the three OSS components

developed will be mostly integrated in our current “ICT for Manufacturing” solutions.

We will exploit the DIPS SE in conjunction with our TXT Perform solution and the Secure Event

Management SEM + Supply Chain and Production Planning services SCAPP in conjunction with

our TXT Next solution.

TXT aims at improving the interoperability of TXTPerform with respect to other Enterprise

Systems (ERP) and improving the capability of TXT Next to analyse shopfloor events and to

properly schedule production.

TXT will use the result internally to enhance and apply application development paradigms to the

TXT Perform business line, specifically its platform for supply chain management that provides

data interoperability services through data transformations to manufacturing enterprises, fashion and

consumer goods under a TXT license.

Furthermore, the FI-PPP approach increases the capability to generate effective prototypes and

proof-of-concept projects and is perceived as a key enabling factor for increasing the customer base.


For individual exploitation, TXT will exploit its existing marketing and sales network at EU level,

so that just the technical integration of the four selected assets into existing TXT Perform and

NEXT solution needs to be addressed when developing proofs of concept.

The following roadmap is foreseen:

M30-M33: focused presentation of the four FITMAN assets and their relevant Trials to TXT

PERFORM / NEXT technical and commercial units

M36: conceptual integration of FITMAN assets into PERFORM solution: 2-3 PERFORM

business processes will be extended with FITMAN assets

M42: at least 1-2 TXT proofs of concept will include FITMAN assets as important

components

From M42 new instances are added in conjunction to presale activities and processes, for

increasing the prototype capacity of the sales process and prepare the ground enlarging the

customer base and open to for new customer domains.

Dissemination, communication and exploitation actions:

In the domain of Digital Manufacturing we performed preliminary exploitation actions in

two complementary directions:

o AFIL (Associazione Fabbrica Intelligente Lombarda http://www.afil.it/ ) is the Regional

agency devoted to the dissemination and transfer of new technology to the

http://www.afil.it/


19/11/2015 Deliverable D9.4 – v 1.0

50

manufacturing industry, especially SMEs. In this respect AFIL has a mandate from

Regione Lombardia in the Vanguard Initiative of DG REGIO

(http://www.s3vanguardinitiative.eu/ ) to coordinate the ESM Working Group about

Efficient and Sustainable Manufacturing. TXT has been presenting FITMAN platforms

and solutions in several moments, to several decision makers in AFIL and its associates.

TXT presented FITMAN in the Vanguard Thematic Groups about “Adaptive and smart

manufacturing systems" and “De- Re-manufacturing” . In the former community, we

collected several expression of interest from manufacturing companies in the Bergamo

and Brescia areas (e.g. Cosberg, Vinservice, Brembo, Porta). In particular, with Porta, a

collaboration with University in Brescia is in place to customize the FITMAN Smart

Factory platform for CPS-based manufacturing. With Vinservice and Brembo, the idea is

mostly proposing FITMAN as the technology platform on which to implement

industrial pilots in future factories of the future projects.

o University of Salento (Lecce https://www.unisalento.it ) and its spin-offs (e.g. EKA

http://www.eka-systems.com/) which are connected to the Apulian Technological

District of Aerospace (http://www.apulianaerospace.it/ ), joint action with Engineering.

In particular TXT is interested in the replication of the AW Trial in FITMAN to other

companies of the District. Exploitation meetings have been hold with Uni Salento (who

expressed their interest in five FITMAN specific enablers to be used in national projects

and EU projects such as Diversity), while further initiatives with GE AVIO and

ALENIA have been already planned and will take place before the end of the year.

AIOTI alliance for IOT Innovation

TXT organised the “FITMAN IOT for Manufacturing” workshop (Sept 2015) in the context

of AIOTI the IOT alliance. The workshop addressed how to leverage the FITMAN approach

in the context of Manufacturing and focussing on the IOT perspective. The stream is very

promising.

FINMECCANICA: TXT is planning actions to leverage on the AgustaWestland experience

and capitalize the added value and positive experience. In the context of

FINMECCANICA, the Italian shareholder of AgustaWestland and many other

organisations related to defence, aerospace, aeronautics, security, with the support of

AgustaWestland is active in disseminating the potentials of the FITMAN approach and

benefits. Initial activities were done towards Alenia Aermacchi, starting in Q2 2015 with

promising feedback, fur further pursue.

UNIVA and Lombardia Aerospace Cluster

Unione Industrali Varese in collaboration with Lombardia Aerospace Cluster organised the

workshop in the concext of the series “The Innovation Fronteer” Le Frontiere

dell’innovazione: Future Technologies for Manufacturing” in Oct 2015.

UNIVA "Unione degli Industriali della Provincia di Varese" is the local branch of Confindustria.

Confindustria system is the most important Italian entrepreneurial association, with more than

144 190 member companies employing about 5 400 000 employees.

The "Unione degli Industriali della Provincia di Varese" is the territorial association of the

Province of Varese; it has 1.251 member companies, employing about 67.000 employees.

Member companies range from the micro to small, medium sized and large enterprises: 90% of

companies has an average of 100 employees. Members include subsidiaries of multinational

based in the province of Varese. All sectors of the manufacturing system are represented. The

most important specialisations are: textile and clothing, mechanical sector, plastic manufacture;

chemical and pharmaceutical sector; publishing and paper; food and beverage.

Lombardia Aerospace Cluster is an integrated system of companies, technological expertise and

advanced scientific capabilities in the aerospace industry located in the Lombardia Region. One

http://www.s3vanguardinitiative.eu/

https://www.unisalento.it/

http://www.eka-systems.com/

http://www.apulianaerospace.it/


19/11/2015 Deliverable D9.4 – v 1.0

51

of the birthplaces of Italian flight, able to integrate many skills from the production of fixed to

rotating wings, satellite avionics, the most qualified materials and equipment systems for flight.

Lombardia Aerospace Cluster represents the state of the art in the regional aerospace industry

and research sector. Now there are 81 cluster members.

The FITMAN outcomes, approach and exploitation model appears inclusive, were very well

taken and raised interest. These subjects share the same objective: to develop and to enhance

aerospace excellence present in Lombardia and will be involved in the process.


TXT sees FML as a major opportunity for innovation. The participation to the FML LAB open

source project (possibly expanded in the FIWARE community) will dramatically increase the

bouquet of proof-of-concept cases well beyond the “ICT for Manufacturing” domain, boosting TXT

towards complementary domains such as logistics, retail and energy management. TXT is also

supporting the “Virtual Factory Reference Platform” in the FML HUB especially devoted to

manage enterprise collaboration and interoperability in supply chains. But the most relevant asset of

FML for TXT is the set of FML SHOWCASES which will allow the replication of our 10 Trials

experiences in similar industrial settings: the textile, automotive, aeronautics cases are in fact

success stories to be shown and possibly replicated in TXT customers’ portfolio (e.g. LACOSTE,

LOUIS VITTON, FIAT, MAGNETI MARELLI, ALENIA, AVIO). Last but not least, the FML

ACADEMY aims at creating a well-founded scientific background to jump into H2020 programme

in several domains. Both in the Factories of the Future and in ICT30 (Internet of Things) many

FITMAN concepts and tools (disseminated then via the FML ACADEMY) have been expanded to

create new Research and Innovation proposals. In particular, the PSYMBIOSYS FoF5 project

(about Product Service Systems www.psymbiosys.eu) uses the FITMAN IOT platform as the

backbone for Real-Digital World interconnection and interoperability. Regarding IoT (ICT30), TXT

has been involved, mostly thanks to the IOT platform and the SEM SE, in a proposal aiming at

deploying FIWARE solutions in smart cities with a specific focus on smart connected objects.


In planning individual exploitation and evaluating the financial development of the exploitation plan

it is important to underline that FITMAN results are released as Open Source licenced, and as such

the source for revenues mostly lies in the associated use of FITMAN foreground for boosting

regular customer project and application development (with an increased development efficiency

factor) and in the project customization, consulting, installation, training and maintenance services

offered with the deployment and customisation of Open Source components.

In this forecast plan, the costs are calculated based on the practice costs of consulting projects and

the revenues are calculated based on addressing 1 new customer project on the second year, 2 new

customer projects on the third year and 3 on the 4th year except for training consulting.

The first year will be dedicated to enhancing the solution, towards a set of products which is more

robust and stable for commercializing. No new customer is planned in the first year.

At the same time the FITMAN tools are also planned to be used as supporting instrument to

increase the productivity of proof-of-concept prototypes, leading eventually to new customer

projects. The increased productivity, even when not generating new revenues from new customers

or new projects, will significantly decrease the prototype development investment costs. As such

this represents a source of revenue in the form of negative effect on costs for development.

Initial assumptions:

http://www.psymbiosys.eu/


19/11/2015 Deliverable D9.4 – v 1.0

52


Further asset development 12 PM 60000

Marketing & sales 2 PM 8000

Hardware costs 2000

Total initial investment 70000

Return on Investment:

Year Initial

invest

ment

(€)

Total

Costs (€)

Total

revenu

es ( €)

Profit/loss

per year

ROI Accumula

ted

Profit/loss

(€)

Accumu

lated

costs (€)

Accumu

lated

revenue

s (€)

2016 70.000 25.000 27.000 -68.000 -68.000 95.000 27000

2017 20.000

65.000,00

45.000 64% -23.000 115.000 92.000

2018 20.000 98.000 78.000 111% 55.000 135.000 190.000

2019 20.000 135.000 115.000 164% 170.000 155.000 325.000

2020 20.000 135.000 115.000 164% 285.000 175.000 460.000

VTT, Technical Research Centre of Finland Ltd. 3.2.4.


VTT intends to exploit the FITMAN Assets in industrial assignments and technology transfer

projects in the following context;

o VTT has started up the For Industry programme, focusing on the development and

implementation of new business models and technologies for the manufacturing

sector. The key technologies of the programme include industrial internet, additive

manufacturing, automation, robotics and embedded intelligence. Widely exploitable

technologies adapted to the Finnish SME industries enable the needed boosting for

both domestic production and international competitiveness of the products and

services.

o Pro-IoT VTT programme: Improving the Productivity of Companies by Using the

IoT. VTT’s spearhead programme ‘Productivity Leap with Internet of Things’ (Pro-

IoT) seeks to capture the opportunities presented by the Internet of Things as a

powerful enabler of productivity gains.

o Finnish Industrial Internet Forum (FiiF) is a company driven activity that

catalyses concretize the Industrial Internet visions into a good, sustainable business

for Finnish companies. FiiF has over 200 member companies and is facilitated by

VTT. The objectives of FiiF are to:

Speed-up new businesses enabled by the Industrial Internet

New business and growth for existing companies and their value chains

New seeds for SME growth through new products, services and markets

New markets for product, service and ICT companies – for all companies in

industry turmoil


19/11/2015 Deliverable D9.4 – v 1.0

53

Boost start-up companies to grasp new opportunities in services or in

enabling technologies

o Finnish Metals and Engineering Competence Cluster Ldt. (FIMECC) SHOK

programme. FIMECC is an open innovation R&D company. The aim of FIMECC is

to increase and deepen the cooperation between companies, universities and research

institutes in R&D. FIMECC is the right cooperation partner for any organization

willing to co-create knowledge through strategic pre-competitive research. FIMECC

manages research in three strategic research themes through research programs that

address specific issues and research questions mentioned in the Strategic Research

Agenda.

o DIGILE SHOK programme. DIGILE aims is to increase the pace of development

of Finnish ICT and digital business, which in turn will ensure growth of the business

of the whole sector, and therein the creation of new jobs. Nowadays, digital business

is an essential part of all kinds of business as well as public services – not just ICT.

As one of Finland’s Strategic Centres for Science, Technology and Innovation

(SHOKs) – DIGILE’s role is not only to bring together and systematise research and

development, but also to ensure that the results of research are understood, applied

and adopted as part of companies’ business practice faster than ever before.

o National Programmes funded by Tekes – the Finnish Funding Agency for

Innovation (Tekes). Tekes is the most important publicly funded expert organisation

for financing research, development and innovation in Finland. Tekes boost wide-

ranging innovation activities in research communities, industry and service sectors.

Tekes promotes a broad-based view on innovation: besides funding technological

breakthroughs, Tekes emphasises the significance of service-related, design,

business, and social innovations.

Tekes recently launched three new programmes utilizing digitalisation:

5thGear, Industrial Internet – Business Revolution and Bits of Health.

Example of Project involving VTT; Creating Value in Circular Economy:

IoT-enabled User-driven Business Models in Circular Economy (Project

AARRE)

International research and development projects. VTT is already involved in EU

reaserach project in H2020 where FITMAN assets are further developed and used,

e.g.

C2NET - Cloud Collaborative Manufacturing Networks

Manutelligence - Product Service Design and Manufacturing Intelligence

Engineering Platform


FITMAN V&V Assessment Methodology.

Lessons Learned & Best Practices from Use Case Trials.

Requirements Engineering Methodology

Methodology for creating technology awareness of “FIWARE Technology


Apr-15 May-15 June-15 Jul-15 Aug-15 Sept-15 Oct-15 … … … … Sept-16 Oct-16 …. …

Activities:

1. Continuous development of new

research project proposals.

2. Collect cumulated experience and

Lessons Learned

3.Develop V&V and PI assessment

support material for FML

4. Collect experience and lessons learned

regarding involvement in the FI-PPP

FITMAN Project

FI-PPP Programme

Exploitation agreement

Post FI-PPP

Industrial exploitation


19/11/2015 Deliverable D9.4 – v 1.0

54

Activities description:

1. Continuous development of new research project proposals.

VTT is in a continuous process of creating new collaborative research project proposal and

marketing industrial assignment task. This is the normal operation mode through which VTT will

deliver expertise, new knowledge creation services and support to industrial companies and other

customers.

2. Collect cumulated experience and Lessons Learned from V&V assessment (WP7)

The results of the activity are achieved through the FITMAN Task 7.1

3. Develop V&V and PI assessment support material for FML.

VTT will develop generalized V&V and PI assessment support material, e.g. handbook, tutorial,

instructions or video clips to be used in the FITMANovation Lab initiative (FML).

4. Collect experience and lessons learned regarding involvement in the FI-PPP


VTT will support the FML by develop generalized V&V and PI assessment support material, e.g.

handbook, tutorial, instructions or video clips to be used in the FITMANovation Lab initiative

(FML).

The IVlab North Pole is expected to be reactivated during the next months after FITMAN project

closure. VTT will be in close contact IVlab North Pole and consider joining when the pole is active.

Datapixel 3.2.5.


DATAPIXEL is a technology provider specialised in developing 3D digitalisation systems and 3D

acquisition data. In this sense, DATAPIXEL provides complete solutions for the digitalisation,

processing, measuring and analysis of real objects. Its technology developments have been widely

used in manufacturing environments, especially for dimensional quality control purposes.

DATAPIXEL with its participation in FITMAN aims to consolidate its main markets and to achieve

new ones with the help of the developments performed within the FITMAN project. As said in the

previous versions of the exploitation plan, the main asset developed by DATAPIXEL in FITMAN,

SE4 – 3DScan, is mainly focused on the dimensional quality control in manufacturing industries.

Apart from this application 3DScan could also be used for other purposes in the context of

manufacturing environments, being useful in different areas of the value chain. These other domains

could for example be:

Prototyping and design: 3DScan can also be a relevant tool in the design phase and in the

following prototyping process. Digitalising can be especially useful to turn the design phase

into an iterative process towards constant improvement from a dimensional point of view.

The objective of this approach is to remove potential errors generated in the design phase

that could affect further phases and assure a dimensional quality global approach. The same

can be said for the prototyping process, in order to generate a final prototype.

Reverse engineering: 3DScan can be very useful for applications oriented to reverse

engineering. In this sense, 3DScan can help to extract dimensional data by exploiting the

digitalised components and trying to redo the way to generate a design file. This kind of

applications are becoming increasingly relevant in today’s industry and DATAPIXEL

believes that can be a promising business opportunity for its technology.

Inline manufacturing: DATAPIXEL can also deploy its technology, including 3DScan, for

inline dimensional quality control. One of the main advantages of 3D non-contact

technologies is the speed of the acquisition in comparison to contact systems. This is a great


19/11/2015 Deliverable D9.4 – v 1.0

55

advantage to measure inline, with the time saving that this means, keeping as well the

standard of the quality control.

As it can be seen, DATAPIXEL’s technologies are relevant in manufacturing environments where

dimensional quality requirements are very demanding, without slowing the production rhythms.

DATAPIXEL also foresees for its technology, especially for 3DScan, new business opportunities in

other domains apart from manufacturing industries. It is believed that 3D digitalisation technologies

can have a growing impact in different fields that are increasingly adopting 3D technologies, such

as:

Art and design

Fashion

Architecture

Leisure


The main asset produced by DATAPIXEL within the FITMAN project is the SE4 – 3DScan. It is

an Open Source tool that can be downloaded through the FITMAN catalogue. This asset, as

explained in the previous section, can be exploited in the traditional markets of DATAPIXEL, in

different fields, as well as in new markets.

DATAPIXEL has also used in the project the Private Component 3D Point Cloud Analysis

Processing. This software tool is a commercial component that can be exploited in the same

markets as the SE4 – 3DScan as an essential subsystem of the whole 3D digitalisation system.


Figure 7. Exploitation roadmap


The FITMAN result will need some further developments and adjustments. The additional services

that will be commercialised by DATAPIXEL together with the deployment of the 3DScan SE

include consultancy (including the use of the 3D Point Cloud Analysis and Processing module) ,

installation, bug fixing and/or customisation. DATAPIXEL will also offer the possibility to use all

thesse capabilities for a particular use as a service. So two different products are considered: 1)

Suplementary services associated with the deployment of the 3DScan; 2) Use as a Service of the

capabilities of the 3DScan + the suplementary services for an occasional use.

The prices of the different products are fixed in 5.000 € for the suplementary services and 2.500 €

for the use as a Service.


19/11/2015 Deliverable D9.4 – v 1.0

56

Exploitation costs are estimated as 3.000 € for the suplementary services and 1.800 € for the use as

a service.

Further costs and adjustments (including initial marketing investments) are estimated as 40.000 €

and will be counted in 2015.



Further asset

development 8 32.000


Total initial

investment 10 40.000

- Estimated exploitation costs:

Product Exploitation

costs (€)

Supplementary

services 3.000

Use as aaS 1.800


Revenues

forecasts

2016 € 2017 € 2018 € 2019 € 2020 €

Forecasted sales

Supplementary

services (unities)

3 4 8 10 12

Supplementary

Services (€) 15.000 20.000 40.000 50.000 60.000

Forecasted sales

Use aaS (unities) 1 2 4 6 8

Use aaS (€) 2.500 5.000 10.000 15.000 20.000

Total revenues 17.500 25.000 50.000 65.000 80.000


Yea

r

Initial

investm

ent (€)

Exploita

tion

costs (€)

Total

revenues

( €)

Profit/lo

ss per

year

ROI Accumulat

ed

Profit/loss

(€)

Accumulat

ed costs (€)

Accumulat

ed

revenues

(€)

201

5

40.000 -40.000 -40.000 40.000


19/11/2015 Deliverable D9.4 – v 1.0

57

201

6

10.800 17.500 6.700 17% -33.300 50.800 17.500

201

7

15.600 25.000 9.400 24% -23.900 66.400 42.500

201

8

31.200 50.000 18.800 47% -5.100 97.600 92.500

201

9

40.800 65.000 24.200 61% 19.100 138.400 157.500

202

0

50.400 80.000 29.600 74% 48.700 188.800 237.500

According to revenues forecast we will obtain the break-even point in the fourth year, which is

attractive for investors.


The role of DATAPIXEL in FML will be mainly to back up the SE4 – 3DScan, as well as the

development of new business opportunities based on 3D digitalisation. This part of the work will be

conceived and executed in close cooperation with developers and industries.

DATAPIXEL will also be open to identify new requirements and development opportunities for

new SEs or even for extending the performance and scope of the existing ones.

German Institutes for Textile and Fiber Research Denkendorf (DITF) 3.2.6.


Specific Enabler MoVA (Advanced Management of Virtualized Assets)

Claim: Create added value by structuring information and retrieve on your fingertips

The German Institutes of Textile and Fiber Research Denkendorf (DITF) represent Europe’s largest

textile research center, with a research staff of over 300 employees. DITF-MR develops new

concepts, methods and tools for strategic and operational management as well as new organisational

structures in and between enterprises.

With MoVA, DITF-MR has the possibility to broaden the scope and to look for manufacturing

companies and service providers in other sectors and market segments and emerging textile-related

sectors (design-based consumer goods, fiber-based materials, machinery producers). The target

groups are machine producers, manufacturing SMEs and clusters (groups of SMEs). Special focus

is put on textile & clothing industry via European Association Euratex and related ETPs, e.g. the

ProsumerNet Initiative which recently became a cross ETP linked to manufacturing.


The FITMAN Specific Enabler for Manufacturing Asset Management provides VAaaS to

customers with basic features for handling both, domain specific ontologies as well as virtualized

in-/tangible assets including an intuitive interface with graphical highlights and e. g. drag-and-drop-

features. It allows manufacturing Ecosystem participants to dynamically discover and compose

services on the fly. All virtualized in-/tangible assets will be characterised by multiple semantic

description data, attributes with multiple value sets will be supported. Lots of helpful attribute types

are available, that help ICT users to get familiar with the asset descriptions. A hierarchical

organisation of the assets will make use of inheritance mechanisms and therefore facilitate the easy

maintenance of the semantic descriptions. Data import (USDL-files) generation of relevant

information structures is done in a semi-automatic way via dedicated APIs.


19/11/2015 Deliverable D9.4 – v 1.0

58

Dynamic discovery is supported in several ways, e. g. by navigation and retrieval, including fuzzy

search and multi-hierarchy criteria. In addition to the graphical user interface a web service

interface providing retrieval functionalities is available.


The experience during the trials brought MoVA to a new level, as we had the opportunity to study

requirements from various sectors and stakeholders. The results of the Fitman trials yielded

additional functionalities, an improved user interface and new fields of application.

MoVA is disseminated via workshops, seminars and will be a standard tool in new research

projects. A strategy will be drafted. First dedicated marketing activities at bigger companies such as

machine producers (some first promising visits took already place in Q1 2015, more to follow). The

weaving machine producer Lindauer Dornier (1000 employees) asked for a detailed offer and an

implementation plan. Another machine producer, Brückner Technologies, also showed interest and

is currently asking for an offer. The machine producers work as multipliers, as they will make

MoVA part of the machine software distributed to their customers. We expect to close at least one

contract with a machine producer in 2016, resulting in 100 MoVA installations per year. These

activities are in line with the German high-tech strategy towards “Industry 4.0”.

In 2016 we are also going to approach smaller companies and companies of related sectors (fiber-

based materials etc.) via cluster organizations such as AFBW and national research project board

members. We expect 10 new installations at companies in 2016. DITF is present at the two

international big fairs of the sector, i.e. Techtextil (June 2015) in Frankfurt, Germany and ITMA

(November 2015) in Milan, Italy.

DITF will continuously support and maintain MoVA. New functionalities will be added, always

keeping MoVA an open source system. Funded research projects are an important part for the

further development and for the exploitation. The development roadmap is the following:

• 2015 Q3 LDAP Connection

• 2015 Q4 Identification of parameters in time-series

• 2016 Q2 Visual Process Management

• 2016 Q3 Interfaces to ERP and lab-management

• 2016 Q4 Knowledge Containers for Learning

• 2016 Q4 Advanced Access Management

• 2017 Q1 Rendering of data for Search Engines

• 2017 Q3 Business Process Modelling (incl. graphical modelling tools)

MoVA plays for example a major part in the H2020 project TCBL (Textile and Clothing Business

Labs) in the Clothing sector. We expect to have 100 installations at the end of this project.

In Fitman DITF introduced the concept of creating a little demo application out of a real world

application. We will continue this strategy and add additional demos to the according platforms and

websites.


The MoVA Specific Enabler is available in the FML and will be maintained continuously.

Additional demos for various use cases will be added. We expect to have 4 new demos in 2016.

BIBA 3.2.7.


The deployment of SEMed in the application domain of Digital Factories opens for SEMed a new

range of application scenarios in which SEMed could demonstrate its applicability through the


19/11/2015 Deliverable D9.4 – v 1.0

59

positive evaluation in the FITMAN Trials Volkswagen, Consulgal and AIDIMA. The increasing set

of application domains provides additional research topics and potential research partners for future

research projects. The Virtual Factories according to the interoperability of business data and Smart

Factories according to MDE/BDE data are such kinds of possible application domains and could be

explored in future activities. Apart of the additional research activities, the availability of SEMed as

part of the Open Source community offers new possibilities for ongoing implementation which

focus more on usability and daily usage.


SEMed is a mature middleware layer developed by BIBA for semantic, virtual interoperability and

integration specifically of item-level product lifecycle data. It provides standard and de-facto

standard access to information in a wide range of Enterprise data sources and repositories for

Digital Factories. It has been extended via additional wrappers for supporting Digital Factory

applications via the experimentation and evaluations carried out in the trials and evaluated. The

range of functions is adequate to integrate SEMed in application domains which data sources are

databases or XML file repositories.


The exploitation of SEMed is based on two cornerstones. The first cornerstone is the provision of

SEMed as Open Source tool which has been already occurred. The current distribution platform is

the FITMAN catalogue. The next step of the exploitation is to add SEMed to additional distribution

platforms to increase its visibility. The web platforms FML Portal and GITHub will be used to

extend the visibility. Furthermore, the creation and provision of complete manuals will improve the

usability and in consequence the acceptance of SE SEMed. Apart of the exploitation over the

internet, SEMed is part of the technology transfer center “Kompetenz- und Transferzentrum” at

BIBA. Here, guides for SME, companies, research institutes were and will be organized. The

expectation is to identify potential exploitation opportunities through these activities.

The approaches and research topics beyond SE SEMed will be focussed in further research projects,

teaching and acquisitions activities. As an instance, Falcon is a European research project in which

a wrapper, which will be compatible with SEMed, will be developed. The current acquisition

activity is the presentation of FITMAN at the Meyer Werft in September 2015. Furthermore, the

research topics will be inserted in the future H2020 proposals.

All mentioned activities are summarized in the following roadmap, which does not focus on the

ongoing implementation activities for SEMed.


19/11/2015 Deliverable D9.4 – v 1.0

60

Figure 8 Road Map for SEMed


BIBA is part of the FML and will use the FML portal to demonstrate the capabilities of SEMed.

Apart of the demonstration, BIBA is registered in the Helpdesk and will provide support for the set

up and usage of SEMed.

Politecnico Di Milano (POLIMI) 3.2.8.

POLIMI is the first technology university in Italy (24th in the world) and it is fully committed to

transfer to its students innovative concepts directly from the research and with direct application on

the field. To such purpose POLIMI is fully committed to transfer methodologies, outcomes and

lesson learnt in FITMAN.

POLIMI is deeply involved in research for innovative Manufacturing Industry paradigms and in this

area FITMAN project will generate results that are going to be transferred in PMIs of Italian

manufacturing industrial sectors where POLIMI has collaborations on going.

New paradigms for Application development based on FI-WARE will become part of the

manufacturing courses (Industrial Technologies – Advanced Processes) teaching of ICT

Architecture for Manufacturing and component-based approaches to automation and process

control.

Exploitable

Results

POLIMI is mainly interested in the methodologies and tools developed in the

project for supporting manufacturers in in assessment and benchmarking of ICT

implementations. POLIMI is interested in particular in the Best Practices

developed in FITMAN that enables more effective and efficient implementation of

ICT architecture in business environments. Such contribution will come mainly

from D7.2 FITMAN Smart- Digital-Virtual Factory Trials Experiences

POLIMI is also interested to insert outcomes and synthesis of Trials experience for

educational purposes D8.1 FITMAN use case Trials comparative evaluation.

Exploitable

opportunities

As an academic institution, POLIMI will use FITMAN results mainly for

educational and research purposes. POLIMI will use the models, concepts and

methodologies developed in the project in master courses given in the Department


19/11/2015 Deliverable D9.4 – v 1.0

61

of Engineering, Economics and Management (namely Industrial technologies and

Production Management) as well as a basis for the future research projects and

PhD thesis.

As the leading technical University in Italy, POLIMI will present the results of the

project in research and industrial platforms, where POLIMI participates as key

member, i.e. MANUFUTURE-FI and EFFRA. Moreover, POLIMI knowledge

transfer activities within the Industrial sector organizations will enhance

opportunities for further business investment and development.

POLIMI is also providing solutions in terms of software and services via its labs

(FoF Solution Center) and spin-offs.

Benefits and

Impact

POLIMI will benefit from the possibility to use the FITMAN results to strength its

presence as participant in the various boards of international organization and

committee as well as advisor of Italian Industry Sector organization and

associations. Furthermore benefit for POLIMI is to use FITMAN results to

improve its on-going and future research projects and to enrich the current content

of university courses with the methods and concepts developed in support of the

future sustainable and environmental aware manufacturing systems. The POLIMI

students, future production managers and industrial engineers, will greatly benefit

as well.

IP

Management

POLIMI will use either IP created by the organisation or public information,

patenting and copyright will be managed as needed.

Namely are going to be disseminated to Enterprise ecosystem the Public

deliverables regarding experiences and lesson learnt, as well the comparative

analysis carried out among trials belonging to different industrial sectors. Utilized

IP is coming from the following deliverables: Deliverables D7.2 FITMAN Smart-

Digital-Virtual Factory Trials Experiences D7.4 FITMAN Recommendations and

Best practices and D8.1 FITMAN use case Trials comparative evaluation

Business

Model

As Educational institution Politecnico di Milano doesn’t pursue as main objective

the profit, but via its spin-off, technology transfer initiative and consultancy, he is

going to recover costs for further research activities. Such cost recovery will

mainly cover costs for involved people as PhD candidates and researchers.

POLIMI is not directly involved in FML.

IPK 3.2.9.


In FITMAN IPK provides a private cloud infrastructure for the VW trial as well as the technical

trial realization. This will lead to further research and service activities in terms of modular

shop-floor IT integration into modular platform concepts as well as the improvement of the

production planning process not only in automotive.

The following FIWARE related business opportunities will be tackled:

Cloud provision

Applying USDL like approaches in industry

Extension of services



19/11/2015 Deliverable D9.4 – v 1.0

62

IPK private cloud technology

LogoLayout

Service related to data abstraction

Knowledge about FIWARE components

Fraunhofer IPK also supports the LED Lighting Trial, providing a methodology and developments

for Visualisation and Transparency of Supply Networks. The research activities in this area will

further continue, which will lead to an improvement of the solution to provide additional services

for the management of supply networks. This provides a base to explore further business

opportunities in the field of management and visualisation of supply networks.

Assets to be exploited:

• Solution for Visualisation and Navigation in Supply Networks

• Information models, elements and dependencies

• Ontology creation and managements


19/11/2015 Deliverable D9.4 – v 1.0


24 25 26 27 28 29 30

Activities: Mrz 15 Apr 15 Mai 15 Jun 15 Jul 15 Aug 15 Sep 15 Okt 15 Nov 15 Dez 15 Jan 16 Feb 16 Mrz 16 Apr 16 Mai 16 Jun 16 Jul 16 Aug 16 Sep 16

1. FITMAN analysis

2. Analysis of potential extensions for achievement of a wider application range

3. Evaluate the opportunity to dedicate the cloud to different industrial customers in terms of available of resources and compliance to the IT policy

4. Adaptation of FITMAN solutions related to the identified challenges

5. Establishing the marketing material

6. Training for the IPK consultants (key accounts)

7. Guidelines and training material for end users (coaching concept)

8. Marketing actions (Workshops, Fairs, …)

9. Evaluation of marketing actions and adaptation

10. Continuous solution evolution depending on market demands

11. Extension of the solution with new services and applications

12. Maintenance and support

Dissemination: e.g. booth at “Hannover Messe Industrie”, Dissemination: colloquium on production technology in 2016


19/11/2015 Deliverable D9.4 – v 1.0


Fraunhofer IPK is intending to participate to and contribute to the FITMANovation Lab initiative,

that is, the instrument for exploitation and sustainability of FITMAN project activities and results.

Fraunhofer IPK affirms that the FITMANovation Lab initiative is in line with its business

innovation goals and aspirations and consistent with its strategies. IPK is leading partner of the

German pool of the INTEROP-VLAB (DFI-e.V.) by this way IPK will also participate in the FML

community group of the INTEROP-VLAB.

COVENTRY UNIVERSITY 3.2.10.


Consultancy services and Knowledge Transfer Programmes funded under national schemes

to support industry development to support ICT SMEs and manufacturing VOs developing

collaborative platforms. Methodology for implementation of FI-WARE technology directly

where applicable, and also in design of architectures to support other cloud manufacturing

architectures in general enhances and expands expertise underpinning these services.

Expertise for application in further research. CU has involvement in European and

nationally funded research projects involving service deployment and delivery in particular

in cloud manufacturing. The architectural and implementation experience from FITMAN is

directly relevant, and will inform and enhance research results.

Demonstration of research impact, to inform research assessment criteria imposed by

national government. As an active member of INTEROP-VLab Coventry University already

demonstrates impact on the direction of research in a number of domains. CU will therefore

exploit this result through participation in FML development planned within the activities of

INTEROP-VLab.


Experience and knowledge of development and implementation of service-based

applications to deliver cutting edge solution methodologies for manufacturing SMEs and

larger enterprises.

Proven methodology for service development and application in manufacturing SMEs and

larger enterprises.


Activities: 13 14 15 16 17 18 19 20

21 22 23 24 25 26 27

28 29 30

….

Example

abr-

14

may

-14

jun-14

jul-14

ago-14

sep-14

oct-

14

nov-

14

dic-14

ene-15

feb-15

mar-15

abr-

15

may

-15

jun-15

jul-15

ago-15

sep-15

1. Establishment of FML 2. Establishment of robust implementation of FIWARE and FITMAN Platforms Timescale unknown

3. Selection of research project opportunities exploiting knowledge and expertise from FITMAN

1. Establishment of FML: This process is currently in hand by the FITMAN consortium and

INTEROP-VLab, and evolution will continue beyond the termination of FITMAN.

2. Establishment of robust implementation of FIWARE and FITMAN platforms: This activity,

seen from the perspective of Coventry University, is not clearly progressing, especially in


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65

the context of FIWARE. However take up of technology cannot proceed until clear long

term commercial grade support of all software and platforms is established, and without this

take up the exploitation of FITMAN by CU in demonstrating impact from research is

limited.

3. Selection of research project opportunities exploiting knowledge and expertise from

FITMAN: This is an ongoing activity. No remaining calls for proposals appear in the H2020

Work Programme for 2014, so this activity will recommence as the 2015 Work Programme

is published.


Coventry University is an active participant in the FML Community Group constituted within

INTEROP-VLab. Exploitation is expected to take the form of evidenced research impact through

contribution to governance for FML: Prof. K. Popplewell will be appointed by INTEROP-VLab as

ex official member of the FLM Steering Group.

Income anticipated as a result of FITMAN

As a support partner in the UK trials, Coventry University does not hold rights to marketable IPR

arising directly from FITMAN activity, but rather sees the knowledge and expertise gained from

participation in the project, together with the evidenced research impact arising both within the

project and through ongoing activity in FML, as contributing to the University’s ability to win

future research funding for projects in related domains, and to the potential enhanced income

deriving from future enhanced national research impact assessment. It is not however possible to

assign specific monetary values to such benefits, since they are driven by many measures, only

some of which are attributable to FITMAN.

BOURDEAUX UNIVERSITY 3.2.11.


UB’s contribution to FITMAN has been mainly focusing on the Virtual Factory trials and on the

assessment of performance of VF applications.

The lessons drawn will allow UB to contribute to future H2020 proposals (ICT, FOF, FET), as well

as to elaborate new curricula, both national and international, and vocational courses for engineers.

UB will apply to H2020-ITN and ERASMUS calls.

Consultancy activities are more specifically targeted on SMEs wishing to develop virtual platforms

to join manufacturing networks. The requirements here are to be able to rapidly deploy cheap

solutions to allow the focal SME to interface its activity to its ecosystem (clients, technology

providers, suppliers…). The FI-WARE technology experimented in FITMAN through the Virtual

Factories use cases matches such requirements. In the Aquitaine Region, there exists a need for

reorganizing the wood sector (harvest, transport and first transformation activities) in supply chains

in which small actors have to cooperate to enhance their productivity and respond to market

opportunities. The development of virtual Marketplace functionalities, of open call for tenders, of

CRM systems for SMEs is one of the keys to maintain traditional activities in the coming

ultracompetitive world.


Among FITMAN’s assets, UB intends to exploit the following ones:

• Lessons Learned & Best Practices from Virtual Factory Trials

• Virtual Factories Extensions Implementation (DITF) and Performance Assessment

UB plans to customize FI-Ware services for the development of SMEs-suitable collaborative

platforms.


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66

The assets will be adapted to make them fit SMEs requirements (delay and cost). An SME-

dedicated methodology to identify the AS IS situation of the SME, modelling its processes,

identifying the existing ITs in their heterogeneity, and the TO BE targets determining the Virtual

Factory functionalities, guiding and testing the implementation of solutions based on FI-WARE

technology will be elaborated.


UB’s exploitation plan is to elaborate a complete methodology to support the deployment of SME-

dedicated Virtual Platforms together with an Performance Indicators system (deadline mid of 2016).

The methodology will be tested in an SME from the wood sector in the Aquitaine Region (deadline

end of 2016).

Once validated, the methodology will be detailed and compile in a guide which will be usable to

support consultancy activities, as well as be disseminated through Educational and Vocational

courses (deadline mid of 2016).


UB is one of the founders and a member of INTEROP-VLAB Aisbl, in which FITMANovation Lab

will be integrated as a Community Group.

UB will bring tools and methodologies for implementing Business Performance modelling and

measuring systems.

UB will support FITMANovation Lab in the deployment of Virtual Factory platforms by exploiting

the assets of FITMAN T6.4 in Performance Indicators.

Financial estimation

Assets to be exploited:

Lessons Learned & Best Practices from Virtual Factory Trials.

Virtual Factories Extensions Implementation (DITF) and Performance Assessment

UB being a research non for profit organisation, the expected revenues come funded joint research

projects, consultancy and training activities.


It is no needed an initial investment.

- Estimated costs:

Annual costs (€) 2016 € 2017 € 2018 € 2019 € 2020 €

Personnel 150.000 150.000 150.000 150.000 150.000

Infrastructure

costs

- - - - -

Operator

training costs

5.000 5.000 - - -

Maintenance - - - - -

Sales & Project

proposal

preparation

- - - - -

…


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67


Revenues

forecasts (€)

2016 € 2017 € 2018 € 2019 € 2020 €

Consultancy 5.000 10.000 15.000 20.000 20.000

Sales

Training &

education

programs…

5.000 10.000 10.000 10.000 10.000

Funded Projects 200.000 200.000 200.000 200.000 200.000


Yea

r

Initial

invest

ment

(€)

Total

Costs (€)

Total

revenu

es ( €)

Profit/lo

ss per

year (€)

RO

I

Accumulat

ed

Profit/loss

(€)

Accumulat

ed costs (€)

Accumulat

ed revenues

(€)

201

6

- 155.000 210.000 55.000 55.000 155.000 210.000

201

7

- 155.000

220.000 65.000 120.000 310.000 430.000

201

8

- 150.000 225.000 75.000 195.000 460.000 655.000

201

9

- 150.000 230.000 80.000 275.000 610.000 885.000

202

0

- 150.000 230.000 80.000 355.000 760.000 1.115.000

According to revenues forecast we will obtain the break-even point in the first year.

IT-INNOVATION 3.2.12.

The IT Innovation Centre is an applied research centre advancing information technologies and

their uptake in industry, commerce and the public sector. Part of Electronics and Computer Science

at the University of Southampton, IT Innovation is an international leader in applied research in

Future Internet technologies including secure service-oriented systems, information discovery and

decision support, and digital asset creation and management. We address the intersection of

technical, business, operational and societal challenges. In particular, in FITMAN IT Innovation

was involved both in technical aspects of trials through the use of the SAM tool to model access

policy outcomes and in a general security analysis of FIWARE GEs and in societal aspects such as

through studying the socio-economic impact of FITMAN trials.

IT Innovation works with both private clients and with partners in research programmes involving:

secure service-oriented systems; information discovery and decision support; archiving and

retrieval; Internet of Things; and the relationship of technology to new business models, processes


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68

and values. We present our results as software demonstrators, white papers, confidential reports and

targeted academic publications.

IT Innovation has a strong record of collaborative research in UK and EC programmes. We have

coordinated or participated in more than sixty high-impact projects in ESPRIT, FP5, FP6, FP7 and

H2020 programmes, frequently leading work packages or project wide software integration. The

informal European and National networks and formal research and innovation networks (such as

NESSI which is chaired by IT Innovation) arising from these collaborations provide our primary

marketing channels for the exploitation of the knowledge and experience gained in the FITMAN

project.

Through the FITMAN project, IT Innovation has contributed and gained understanding of various

aspects of FI technology and its application. Our exploitable results include:

• a methodology for creating technology awareness in EU Innovation and Entrepreneurship

networks;

• a new user co-creation and engagement method;

• a methodology for SME service and application development based on FITMAN platforms;

• best practices for SME engagement;

• a security analysis of FIWARE GEs; and

• a socio-economic impact assessment methodology.

The first four results listed above were analysed in more detail in previous versions of the FITMAN

exploitation. They along with the two additional items represent broadly applicable knowledge and

expertise gained partly in the FITMAN project, which will be used mainly in private client

consultancy work and in further research projects, marketed through our informal and formalised

networks.

The security analysis of FIWARE GEs and the identification of gaps in their coverage is more

directly useful within IT Innovation, in the context of existing projects. Many of our project involve

creation of proof of concept or demonstrator systems, and FIWARE is a candidate implementation

platform for much of this work. The analysis conducted in FITMAN will enable us to adopt

FIWARE where it is appropriate, and avoid using it where the security requirements cannot be

addressed.

Much of IT Innovation’s work has been in the area of socio-economics, in particular in developing

the Socio-Economic Impact Assessment (SEIA) methodology. This work is already being applied in

the HUMANE project (researching human-machine networks) in which IT Innovation is a partner,

where it is being taken into the Responsible Research and Innovation in ICT-related projects (RRI-

ICT) initiative where the approach will be more widely disseminated and exploited. We are also

using the methodology in the H2020 OPERANDO project (on Privacy) to evaluate the impact of

our SAM technology in helping users and service providers manage and respect privacy constraints

on the users’ personal data. In addition, IT Innovation has already hosted an Operational Research

MSc student working on extensions to the SEIA methodology. We will continue with these

exploitation approaches in the future.

IT Innovation is unable to join the FML, because it is a precondition that we join I-Vlab, and we are

unable to justify the subscription costs given its incremental value beyond the other (somewhat

overlapping) networks in which we already participate. We nevertheless will support the FML on a

best efforts basis as defined in the Exploitation Agreement.

DFKI 3.2.13.



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69

Founded in 1988, DFKI today is one of the largest non-profit contract research institutes in the field

of innovative software technology based on Artificial Intelligence (AI) methods. DFKI is focusing

on the complete cycle of innovation - from world-class basic research and technology development

through leading-edge demonstrators and prototypes to product functions and commercialization.

Based in Kaiserslautern, Saarbrücken, and Bremen, the German Research Center for Artificial

Intelligence ranks among the important "Centers of Excellence" worldwide. An important element

of DFKI's mission is to move innovations as quickly as possible from the lab into the marketplace.

Only by maintaining research projects at the forefront of science DFKI has the strength to meet its

technology transfer goals.

DFKI plans to combine FITMAN results with results from related projects running at DFKI and the

technologies developed in these projects to provide solutions to industrial partners. DFKI will use

its strong links to industry (via its industrial shareholders – including SAP, Software AG, German

Telekom, Intel, and Microsoft) to offer and promote the technology developed in the FITMAN

project to its partners. For example this will happen via the bi-annual briefings of the DFKI

shareholders as well as through its numerous projects, many of which are in the areas of 3D-

Internet, Simulated and Augmented Reality, Internet of Services, Internet of Things, and other areas

related to FI-MAGIC. DFKI does not plan to develop and provide products in their own right but

rather plans to build dedicated solutions and to provide consulting for industrial clients based on the

technologies developed in the FITMAN project.


Major exploitable assets from FITMAN results are for DFKI the 3D Collaborative Web Viewer

(C3DWV) and DyVisual for dynamic and interactive visualization of 3D content in the context of

the World Wide Web. Regarding the C3DWV and DyVisual, DFKI is pursuing the following

evolution plan after the end of the FITMAN project in September 2015, also in order to possibly

support (future) Phase III projects in this way:

A new version of the C3DWV planned for March 2016:

This release is focusing on the implementation of a full-fledged REST API. This will turn

C3DWV into a shared scene-graph service where multiple applications can work on a shared

representation of a virtual 3D scene.

A new version of the C3DWV planned for September 2016:

This release is focusing on the user-interface and user experience to lower the entry barrier

for novice users.

A new version of DyVisual is planned for March 2016:

This release is focussing on providing a royalty free avatar for the TRW use case and the

BVH player.

INTEROP-VLab 3.2.14.

INTEROP-VLab (I-VLab), the International Virtual Laboratory for Enterprise Interoperability, is an

initiative to develop networked research and Innovation in the Enterprise Interoperability (EI)

domain and associated domains (Future Internet Appplications (FIA) and Enterprise Systems

Applications (ESA)). Created on March 2007 as an AISBL (Association Internationale Sans But

Lucratif) under the Belgian law, I-VLab co-ordinates 56 institutions from 12 countries (including

China) and over 200 researchers.


I-VLab is a non-profit organisation.


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The economic model that I-VLab will use is the concept of “Communities”. A community is formed

with I-VLab partners who agree to use one method often supported by an IT open source product.

The partners pay annual fees plus an additional amount depending on the service requested:

training, support for the implementation, evolution of the application.


I-VLab’s consultants will propose:

- Training on ECOGRAI

- Regular consultancy to assist the manufacturer through the application of the ECOGRAI

methodology. Definition of the various steps, validation and verification of the concepts (objectives,

decision variables, performance indicators)


Exploitation of WP2-R2 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 ….

abr-

14

may-

14

jun-14

jul-

14

ago-14

sep-14

oct-

14

nov-

14

dic-

14

ene-15

feb-15

mar-

15

abr-

15

may-

15

jun-15

jul-

15

ago-15

sep-15

1. Analysis of FITMAN results, lessons learned

2.Elaborate a case study on ECOGRAI including a training lessons

3.Marketing strategy to raise awareness

4.Search of Partners

After a thorough analysis of the FITMAN results which could be suitable for the I-VLab

exploitation, I-VLab has reached the conclusion that the “Simplified ECOGRAI methodology” is

the only result which will be integrated in the I-VLab consultancy offer. I-VLab will elaborate

examples on the ECOGRAI solution to fit partners’ needs.

I-VLab will then create marketing strategies to raise awareness through the pole members and the

partners. Dissemination events will be organised.

The last part of the roadmap in the given timeframe will be the search for Partners which will be

linked to our continued awareness strategy.


INTEROP-VLab will support the FML from a legal point of view, by offering a legal frame to the

FML structure.

The I-VLab Internal Rules provide for the creation of specific groups like Community Groups

within I-VLab, under the authority of its General Assembly.

The Community Groups relate to the exploitation of results from funded research projects like

FITMAN

The FML CG would be accountable to the I-VLab General Assembly through the Board of

Directors.

An I-VLab Director will become member of the governing body of the FML to facilitate

ratification, avoid delays and be fully aware of the actions taken.

Interested FITMAN partners would join I-VLab to participate in the FML CG.

The business part of the FML would be performed directly by the Partners involved.


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UPV 3.2.15.


FITMAN technology developed and FML assets will open new business opportunities to UPV.

Thanks to the new platform instantiated for Furniture SMEs based on the platform developed for the

trial will open:

New enterprise agreements through the offering of new services on trends identification and

data analytics on CIGIP (research center within UPV) that will impact on the number of

enterprise agreements.

New enterprise agreements through the offering of SaS of the furniture platform. In

coordination with AIDIMA, UPV has open a line of licensing opportunities to be exploited

on institutes with research departments, where tools such as the one developed is seen as a

competitive advantage.

New R&D projects, from the know-how acquired on FIWARE core technology and on

FITMAN and FML assets.

FITMAN provides more and better accessibility and approachability to industrial companies’ real

problems and needs related to:

Intelligent information processing,

Data mining,

Business trends identification and analysis and

Business collaboration


The main asset to be exploited is the Digital Factory Platform instantiated for Furniture SME

Industrial trial. This platform is the instantiation of the generic platform for digital factory along

with the trial specific components developed by UPV. This platform also includes the FML CPD

platform. The furniture trends forecasting for product development is composed of three modules:

Furniture Trends Forecasting for Product Development. We intend to:

o Specific customization for configuring the software with priorities, information

sources and internal algorithm customization.

o Further research and expertise for further projects (local and European projects).

o Consultancy Advisory Services.

Opinion Mining in Furniture Product. We intend to:

o Specific customization for configuring the software with social channels,

categories, customizing the ontology for opinion mining and customizing the

charts.

o Further research and expertise for further projects (regional, national and

European projects) and/or private business agreements.

o Consultancy advisory services and training services.

Collaborative Work for Product Design. We intend to:

o Customizing the widgets to be considered when collaborating the different

partners of a value chain.

o Further research and expertise for further projects (local and European projects).

o Consultancy advisory services and training services.



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The FITMANovation Lab (FML hereinafter) will be used as an exploitation instrument beyond the

project. FML constitution as a group of interest within INTEROP V-Lab is fully compliant with

UPV exploitation model and UPV interest. Since the creation of INTEROP-VLab in 2007, UPVLC

has been partner through INTERVAL, the Spanish Association of INTEROP-Vlab. UPVLC is

interested and has signed the FML exploitation agreement. UPV interest of FML is:

UPV will provide its trial instantiation platform as an asset to the FITMAN Trials

Showcase for Manufacturing SME kind of assets.

UPV will endorse some of the specific enablers (i.e. Anlzer, SEMed, C3DWV) with its

expertise acknowledged in the project.

UPV will be support the following FML services:

o Communication, marketing and community expansion services.

o Awareness, training and education services.

UPV will use FML support to:

o Replicate trial results.

o Evolve the current trial solutions with the evolution of FML assets.

o Offer training and advise services.


2016 2017 2018 2019 2020

Costs 80.200 € 139.000 € 166.500 € 204.500 € 289.500 €

Personnel

Analyst 35.000 € 35.000 € 35.000 € 35.000 € 70.000 €

Programmer 25.000 € 50.000 € 75.000 € 75.000 € 125.000 €

Sales personnel 35.000 € 35.000 € 70.000 € 70.000 €

Marketing

bouchures, videos, web 1.500 € 1.500 € 2.000 € 2.000 € 2.000 €

Sales outsourcing effort 4.000 €

OpEx

Office costs 3.000 € 3.000 € 3.000 € 3.000 € 3.000 €

Software and telecoms 7.000 € 7.000 € 7.000 € 7.000 € 7.000 €

Travel exprenses 2.000 € 3.500 € 3.500 € 6.000 € 6.000 €

Equipment and capex 1.500 € 2.500 € 3.000 € 3.500 € 3.500 €


05/11/2015 Deliverable D9.4 – M30

73

Costs of Goods sold

Cloud / HW infrastructure 1.200 € 1.500 € 3.000 € 3.000 € 3.000 €

Revenues 0 € 130.000 € 200.000 € 600.000 € 1.380.000

€

Consultancy / Specific integration/development 0 € 70.000 € 80.000 € 120.000 € 180.000 €

Licenses / software fees 0 € 60.000 € 120.000 € 480.000 € 1.200.000

€

Investment

EBIT -80.200 € -9.000 € 33.500 € 395.500 € 1.090.500

€

UIBK 3.2.16.

The University of Innsbruck (UIBK) is the largest education facility in the Austrian state of Tyrol.

The Semantic Technology Institute (STI) Innsbruck is a research institute working on semantic

technologies.

Contribution to the project

UIBK brings in FITMAN its experience gained during many years of work on semantic

technologies. UIBK contributes to the scientific and technological aspects of FITMAN being

involved mostly in the development of the GeToVA Specific Enabler in WP14.

Return expected

With its participation in FITMAN, UIBK will strengthen its knowledge in the area of

Manufacturing and Future Internet technologies. In particular the generation and and transformation

of Virtualized Assets is of interest for UIBK as we can test the technologies and tools developed in

the manufacturing domain. Building up knowledge and competence in this domain will allow UIBK

to diversify its teaching portfolio and to offer consultancy services in this direction.

Potential risks identified

There are several potential risk areas that have to be carefully considered. Among these, risk areas

we can mention: the market context, the technology and market maturity, the competitive

technologies and the user acceptance. In order to exploit its results produced in FITMAN, UIBK

will monitor and analyse the risks and adapt its results.

Strategic future commitment

As part of WP14, UIBK has developed the Generation and Transformation of Virtualized Assets

(GeToVA) Specific Enabler, aiming to support Virtual Factories (VF) in semi-automatic generation

and clustering of Virtualized intangible Assets (VAaaS) from real-world semi-structured enterprise

and network resources. GeToVA enables as well multi-format ontology transformation between

various representations of Virtualized in-/tangible Assets.

UIBK will exploit project results primarily for educational purposes in order to improve its research

and teaching portfolio. Therefore, UIBK will perform scientific exploitation by integrating the

knowledge and the research results that have been produced within FITMAN into books, university

courses and lectures (i.e. Semantic Web and Semantic Web services lectures), as well as

encouraging PhD theses and student projects on FITMAN-related topics during and after the

project.

UIBK is a part of STI International (STI2), a global network carrying out research, education,

innovation and commercialization activities on semantic technologies facilitating their deployment


05/11/2015 Deliverable D9.4 – M30

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within industry and society at large. Having access to STI2 large network of partners and user

community, we can offer high quality training and teaching materials, and extend the educational

and training activities by including FITMAN results. Moreover, through its link to STI2, UIBK

collaborates with related research institutions and industrial bodies in order to increase the

development of applications and software for commercial exploitation.

UNINOVA 3.2.17.


Uninova developed support for the Portuguese trial with Consulgal along with the participation on

the development of the SEI-6 Shop floor Data Collection (SF) along with Atos. Uninova is

providing consultancy for the challenges faced by the construction industry piloting in the case of

Consulgal.

Teaching

Uninova has a strong relationship with Universidade Nova de Lisboa (UNL). Some of Uninova’s

senior researchers are also teachers at engineering courses of the Faculdade de Ciências e

Tecnologia of UNL. The labs at Uninova are sometimes used for classes and mostly for the

development of master’s and PhD thesis. For that it is anticipated that FITMAN results will be used

as case studies for the classes and that some of the masters and phd developments will exploit

FITMAN results.

Industry

Uninova will establish close relationships with the industries that would apply for FITMAN results.

Consulgal is already in partnership with Uninova for the improvement of their processes based on

FITMAN developments and results. Uninova will be seeking for cooperation with industries with

the potential to exploit FITMAN’s results. Uninova has already collaborations being established

with SMEs in areas with a dense tissue of small SMEs. It is identified that those SMEs have

difficulties in accessing with IT developments and implemented in-house. Uninova can exploit

FITMAN’s results to empower those companies to reach a higher degree of proficiency in the

domains of IT that where developed during the project. The access to FITMAN and FIWARE

solutions can represent a step forward for such SMEs with benefits at cost level and fast access to

technologies, otherwise available in commercial versions with a budget sometimes out of reach for

such companies. Uninova can present FITMAN’s results as a possible solution and those propose

the migration of rudimentary processes, sometimes manual processes, to FITMAN solutions,

demonstrating the benefits as those resulting from FITMAN’s Trials.

Standardization

Uninova is an active participant of standardization boards, namely participating in technical

committees at ISO. For that, FITMAN results can be used as example and source of information for

the work ongoing at the technical committees meetings.

Income anticipated as a result of FITMAN

Uninova has a nonprofit nature, for that it is not part of the operation model of Uninova to foreseen

income by the activities resulting from FITMAN, however it is possible that Uninova will establish

partnerships with companies with the same operations that were developed within the Portuguese

trial. In that sense it is possible to establish grant programs for students or other researchers to work

in such collaborations between Uninova and related companies.


Uninova will participate to the FITMANovation Lab initiative, in line with the strategy for

exploitation and sustainability of FITMAN project activities and results. Uninova will be engaged in


05/11/2015 Deliverable D9.4 – M30

75

the technical activities that have been pursued during the FITMAN project execution and will

continue seeking for opportunities to apply FITMAN results to the construction business or to other

areas of business with the same challenges that need the results as were developed and deployed

within the FITMAN Trial development.

LYON 2 3.2.18.

The Lyon 2 University develops computer science research and applications mainly for the

manufacturing industry. Within the FITMAN project of the FI-PPP programme, Lyon 2 supports

APR manufacturing company in the appropriation of key enabling technologies as solutions

building blocks for the development of new valuable business scenario.

By the development of this trial, Lyon 2 matures new business opportunities in enabling

interenterprise collaboration. The developed collaborative business processes can be quickly

adapted for the context of other companies, not only in the plastic industry. Lyon 2 aims to tackle

more challenging topics in industry and address:

The continuity of data quality insurance through partners’ information systems in

collaboration context.

Support joint regulatory certification programmes for production systems within a

collaborative network of partners

Increase the sensibility of business rules within collaborative business processes by

detecting events at the shop-floor (through the integration of sensors networks or CPS):

possibility to smooth the ongoing manufacturing orders when defined materials state or their

usage conditions are changing.

Through the development of APR trial, Lyon 2 produces an integrated IT system able to support

business applications (BPMN) implementing web services. As a suite of connected enablers, the

tuned platform can be considered as an asset to be instantiated for other types of business processes.

The exploitation roadmap for Lyon 2 starts from the two business scenario developed within the

FITMAN trial. In fact, we expect to use the APR showcase as an illustration about the impact of

digital collaboration. As R&D institution in IT for industry, we are actively participating in

industrial working groups (i.e. Micado in Fance) and working in connection with economic clusters

(i.e. Edit, Plastipolis, etc.) in order to develop join industrial actions, R&D projects and more

specific innovation actions. Therefore, the APR trial will be use as new concreate illustration the

digital collaboration benefits.

In addition and in order to address new application domains, Lyon 2 develops new proposals in the

ongoing H2020 FoF projects. We expect to extend the developed collaboration capabilities within

FITMAN for other business needs.

Within the FML consortium, Lyon 2 share consolidated experience in supporting information

quality insurance during IT based business collaboration. Lyon 2 takes on sharing a complete

showcase package with support in enabler selection and appropriation steps (with enterprise

architecture background), in the evaluation of the integration effort, in the capability of enabler

based platform to support business processes at the production level and finally, in the evaluation of

the performance of the new collaborative business processes.

INNOVALIA 3.2.19.


Innovalia’s business activities broadly span the whole European market, the supply of RTD

services, the networking of private and public companies with heavy emphasis on SMEs, SME

collaboration activities and SME training. Innovalia enjoys a very high level of collaboration with


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large numbers of companies throughout Spain and the European continent. Innovalia participates in

the key ETPs, PPPs such as NanoFUTURES, MANUFUTURE, EUSPEN, EMVA, Photonics XXI,

NetWorld2020, WWRF, ECSEL, and ARTEMISA. Innovalia sits the Industrial Research Advisory

Group (IRAG) of the European Factories of the Future Research Association (EFFRA). Among

others, the activity sectors where the Innovalia Association focuses its activity include Aeronautics

and Space, Automotive, Electronics & Communications, SME Management, Industrial, Tourism

and Entertainment, Metal-mechanics.

Based on the know-how and experience gained in the FITMAN TRW trial, INNOVALIA has

launched a new project as part of the Group Intrapreneurship Programme. The FIT4Work project

aims to establish in the short term a new business capable of commercialising the solution to

manage and support the worker-centric prevention services and tools to be provided for the

European manufacturing sector. Furthermore, the FIT4Work project has been selected by the

FICHe FIWARE Accelerator (http://www.f6s.com/fiche), being one of the 80 teams that have

passed the first phase among the 326 candidates.


The assets from FITMAN that will be exploited by INNOVALIA are the following:

1. Smart Factory Platform instantiated for Automotive Supplier LE Industrial Trial in

Spain (Software/ Hardware system): IT system for the Smart Factory trial Automotive

Supplier LE Industrial, which includes pre-existing software assets in the various Trials, the

considered FI-WARE GEs, the developed SEs and the connectivity. The potential user

groups are CIO in manufacturing enterprises, IT solution providers for Manufacturing

sector, and FIPPP Phase III projects (system development in similar Smart Factory

scenarios, and extension and exploitation of the system in an enlarged large scale Trial

(Phase III)).

Based on the development and implementation of this Platform, INNOVALIA has launched a new

project in order to become it in a product and commercialise it under the name of Fit4Work.

2. Digital Factory Trials Generic Platform (Software/ Hardware system): Generic IT system

for the Digital Factory domain, that includes pre-existing software assets in the various

Trials, the considered FI-WARE GEs, the developed SEs and the connectivity

interoperability software to link enterprise-ecosystem lower levels to the open Internet upper

level. The potential user groups are CIO in manufacturing enterprises, IT solution providers

for Manufacturing sector, FIPPP Phase III projects (system development in similar Digital

Factory scenarios and, extension and exploitation of the system in an enlarged large scale

Trial (Phase III)).

3. Requirements Engineering Methodology and its application to FITMAN Trials (Methodology): A set of user scenarios, user requirements, business / IT applications and

conceptual demonstrators summarising the Phase I activities of FITMAN Trials. The

potential user groups are manufacturing sectors and SMEs associations.

4. Methodology for creating technology awareness in EU Innovation and

Entrepreneurship networks (Methodology): On one hand, methodology to engage and

create technology awareness throughout the European networks of innovation and

entrepreneurship. On other hand, methodology for SME service and application

development in Phase III based on the FITMAN platforms. The potential user groups are

clusters of FI-PPP Call 3 and other projects under FI-PPP Phase II.

http://www.f6s.com/fiche


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5. Methodology for proactive communication of achievements and innovations generated

by SMEs in Phase II (Methodology): Methodology for dissemination and communication

of results to SMEs. The potential user groups are FI-PPP Phase III projects and other

projects under FI-PPP Phase II, among others.

6. European innovation and entrepreneur organizations and network database (Report):

European innovation and entrepreneur organizations and network database. The potential

user groups are Clusters of FI-PPP Call 3 and other projects under FI-PPP Phase II, among

others.

7. New user co-creation and engagement method (Methodology): Methodology for

engagement and involvement of industrial SMEs (ICT providers, manufacturing SMEs).

Methodology and guidelines to favour Start-ups and Web Entrepreneurship. The potential

user groups are FI-PPP Phase III projects and others projects under FI-PPP Phase II, among

others.

8. Methodology for SME service and application development based on FITMAN

platform (Methodology): Methodology for SME service and application development in

Phase III based on the FITMAN platform. The potential user groups are FI-PPP Phase III

projects and others projects under FI-PPP Phase II, among others.

9. Lessons learned regarding involvement in the FI-PPP (report): Report on lessons learned in

FITMAN for SMEs involved in Phase II. The potential user groups are FI-PPP Phase III

projects and others projects under FI-PPP Phase II, among others.


Commercial offer proposition. The FIT4Work project offers a worker support tool for an active

management of ergonomic risks at work in factories that can be deployed and customised as an on-

site training and monitoring solution or offered as a service to meet the general ergonomic risk

analysis and intervention needs of manufacturing SMEs.

Our clients are large companies and SMEs who choose to implement advanced ergonomic risk

prevention solutions as a competitive advantage for their business. Fit4work offers a variety of

customised dashboards, messaging systems, wizards and analysis services, which can be tailored to

the worker and the risk prevention technician needs. With Fit4work, the workforce can

progressively adapt their behaviour on-the-spot to reduce the ergonomic risk levels to a minimum.

The prevention department, on the other hand, can improve the workplace design to reduce or

eliminate risks and all based on a continuous privacy-preserving stream of data about the interaction

of the workforce with the workplace.

Exploitation Roadmap & Operational Chain. The worker support tool for active management of

ergonomic risks at work in factories has been named as Fit4Work. The operational plan is intended

to identify the capital and expense needs associated with the implementation of the FITMAN chain

of operations illustrated below. The operational chain in the business plan covers different needs

related to business operation:

Marketing. The operations in this area are focused on generating an increasing market response

and interest on Fit4Work product based on a correct value proposition. Three major lines will be

put in action (a) market analysis and product value pivoting. (b) communication; content

generation i.e. product web-page, product commercial leaflet & presentation, product video with

testimonials, social media content (c) Social & traditional media campaigns design & execution

– product & service promotion & special offers.


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Sales. The operations in this area are focused on increasing the Fit4Work client base and

company revenues. The operations will address 4 major areas: (a) General client base

development with presentation of Fit4Work product at major events & fairs, Fit4Work on

company premise demonstration & visit to potential clients based on sales plan (b) development

of key client accounts (TRW & Daimler) & strategic sales alliances (Sociedad de Prevención

FREMAP) (c) sales of Fit4Work economic business impact & feasibility studies (d)

development of Fit4Work commercial offers (solution & post-sale services).

Product & service development and innovation. The operations in this area are focused on

R&D&I activities to incorporate the required features to Fit4Work product and service offer to

meet the market demands. The operations will address 3 major areas: (a) development of core

sensing & monitoring Fit4Work functionalities (b) development of value added, post-sale &

customisation services (c) Fit4Work IT service platform operation.

Production & distribution. The operations in this area are focused on optimising the

production and distribution chain of Fit4Work solution to the final customers. The operations

will address 3 major areas: (a) Procurement and assembly of Fit4Work monitoring equipment

(b) Customisation of Fit4Work analysis software (c) Deployment of Fit4Work solution in

customer premises.

Post-sale Support Service. The operations in this area are focused on providing the post-sale

service support. The operations will address 2 major areas: (a) client help-desk (b) technical

assistance service.

Figure 9 – Fit4Work Operation Chain

Figure 10 – INNOVALIA Exploitation Roadmap

FML role and commitments

INNOVALIA is fully committed to the participation and exploitation of the FML, being a key

partner in the FML community, since it will take the leadership of the innovation and challenges.

INNOVALIA is in charge of the showcases area devoted to the experiences and success stories of

the FITMAN trials that have already successfully implement FIWARE technologies in their

manufacturing environment.


M13 M14 M15 M16 M17 M18 M19 M20 M21 M22 M23 M24 M25 M26 M27 M28 M29 M30 M31 M32 M33 M34 M35 M36 M37 M38 M39 M40 M41 M42

Instantiation &

Implementation

Product-Service

Development. & Innov.

Marketing

Sales

Production & Distribution

Post-sale Support Service

2014 2015 2016


05/11/2015 Deliverable D9.4 – M30

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Initial investment

(Examples) Effort (PM) Cost (€)

Development and

installation costs 21,7 70.000

Management and

product development 10 45.000


Hardware costs - 0

Software costs - 0

Other costs - 0

Total initial

investment 41,7 155.000

- Estimated costs:

Annual costs 2016 € 2017 € 2018 € 2019 € 2020 €

Development

and installation

costs

70.000 105.000 140.000 140.000 175.000

Management

and product

development

45.000 90.000 90.000 90.000 135.000

Marketing &

sales 80.000 120.000 120.000 120.000 160.000

Hardware costs 7.350 11.550 13.650 14.700 17.850

Software costs 7.350 11.550 13.650 14.700 17.850

Other costs

(indirect costs) 2.100 3.300 3.900 4.200 5.100

Taxes 0 0 32.940 78.840 113.700

Repayments and

others 0 15.000 15.000 15.000 15.000

Total annual

costs 211.800 356.400 429.140 477.440 639.500


Revenues

forecasts

2016 € 2017 € 2018 € 2019 € 2020 €

Sales (monthly

fee) 113.400 280.800 487.800 714.600 1.000.800

Training

services 7.000 47.900 58.100 63.200 78.500

Total Revenues 120.400 328.700 545.900 777.800 1.079.300



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80

Year Initial investment (€)

Total Costs (€)

Total revenues (

€)

Profit/loss per year

ROI Accumulated

Profit/loss (€)

Accumulated costs (€)

Accumulated

revenues (€)

2016

155.000 211.800 120.400 -246.400 -246.400 366.800 120.400

2017

0 356.400 328.700 -27.700 -274.100 723.200 449.100

2018

0 429.140 545.900 116.760 75% -157. 340 1.152.340 995.000

2019

0 477.440 777.800 300.360 194

%

143.020 1.629.780 1.772.800

2020

0 639.500 1.079.300 439.800 283

%

582.820 2.269.280 2.852.100

According to revenues forecast we will obtain the break-even point in the fourth year.

SOFTECO 3.2.20.


Softeco, as an IT player in the Italian and international markets, is confident on the great

opportunities that a broader adoption of the FIWARE platform will bring. FIWARE addresses the

design, implementation, deployment and provision of service oriented applications and represents

one of major efforts at European and worldwide level with the overarching aim to offer a coherent,

innovative and powerful service oriented platform to leverage from.

As any disruptive initiative, FIWARE inherently brings a lot of new business opportunities for an IT

company like Softeco. A business model geared around FIWARE should list (but is not limited to)

the following opportunities:

- The selling of technical courses on different aspects of the wide FIWARE platform

- The implementation of new service oriented applications on top of FIWARE-enabled

commercial clouds

- The porting of old distributed applications on top of FIWARE

- The implementation and selling of GEs adherent on the open FIWARE specifications that

addresses specific needs (for example: real-time processing)

- The selling of maintenance services for some FIWARE GEs or SEs

Besides the business opportunities offered by FIWARE in itself, Softeco, as technical leader of

FITMAN Trial 5, has matured a deep knowledge of the Textile domain and has implemented a set

of tools that act as a kind of “glue” between the common legacy IT environment and the FIWARE

platform. Most of the characteristics of the legacy components (ERP systems, Production

Schedulers, MES systems) are the same in any textile factory (and most of the other manufacturing

domains), therefore the experience gained participating at the FITMAN project can be applied in

several contexts. Morover Softeco had the opportunity to deeply focus around the IoT and

Data/Application GEs and built up a growing experience on some GEs that, tightly connected, form

the backbone of the FIWARE IoT platform. The gained experience has been already applied in a

commercial project where a dashboard for remote telemetry has been engineered around the

FIWARE IoT and WireCloud GEs.



05/11/2015 Deliverable D9.4 – M30

81

An outcome of the FITMAN project that Softeco is willing to exploit as a valuable asset is a

solution for Enhanced Production Monitoring (EPM) for the Textile domain. The solution can be

seen as the “definitive” solution to precisely monitor production in a textile environment as the level

of precision is only limited to the number of sensors that are spread in the shopfloor. The more

machineries are instrumented the higher is the resolution of the production monitoring. The use of

RFIDs robust to mechanical/thermal and chemical shocks enabled a consistent and error-free

monitoring of each manufacturing item. As a side effect the customer is now able to detect pieces

accidentally left and “forgotten” inside the factory plant.

The EPM solution is geared around the IoT FIWARE platform plus the WireCloud GE for the

monitoring dashboard. A set of specific drivers and plugins have to be configured to integrate the

solution with the legacy IT production system of the customer.


Softeco plans to still need a full year afted FITMAN end to engineer the EPM solution. In the

meantime Softeco plans to gain insights of the FIWARE GEs using them in other domains (as

already done for the telemetry dashboard). As consistent and powerful PAAS solutions are more

and more attractive, Softeco plans to build its own cloud of selected FIWARE services but will keep

a constant eye at any commercial FIWARE platform solution that will come around in a near future.


The sharing of different experience and knowledge can bring added value and this is the core aim of

the FML initiative. Softeco is committed to share its assets and knowledge inside FML and, on the

other side, is sure that taking part to the FML initiative will be very beneficial in a near future.

NTUA 3.2.21.

NTUA is a Greek academic institution specialised on engineering sciences. The Decision Support

Systems Laboratory (DSSLab) of the School of Electrical and Computer Engineering in NTUA, that

participates in the FITMAN project, offers research services, through its participation in research

and innovation projects, as well as educational services in the framework of under-graduate and

post-graduate programmes.

Leveraging the work delivered by NTUA in the FITMAN project and, in general, exploiting the

project outcomes, NTUA will explore new opportunities for preparing and/or participating in

upcoming Research and Innovation projects, mostly in the Future Internet and the Manufacturing

domains.

While the complete list of assets that could be exploited by NTUA has already been presented in

Deliverable D9.3, specific emphasis will be given in some specific FITMAN assets that NTUA had

leading role and/or very important contribution during the FIMTAN project. Those first-row assets

to be exploited by NTUA are presented in the following paragraphs:

a) FITMAN Verification & Validation Methodology, Application Results and Lessons Learned

NTUA had a leading role in the development of the Verification and Validation (V&V)

Methodology, covering the assessment of all types of software components utilised and/or

developed in the framework of the project, as well as of the complete solutions installed in

the FITMAN trials.

Taking into account the outcomes of the application of the developed V&V approach in a

variety of manufacturing cases and by development teams with different perspectives,

NTUA plans to build on the existing methodology and expand it in order to cover the

requirements of any type of software development project. At the same time, NTUA will

apply the V&V methodology (either as-is or after any required enhancements) in other

Research Projects in which NTUA participates.


05/11/2015 Deliverable D9.4 – M30

82

NTUA has already started exploiting the specific asset since the V&V methodology has

served as a basis for building, on the top of it, the methodological approach of the

CloudTeams6 project (Collaborative Software Development Framework based on Trusted,

Secure Cloud-based Pool of Users), funded by Horizon2020 under Grant Agreement No

644617. This application has confirmed that the methodology is of great value and may

cover a variety of different cases.

b) The FITMAN ‘Metadata and Ontologies Semantic Matching’ Specific Enabler

In the FITMAN context, NTUA has developed and offered the FITMAN-SeMa software as

an open-source Specific Enabler, supporting the semantic matching of different ontologies

(OWL) and of different XML schemas (XSD).

NTUA-DSSLab, as the organization behind the Greek Interoperability Center (GIC)7, plans,

initially, to include the software in the GIC tools library in order to be utilized in the

research and demonstration services offered by GIC. At the same time, NTUA will utilize

the FITMAN-SeMa SE in future Research and Innovation activities, mostly related to the

Digital Enterprise and Manufacturing domains since the software is ideal for facilitating data

sharing/integration between different organizations in a manufacturing supply chain.

It needs to be noted that a new version of the FITMAN-SeMa SE was released in September

2015 while 2 more releases are scheduled for 2016.

c) The FITMAN ‘Unstructured Social Data Analytics’ Specific Enabler

The FITMAN-Anlzer (Unstructured Social Data Analytics), developed and offered by

NTUA as an open-source Specific Enabler, is a web infrastructure, able to extract and

process unstructured data from social media platforms in order to provide meaningful

insights to manufacturers.

NTUA plans to exploit this asset by utilising and expanding it in future projects in several

domains. A first application, also referring to the manufacturing domain, is going to take

place in the context of the PSYMBIOSYS8 project, in which NTUA participates as a partner.

In the PSYMBIOSYS case, the FITMAN-Anlzer engine provides the basis for discovering

the customers’ and workers’ sentiment and opinions, during the product-service design

phase.

It needs to be noted that a new version of the FITMAN-Anlzer SE was released in

September 2015 while new releases are scheduled for December 2015 and within 2016.

In order to exploit the FITMAN assets in the most efficient way, NTUA plans to proceed in the

following activities:

1. Continuous communication of FITMAN Solutions & Results: Promotion, dissemination and

communication of the FITMAN solutions that NTUA plans to exploit via all available

channels, targeting at the research, manufacturing and IT communities.

2. Further development of FITMAN solutions: NTUA team will work to provide enhanced

versions of the software components in 2015-2016 and beyond, as well as of the V&V

methodology developed in the framework of the project.

3. Launch of new research initiatives exploiting the FITMAN results: Conceptualization of

new research projects in the ICT and / or manufacturing domains, incorporating the

6 http://www.cloudteams.eu

7 http://www.iocenter.gr

8 http://www.psymbiosys.eu/


05/11/2015 Deliverable D9.4 – M30

83

FITMAN results and focusing on opportunities for further development of the FITMAN

solutions.

Regarding the FLM activities, NTUA will actively contribute in the Lab by providing support upon

request to any interested party for its two Specific Enablers (FITMAN Anlzer and FITMAN-SeMa

SEs) while it has already planned their upcoming releases in 2015-2016. NTUA will also participate

to the Academy Lab activities as far as it concerns the V&V methodology and will be involved in

the communication activities (especially through social media).



a) FITMAN Verification & Validation Methodology, Application Results and Lessons

Learned

b) FITMAN ‘Metadata and Ontologies Semantic Matching’ Specific Enabler

c) FITMAN ‘Unstructured and Social Data Analytics’ Specific Enabler

NTUA is an academic (non-profit) institute, so revenues by exploiting the FITMAN assets may

come only through its participation in future research projects, and / or training and education

activities.


Further development

of FITMAN V&V

Approach

2 10.000

Further development

of FITMAN-SeMa SE 2 10.000

Further development

of FITMAN-Anlzer SE 4 20.000

Total initial

investment 8 40.000

- Estimated costs:

Annual costs 2016 € 2017 € 2018 € 2019 € 2020 €

Further

development and

maintenance of

the SEs

5.000 10.000 10.000 15.000 20.000

Infrastructure

costs

5.000 5.000 5.000 5.000 5.000

Sales / Project

proposal

preparation

20.000 20.000 30.000 30.000 30.000



05/11/2015 Deliverable D9.4 – M30

84

Revenues

forecasts

2016 € 2017 € 2018 € 2019 € 2020 €

Funded

Projects

200.000 200.000 300.000 300.000 400.000

Training and

Education

Programs

5.000 5.000 10.000 10.000 20.000


Yea

r

Initial

investme

nt (€)

Total

Costs (€)

Total

revenues

( €)

Profit/lo

ss per

year

ROI Accumulat

ed

Profit/loss

(€)

Accumu

lated

costs (€)

Accumul

ated

revenues

(€)

201

6

40.000 30.000 205.000 135.000 338% 135.000 70.000 205.000

201

7

- 35.000 205.000 170.000 425% 305.000 105.000 410.000

201

8

- 45.000 310.000 265.000 663% 570.000 150.000 720.000

201

9

- 50.000 310.000 260.000 650% 830.000 200.000 1.030.000

202

0

- 55.000 420.000 365.000 913% 1.195.000 255.000 1.450.000

FZI 3.2.22.

FZI is a non-profit technology transfer center and is not allowed to make significant earnings from

selling products or services. Commercial projects serve the purposes to better show practicality and

application benefits of solutions based on our technology, and earn some financial reserves to allow

people finishing their PhD without project pressure and/or allow us to develop new, promising

technological topics before we can acquire projects about these topics.

FZI contributes to state-of-the-art teaching and education to Baden-Württemberg students,

especially of the Karlsruhe Institute of Technology. Given that that event processing is a major

future technology area and that real-time big data processing is one of the very important trends in

IT nowadays, project tutorials (esp. big data real-time processing for manufacturing domain) will

provide relevant and beyond the state of the art input for teaching. Here, not only the well


05/11/2015 Deliverable D9.4 – M30

85

elaborated project tutorials can be used in lectures, but also parts of the software infrastructure, for

practical exercises.

Finally, the most obvious exploitation opportunity for a research institute is to define follow-up

research projects which take up and further develop relevant topics, results, and application ideas, or

continue work with the project partners. Expected benefits are increased number of successful PhD

students, new consultancy for industry and new research projects.


We contribute FIWARE and FITMAN experiences gained during the project into efforts such as the

"Smart Data Innovation Lab" (http://www.sdil.de/en/), the "Innovationsallianz Baden-

Württemberg" (http://www.innbw.de/).

Our focus will be on technology transfer to industrial partners on sensing enterprise technologies,

methods and tools. FZI can provide deployment services of the DyCEP SE in enterprises in order to

train them on how to use the smart factory platform. FZI can organize seminars and workshops in

organizations which will aim at educating them on taking into account dynamic real-time big data

processing, situation awareness and proactivity in order to leverage “sensing” enterprise processes.

FZI can offer a wide range of technical consulting services based on the FITMAN results that

enable companies to secure their technology investments and enhance the performance of their

infrastructures. We can also offer a wide range of business consulting services that enable

companies to strengthen their vision related to sensing, IoT and big data and to optimize their

performances.

FZI will use FITMAN to strengthen its position as one of the leading research organization in

Germany in the areas of the real-time big data processing, with a focus on development of large

scale distributed real-time applications.


We may use DyCEP and other FIWARE/FITMAN products in current research efforts. For

instance, in the BMBF AICASys project, an extended content management system is developed that

may benefit from Orion Context Broker combined with DyCEP functionality.

We have already established collaboration with the ProaSense project and worked together on

different aspects (e.g. dynamic real-time processing). The results of this collaboration have been

published in two industry papers. Additionally, we plan to organize workshops at the NetFuture and

IoT week events next year, where we will demonstrate the DyCEP SE and other results of the

FITMAN project.

Due to the cooperation with partners with high competence in the smart factories, FZI gained much

knowledge in this field by working together, collaborating with partners and writing publications.

This brings new perspectives and opportunities in research, teaching and industrial transfer.

The discussions, meeting and documents analysis done with industrial partners to define the

requirements for DyCEP and to evaluate the trials brings much knowledge on how these companies

work, which tools and processes they use, what are their problems and what is their current state of

the practice. This knowledge is extremely important for applied research as we do at FZI since it

help us refine our research agendas and focus the research and education on what is really relevant

for the European industry.


FZI will use its involvement in other ongoing projects for exploiting results of FITMAN.

Additionally, the knowledge gained through work in this project will give us a better foundation to

participate in the future projects. We will explore new ideas with partners in the FITMAN project in


05/11/2015 Deliverable D9.4 – M30

86

order to apply as a team for additional competitive funding opportunities, e.g. Factory of the Future

call in January 2016.

We plan to incorporate FITMAN/FIWARE results to project acquisition efforts such as the "Digital

Innovation Center" (DICE) and planned Manufacturing-supporting project proposals.

Additional exploitation is foreseen in the usage of the technologies developed in the project to

support the learning process and to develop further research in the context of PhD programs.


We are happy to contribute to FML efforts using established exploitation channels at FZI/KIT such

as our collaboration with Cyberforum (http://www.innbw.de/), our field office in Berlin and our

membership in the BITKOM (https://www.bitkom.org/), e.g. Big Data Working Group.



Initial investment

(Examples)


Further asset

development

3 30.000

Installation costs

Marketing & sales

Hardware costs - 7.000

Research project

acquisition

4 30.000

…

- Estimated costs:

Annual costs 2016 € 2017 € 2018 € 2019 € 2020 €

Personnel 120.000 120.000 120.000 120.000 120.000

Infrastructure

costs

Operator

training costs

Maintenance

…


Revenues 2016 € 2017 € 2018 € 2019 € 2020 €


05/11/2015 Deliverable D9.4 – M30

87

forecasts

Consultancy 75.000 75.000 75.000 75.000 75.000

Sales

Training &

education

programs…

Research

activities

60.000 60.000 60.000 60.000 60.000


Yea

r

Initial

investme

nt (€)

Total

Costs

(€)

Total

revenues

( €)

Profit/l

oss per

year

ROI Accumulat

ed

Profit/loss

(€)

Accumula

ted costs

(€)

Accumula

ted

revenues

(€)

201

6

67.000 120.000 135.000 -52.000 -52.000 52.000 135.000

201

7

0 120.000 135.000 15.000 23.4% -37.000 172.000 270.000

201

8

0 120.000 135.000 15.000 23.4% -22.000 292.000 405.000

201

9

0 120.000 135.000 15.000 23.4% -7.000 412.000 540.000

202

0

0 120.000 135.000 15.000 23.4% 8.000 532.000 675.000

NISSATECH 3.2.23.


DyCEP offers a new approach for the quality control in complex manufacturing processes by

providing a truly data-driven, 360-grade view on the unusalities (variations) in a process, which

might indicate the problems in the process execution. The main advantage is that the complex

relations between parameters in the manufacturing process shouldn't be specified only by human

experts (e.g. domain experts, quality managers) but also can be learned automatically from available

past data. This enables that the quality control system continuously adapt itself to the changes in the

process environment that influences the quality of the products and the stability of the process

This is extremely important for the domain of additive manufacturing where the notion of quality

control should be redefined due to the need to control not only the process and product, but also the

process of creating (printing) products (in-process control). We can support the analytics of end-to-

end manufacturing data in order to ensure that the variations (anomalies) will be found wherever

they appear in the process chain.



05/11/2015 Deliverable D9.4 – M30

88

The main outcome is service that can be used as a Solution as a Service for improving the

manufacturing processes by exploiting the value of the data collected in the past for the analysis of

the current situation. Main focus is on detecting different types of anomalies in real-time and

improving the quality of the whole manufacturing process.

We have defined two main benefits:

1) improving the quality of the manufactured products (detecting timely the problems in the

manufacturing process and informing responsible workers about the status of printing) and

2) improving the quality of the manufacturing process (aggregating problems and informing

responsible managers about deviation in the manufacturing process).

The proposal builds upon FITMAN Smart Factory SEs (more specifically on 3DP Platform) and has

a very strong impact on additive manufacturing (and in general on processes where huge data is

generated). Main innovation is related to the possibility to process the contextualized, end to end

data generated in the manufacturing process very fast and in a complex way using Big/Fast data

processing technologies, esp. CEP (Complex Event Processing).


Roadmap for exploitation follows our methodology for the development of innovative products

(Innovation Management as a Service). Very briefly, we defined the following six steps in the

development of an innovative product: 1. Problem-Solution definition, 2. Business Model Draft, 3. Market

Deep Dive, 4. Business Model Fit, 5. Problem-Solution Fit, 6. Product-Market Fit.

1. Problem & Solution Definition

Created deep understanding of the problem we want to solve. Defined way how to communicate that

problem so that it resonates with those that have it. Defined the main parts of the solution and the benefits

it brings to customers. Building the network of contacts and first customers (started).

2. Business Model Draft

Business Model Canvas created (Customer perspective – who do we create what value for, Activities –

how to create the values, Revenues and Costs – how do we get to the revenue and what are the major cost

drivers)

3. Market exploration

Competitive advantages defined and Market analysis done (defined competitive landscape that surrounds

the new business and evaluated the market size)

4. Business Plan Light

It provides a detailed analysis of the proposed project in order to attract the attention of potential business

partner and investors

5. Financial defined

A comprehensive analysis of the financial aspects of the proposed project will be done. We will put

together a set of financial projections of the solution in order check whether we can turn a profit

6. Problem-Solution Fit

Answers on questions: Does this Problem exist? And can I Solve it? It will be measured through

interviews. First we ensure the (perceived) value of our solution covers the problem or need the

customers have. The idea is to create enough value that the problem is solved. We will do this by

building the solution, using a number of prototypes. Therefore, instead of building a fully-fledged

solution in the first place, we will build elements of solution step by step and test each aspect. The

work must be creative in order to not jump into implementation straight away. We will exchange

parts of the solution with customers. We will work from the customer facing side towards the back


05/11/2015 Deliverable D9.4 – M30

89

end implementation. It's important to keep asking customers about their experience, what

expectations they had, if they were fulfilled or what's missing.

Later, but slowly we will start automating more parts of the solution until we have a solutions that

works largely by itself (except for steps already identified as requiring human labor).

7. Product-Market Fit

Answers on questions: Is my Product desirable? And am I presenting it to the right Market? It will

be measured by MVP. It starts with Customer Validation that proves that we have found a set of

customers and a market that react positively to the product. In addition, we must ensure that the cost

it takes to produce those solutions is covered by the revenue even if we start scaling our customer

base. This is achieved by executing and improving the business model (pivoting). The basic steps

are to define MVP, to test it and to make changes. Essential parts to this stage are defining and

measuring metrics that give is insight into the effect of changes we make (metrics board).


Since the Solution will be provided as a Service, it is very important to have a proper computing

infrastructure where it will be deployed and offered. This can be the role of FML. Indeed, the

placement in the central repository can increase the visibility of the Solution and support its usage

as a service. The main advantage is the possibility to scale: the service can be used by as many users

as needed, which is very important for creating a business offer



Initial investment

(Examples)


Further asset

development

3 10.000



Hardware costs 3 10.000

….

- Estimated costs:

Annual costs 2016 € 2017 € 2018 € 2019 € 2020 €

Personnel 72.000 36.000 36.000 36.000 24.000

Infrastructure

costs

10.000 8.000 6.000 6.000 6.000

Operator

training costs

12.000 24.000 24.000 24.000 12.000

Maintenance 6.000 8.000 12.000 12.000 6.000


05/11/2015 Deliverable D9.4 – M30

90

…


Revenues

forecasts

2016 € 2017 € 2018 € 2019 € 2020 €

Consultancy 20.000 40.000 60.000 60.000 80.000

Sales 40.000 80.000 120.000 150.000 200.000

Training &

education

programs…

15.000 25.000 25.000 40.000 60.000

…


Yea

r

Initial

investme

nt (€)

Total

Costs

(€)

Total

revenues (

€)

Profit/loss

per year

ROI Accumu

lated

Profit/lo

ss (€)

Accumula

ted costs

(€)

Accumula

ted

revenues

(€)

201

6

29.000 100.000 75.000 -54.000 -54.000

€

54.000 € 75.000 €

201

7

76.000 145.000 69.000 238

%

15.000 € 130.000 € 220.000 €

201

8

78.000 205.000 127.000 438

%

142.000

€

208.000 € 425.000 €

201

9

78.000 250.000 172.000 593

%

314.000

€

286.000 € 675.000 €

202

0

48.000 340.000 292.000 1007

%

654.000

€

334.000 € 1.015.000

€

HOLONIX 3.2.24.


FITMAN is offering the opportunity of testing and extending the platform for new manufacturing

domains, focusing on specific phases of the LifeCycle. Moreover, the integration with the SEs

provided by WP13 will be offered to the iLike platform to include additional features, such as 3D

models visualization and semantic integration with external data sources. During the project

duration, iLike has been extended with a new set of open APIs that external applications can se to

connect to the data and the services offered by that platform.

Examples of these applications are the widgets developed during the project and integrated in the

Vitual Obeya, but a more interesting scenario is foreseen, where iLike can be offered to system


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91

integrators and developers as a platform offering data for the development of new applications.

Finally FITMAN offers the opportunity to test and improve the VirtualObeya prototype that

Holonix aims to make ready for the market. During the project, the functionalities of the Virtual

Obeya have been enriched and open APIs have been developed, as in the case of iLike, to allow the

integration with external applications that can control the widgets inside an Obeya.


The two assets that Holonix enriched during FITMAN and that plans to further exploit are iLike and

the Virtual Obeya. Even if these two assets were available before the starting of Holonix activities

in FITMAN, the project gave the opportunity to extend and further test their functionalities, in

several manufacturing domains. The iLike product is now enriched with APIs to interact with

external application using the O-LM data transfer standard, which is an Open Group candidate

standard that offers a clear format for the exchange of data about the lifecycle of smart and complex

products or prototypes. With these enrichments, the iLike solution will be offered not only as a a

standalone platform for management of lifecycle data, but it is now possible to offer it together with

the integration of external tools, such as the C3DWV SE and the SEMed SE for the visualisation of

3D models and the integration of external legacy data sources, as well as to develop additional

integrations based on the open APIs.

The Virtual Obeya has been enriched with functionalities for the management of templates, that

make the creation of collaborative virtual spaces more straightforward for the users and it can be

offered with a native integration with the iLike PC and C3DWV SE.


iLike is already a commercial solution available on the market, with different versions that are

verticalised for different sectors: iLike Machine, an iLike version specialised on collecting and

elaborating information from connected production machines in the shopfloor; iLike Food, an iLike

version specialised for the tracking of food production information and development of consumer

services for accessing food information through smart labels; iCaptain, that is the specialisation in

the boat sectors, offering a wide range of services to control and track connected boats. The

exploitation opportunities opened and enabled by the iLike enrichment made in FITMAN will be

basically for the iLike version used for engineering and production, even if the new sets of APIs

will be exploited also for the verticalised offers of iLike.

Thus the exploitation will start leveraging on the commercial infrastructure and on the marketing

strategy already developed for the tool. Concerning the stakeholders to be contacted, the

exploitation will start from the existing base of customers, to which new functionalities of the iLike

platform will be offered, while in parallel the improved iLike will be offered to potential new

customers from the manufacturing sectors analysed in FITMAN (Construction, furniture,

automotive basically) thanks to the better knowledge of the domains acquired during the project and

demonstrating the opportunities of improved connection of the platform with external applications

and legacy systems.

In the case of Virtual Obeya, presently the tool is not yet commercially available. Thus the

exploitation will start after the end of the project; in the initial phase, some costs are foreseen to

complete the engineering of the product and development of some missing functionalities. In

parallel, marketing preparation activities will be performed. After that period, the product will be

offered to potential customers in the manufacturing sectors analysed in FITMAN (Construction,

furniture, automotive basically), starting in the beginning by proposing it as powerful tool to support

collaborative decision making during the engineering and production phases; the Virtual Obeya will

be offered as a customisable platform where many different tools can be embedded, starting from

those ones that will be offered within the catalogue of widgets of the Virtual Obeya.



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92

Holonix will join the FML by offering wide range of competences. First, the company is not only an

IT provider, but also a consultancy for the manufacturing domain, able to support industry in

formalising and re-organising processes to improve productivity and reduce costs. These

competencies will be provided to the FML, offering support to companies who need to solve

business issues with the support of IT tools.

In addition, Holonix will provide IT competences related to the development of IoT based solutions

for tracking and optimising the different processes from begin to end of life of products. The iLike

and Virtual Obeya tools will be part of the catalogue of IT solutions that the FML will offer to

customers, with the possibility of customisation and enrichment with new functionalities, depending

on the needs of the specific customer.


Financial estimations for the Virtual Obeya:

- Initial investment: (2016)

Initial investment

(Examples)


Further asset

development&

tESTING

12 36.000



Hardware costs 0 1.200

….

- Estimated costs:

Annual costs 2016 2017 2018 2019 2020

Personnel 63.000 45.000 45.000 60.000 60.000

Infrastructure

costs& Licences

3.200 2.000 2.500 3.000 3.500

Training and

support

6.000 12.000 18.000 24.000 30.000

Maintenance 4.000 8.000 12.000 15.000 15.000

76.200 67.000 77.500 102.000 108.500

Customers 4 12 24 40 60


Revenues forecasts 2016 € 2017 € 2018 € 2019 € 2020 €


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Licensing 4.800 17.280 43.200 72.000 108.000

Customization 4.000 8.000 12.000 16.000 20.000

Training/Consulting 6.000 12.000 8.000 24.000 30.000

… 14.800 37.280 73.200 112.000 158.000


Yea

r

Initial

investme

nt (€)

Total

Costs

(€)

Total

revenues

( €)

Profit/lo

ss per

year ( €)

ROI Accumu

lated

Profit/lo

ss (€)

Accumulat

ed costs (€)

Accumul

ated

revenues

(€)

201

6

66.000 76.200 14.800 -127.400 -127.400 127.400 14.800

201

7

67.000 37.280 -29.720 -157.120 194.400 52.080

201

8

77.500 73.200 -4.300 -161.420 271.900 125.280

201

9

102.000 112.000 10.000 15% -49.420 373.900 237.280

202

0

108.500 158.000 49.500 75% 108.580 482.400 395.280

Financial estimations for i-Like:

Initial investment: (2016)

Initial investment

(Examples)


Further asset

development& Testing 4 12.000

Marketing & sales* 0 0

Hardware costs 1.200

* iLike ia already commercialised; no need of initial investments here

- Estimated costs:

Annual costs 2016 € 2017 € 2018 € 2019 € 2020 €

Personnel 70.500 92.500 114.500 114.500 114.500

Marketing 6.000 8.000 8.000 8.000


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Hardware 14.000 17.500 21.000 21.000 21.000

Total 84.500 116.000 143.500 143.500 143.500

Total

Customers 8 13 19 25 31


Revenues

forecasts

2016 2017 2018 2019 2020

Licensing 24.000 30.000 36.000 36.000 36.000

Customization 36.000 45.000 54.000 54.000 54.000

Maintenance 14.400 23.400 34.200 45.000 55.800

Hardware 18.200 22.750 27.300 27.300 27.300

Consulting/

Training 18.000 22.500 27.000 27.000 27.000

Total 110.600 143.650 178.500 189.300 200.100


Yea

r

Initial

investme

nt (€)

Total

Costs

(€)

Total

revenue

s ( €)

Profit/lo

ss per

year

ROI Accumulat

ed

Profit/loss

(€)

Accumulat

ed costs (€)

Accumulat

ed

revenues

(€)

201

6

13.200 84.500

110.600

12.900 98% 12.900 97.700 110.600

201

7

116.00

0

143.650 27.650 209

%

40.550 213.700 254.250

201

8

143.50

0

178.500

35.000 265

%

75.550 357.200 432.750

201

9

143.50

0

189.300 45.800 347

%

121.350 500.700 622.050

202

0

143.50

0

200.100

56.600 429

%

177.950 644.200 822.150


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PTIN 3.2.25.


From the point of view of a Network Operator FITMAN is offering line of business solutions

namely to the Manufacturing Industries vertical market. This fact brings value added to the telco

offer, helping on the customer loyalty and fighting the data pipe role of the traditional carrier.

Among those opportunities, it’s possible to envisage:

- A more rich offer of integrated product and solution, oriented to the industrial segment

- Explore the need for consulting services and training, helping the Manufacturing Industries

on the migration to the Cloud

- Development of integration services to promote the communication between silos of

services and applications. Implement the orchestration of workflows and automation of

tasks.

- Being a Cloud Service Provider to host FITMAN services on a utility model (preferable with

multi-tenant solutions on a pay-as-you-use basis) or in a community model (acting as an

attraction to other solutions of higher revenue).

- Creation of a Service Desk specialized on the Support of production Fitman solution


Considering that PT is also a Cloud Service Operator, owner of a world class data center with Tier-

III certification by the Uptime Institute, PT is qualified to host any Fitman platform. The product

definition is the main issue to be developed in order to present a structured market offer.


The roadmap for exploitation to take care of the business opportunities identified, is on the table:

2015 2016 2017 2018 2019

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Market Study

Product definition

Infrastructure deployment

Support Service definition

Training

Consultancy services

Integration services

Ongoing services


FML is the right place to define a business model to the Fitman solutions. It should select the more

convenient partners to work with, namely to outsource the infrastructure platforms. Another aspect

relevant to FML should be the identification of new features demanded by the market and allocate

resources to it’s implementation. After 30 months of a team work and knowledge acquisition PTIN

is able to share its competences with the FML.

.


https://cloud.ptempresas.pt/

https://uptimeinstitute.com/TierCertification/

https://uptimeinstitute.com/TierCertification/


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Considering that no infrastructure will be need to invest, but only the subscription of resources on a

CSP, the estimate for 40 VM’s and 3 environments for Integration, Quality Assurance and

Production will be:

- Initial investment: (2016)

c Effort (PM)

environm Cost (€)

Coordination efforts 9

45.000,00 €

Installation costs 3

15.000,00 €

Marketing & sales 6

30.000,00 €

Hardware costs -

Cloud services subscription (1y) - nb of VM's 40 3 24.000,00 €

Support Services (hands & eyes) 2 10.000,00 €

124.000,00 €

- Estimated costs:

NOTE: This item refers to costs of infrastructure maintenance.

Next years Effort (PM)

environm HM 2017 2018 2019 2020

Coordination efforts 1 5000 5.000,00 € 5.000,00 € 5.000,00 € 5.000,00 €

Installation costs 1 5000 5.000,00 € 5.000,00 € 5.000,00 € 5.000,00 €

Marketing & sales 1 5000 5.000,00 € 5.000,00 € 5.000,00 € 5.000,00 €

Hardware costs -

Cloud services subscription (1y) - nb of VM's

40 3 200 24.000,00 € 24.000,00 € 24.000,00 € 24.000,00 €

Support Services (hands & eyes) 2 5000 10.000,00 € 10.000,00 € 10.000,00 € 10.000,00 €

49.000,00 € 49.000,00 € 49.000,00 € 49.000,00 €


Revenue Forecast

nb of custom's

cost effort (MM)

% grow

2016 2017 2018 2019 2020

licensing 10 1000 12 15% 120.000 € 138.000 € 158.700 € 182.505 € 209.881 €

Customization 2 5000 6

60.000 € 69.000 € 79.350 € 91.253 € 104.940 €

Integration 2 5000 6

60.000 € 69.000 € 79.350 € 91.253 € 104.940 €

Training 2 5001 6

60.000 € 69.000 € 79.350 € 91.253 € 104.940 €

Consulting 2 5002 6 60.000 € 69.000 € 79.350 € 91.253 € 104.940 €

362.016 € 416.017 € 478.118 € 549.534 € 631.662 €


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4. Sustainability plans and actions

FITMAN & Fitmanovation Lab 4.1.

FITMANovation Lab (web porta www.fitmanovationlab.eu to be opened soon) is the leading

instrument in the exploitation of the outcomes of FITMAN project. Its main mission is to sustain

the FITMAN project activities and results well beyond the end of the FIWARE Programme, while

offering, during the FI PPP, a set of software and support services to the Phase III accelerators and

their sub-grantees that will take part in the Programme.

FML is constituted as a community group (CG) within Interop-VLab (Non-for-profit association).

Each FITMAN partner willing to adhere to FML should become a member of I-VLab through its

corresponding regional pole.

FML CG will have its own governance structure within I-VLab to govern its internal activities, in

addition to the structure provided by I-VLab.

Till the moment there is a notable presence of FITMAN partners in I-VLab already and many

FITMAN partners are adhering to I-VLab to be members of the FML CG.

There is a specific document dedicated to FML, D9.6 Experimentation, operation and lessons

learned for FML, all the information related to its governance structure, internal rules and

procedures, business plans, services and activities, etc. can be found in such document.

FITMAN Exploitation Agreement 4.2.

The exploitation agreement is a tool that helps the coordination of the post-project exploitation

activities, regulating the roles and relationships among the signing partners.

This agreement is the legal framework for the exploitation, joint and individual, of the FITMAN

outcomes beyond the project and it is independent but complementary to FITMANovation Lab.

FITMANovation Lab is a community group within Interop V-Lab with a quite extensive and strong

presence of FITMAN partners and with an essential role in the sustainability and evolution of

project outcomes; nonetheless, for internal policies of some of the beneficiaries, not all FITMAN

partners are in FML, therefore the Exploitation Agreement should be the mechanism and legal

framework both to guarantee support to FI PPP phase 3 projects till the end of the program and to

exploit FITMAN outcomes beyond the life of the project. All FITMAN partners should sign the

Exploitation Agreement, but principally the assets owners.

The principles of the exploitation agreement are grounded in the Grant Agreement and its mission is

to establish:

The standards of the technical support to be provided by the Parties to the FI PPP Phase 3

projects.

The terms under which the Parties will exploit business opportunities which may derive

from FITMAN outcomes, once the EU financed project will be finalised.

This agreement also gathers the outcomes of the exploitation activities (list of exploitable assets,

Foreground, Exploitation claims, etc.) and details ownership and licensing models over such

outcomes.

The contents of the Exploitation Agreement are included in Annex B.

http://www.fitmanovationlab.eu/


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5. Conclusions

This deliverable has concluded the final exploitation plan/s for the FITMAN project.

Project partners have identified different business opportunities to exploit the project results, each

one differently depending on their field.

There are a great number of FITMAN assets to be exploited, individually and/or jointly, with an

identified group of potential users ready to use it. FITMAN have produced, and tested, many

FIWARE-enabled IT tools for Manufacturing domain, organized in the already known four

FITMAN exploitation packages.

The project has successfully progressed on key strategic actions identified in D9.3 initial

exploitation plan/s (and also D9.2, D9.6), such as FITMAnovation Lab and FITMAN Exploitation

Agreement. We have defined the final actions necessary to ensure sustainability of FITMAN

services after the end of the Project. The actions are built on significant previous activities

conducted throughout the lifetime of the Project. The awareness of the sustainability strategy and

readiness to transition from Project to Post-Project governance is an important element that will

contribute to the success of the exploitation plan and the continuity of FITMAN services.

The project has established the FITMANovation Lab Community Group, within I-Vlab entity, and

also has created and implemented an Exploitation Agreement for post-project exploitation. These

two instruments will form the basis for the joint exploitation of the FITMAN assets and the

realisation of FITMAN sustainability.

We have formalised the Exploitation Agreement, derived from the FITMAN project Consortium

Agreement, which has been reviewed and agreed by Project partners and negotiated with legal

representatives from each member. Partners have made commitments to the decision making

process, to the ownerships over FITMAN outcomes and to the licensing models. As already

mentioned in this document, the mission of the Exploitation Agreement is to ensure the support to

FI phase 3 and to be the legal framework for exploitation for at least 1 year beyond the end of the

project.

But, the primary goal of FITMAN exploitation plan is to establish a partnership for the continuation

of FITMAN services as the FI-enabled IT solutions for Manufacturing. This partnership is called

the FITMANovation Lab community. The business analysis performed as part of the task 9.3

sustainability activities is an important element to ensure the FML has insight necessary to

successfully operate FITMAN services at the right scale and with the right levels of support

considering the estimated financial constraints and user demand. Cost accountability models,

demand patterns and potential pricing models have been analysed based on actual data collected

through open access usage and simulation of what if scenarios.

On the basis of this commitment we can conclude that there is sufficient interest in the FML from

Project partners to ensure a critical mass of IT providers and other operational functions necessary

for continuity and availability of the FITMAN assets.

Finally, project partners individually have taken FITMAN knowhow and used results to enhance

commercial and corporate offerings, on the side of IT providers, and to enhance their business

processes, on the side of manufacturers. We can see that FITMAN results are being successfully

exploited through various channels in addition to the joint exploitation routes.


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Socio-economic Impact assessment

Socio-economic Impact Assessment Executive Summary

To assess the potential socio-economic impact of the FITMAN technologies, as adopted in the ten

use case trials, D9.2 established a methodology that has been applied in D9.3 and this deliverable.

Some of the impacts can be realised by the end of the project itself, whilst others will take longer to

come to fruition. The aim of the socio-economic impact assessment is to give an objective

assessment of the social and economic impact of FITMAN at the end of the project itself, as well as

the potential for future impacts.

Because of the different impact areas of the project, the socio-economic impact assessment contains

three distinct components: an assessment of the impacts on industry, social innovation and the

impacts on society. Although these sections form separate components of the impact assessment,

they are in fact linked; for instance the impacts on industry engendered by the new technologies will

in turn have knock on effects on society and the environment.

This deliverable is an extension to the socio-economic impact assessment reported in D9.3,

updating the discussion of potential impacts in the context of the final measurements of the trials’

business performance indicators. A discussion of the impacts of ICT in the respective

manufacturing industries for the trials is also included here, as is the full social impact assessment.

The socio-economic impact assessment comes to a conclusion with this deliverable. Based on the

analysis done here and in D9.3, we can expect all FITMAN trials to have a positive impact on the

three key impact areas from the Factories of the Future (FoF) 2020 roadmap, namely employment,

environment and economic growth. Although the ICT take-up varies in the different manufacturing

subsectors represented by the ten FITMAN trials assessed, there are common needs and benefits to

be gained, in particular with respect to big data management. Due to the nature of the FIWARE

Generic Enablers (GEs) and FITMAN Specific Enablers (SEs), ICT adoption should improve, as

these technologies are expected to decrease the resource and time requirements for implementation,

integration and deployment.


05/11/2015 Deliverable D9.4 – v 0.0

1 Introduction

In this part of D9.4, the final part of the socio-economic impact of FITMAN is presented. This

follows on from D9.2 (Vega, Castellvi, & Redwood, 2014), which described a methodology for

conducting the socio-economic impact assessment, and D9.3 (Vega & Engen, 2015), in which the

methodology was applied to all ten FITMAN use case trials.

The purpose of this work reported in this deliverable, is to analyse and measure the potential socio-

economic impact of the new technologies and business models enabled by FITMAN and FIWARE.

Impact is assessed on the respective enterprise (for each trial), their customers, suppliers and wider

society. The final step of the analysis based on each FITMAN trial is to estimate impacts scaled up

to the industry level, to determine if and how FITMAN impacts on the different manufacturing

sectors represented in the project. An overview of the different manufacturing sub-sectors,

according to the NACE classification, is given below in Table 1.

Table 1: NACE manufacturing sub-sectors

Manufacturing subsector FITMAN Trial

Manufacture of motor vehicles, trailers and semi-trailers Trial 1 (Volkswagen), Trial 2

(TRW), Trial 8 (TANet)

Manufacture of electrical equipment Trial 4 (Whirlpool), Trial 9

(COMPlus)

Manufacture of rubber and plastic products Trial 6 (APR)

Manufacture of other transport equipment Trial 3 (Augusta Westland)

Manufacture of furniture Trial 11 (AIDIMA)

Manufacture of textiles Trial 5 (Piacenza)

Civil Engineering (subsector of Construction Industry) Trial 7 (Consulgal)

A key part of the analysis is to identify potential long-term costs and benefits for the key

stakeholders for the respective FITMAN trials. We will not repeat how we assess the socio-

economic impact in this deliverable. Please see D9.2 (Vega, Castellvi, & Redwood, 2014) and D9.3

(Vega & Engen, 2015) for details. Following on from the assessment reported on in D9.3, further

assessment of each of the manufacturing sub-sectors is discussed in this deliverable, in Sections 2 to

10 (inclusive), for the use case trials as per the above table. Section 11 gives a summary and

discusses the key findings from the socio-economic impact assessment across all the trials.

Conclusions and further work are discussed in Section 12.

Each of the sections discussing the socio-economic impact assessment follows the same structure,

which is worth noting for ease of reading:

The potential long-term socio-economic impacts.

The potential long-term social innovation impacts.

The manufacturing sub-sector and the ICT industry.

The socio-economic impact assessment work has been shared by different members of the FITMAN

consortium. The methodology for industry-level socio-economic impact assessment was developed

by IT Innovation, and the methodology for social innovation impact assessment has been developed

by NTUA. NTUA has done all the social innovation impact assessment, while the industry-level


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socio-economic impact assessment has been performed multiple partners, as detailed below in

Table 2. The assignments were done proportionally to the effort each partner had in this task.

Table 2: Overview of partners applying the industry-level socio-economic impact assessment

methodology.

Trial Partner for analysing

Virtual Factories

T6: APR Plastic I-VLab

T8: TANet Manufacturing Resources Atos

T9: COMPLUS LED Lighting IT Innovation

Digital Factories

T1: Volkswagen automotive VTT

T3: AGUSTA helicopters POLIMI

T11: AIDIMA furniture Atos

T7: ConsulGal construction IT Innovation

Smart Factories

T4: WHIRLPOOL White Goods Engineering

T2: TRW Automotive IT Innovation

T5: Piacenza Textile Trials POLIMI

2 The automotive industry

The socio-economic impacts on the level of automotive industry as well as the more detailed cost

and benefits of the Volkswagen (VW) and TANet trials in FITMAN have been analysed in D9.3

(Vega & Engen, 2015). This section focuses on the main issues of trial impact based on the

TOBE3 measurements of the business indicators, as well as a discussion of the automotive and ICT

industry.

2.1 The Volkswagen case study: estimating the long-term costs & benefits

The VW trial focuses on the production equipment life cycle management and on the early phase

“product concept – product design”. The objective is to improve certainty and reliability of

estimated figures of in-house production costs at early phases of the product development process.

The costs information is used at early stage of decision making and is based on the digital factory

system, tools and planning environment.

The maintenance and the asset history of the machinery are summarized in the machinery

repository. The Machinery Repository has strong relations to the PLM-System level, where the

aggregated data is coming from. The information from the Machine Repository is used by the

design function to consider technological standards in order to evaluate and to minimize the

investment costs. The information about each machine facility within the MR will be updated

continuously during the entire life cycle and will be used in the following Serial implementation

process.

Currently there are weaknesses in the availability of the Machinery Repository, free planning

capacity of the planning engineer and in the long communication processes. So, in short, with the

implementation of the trialled IT solution VW aims at:

Making the MR available to all engineers/production planners.

Implementing standard processes for managing the MR.


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Reducing the effort to create a new model in MR.

Increasing reliability by reducing assessment errors.

Reducing time for creating an evaluation report.

Implementing standard processes for the evaluation procedure.

Increasing MR accessibility for different work places.

Having a single entry point for MR information.

The solution to be trialled will support the production equipment planning processes and it will be

utilized in the production planning department of VW. The most important roles and actors that are

affected by the implementation of this solution are the personnel of the production planning

department. The solution will be used by managers and engineers of that department.

The simplified value network of VW trial is presented in Figure 11. From the viewpoint of the

socioeconomic impact, the value network of an automotive OEM trialling the described solution can

be considered to consist of the vehicle manufacturer and their production planning department, IT

provider, automotive supplier, and customers, as presented in the following figure. In large

automotive OEM groups IT providers and automotive suppliers are often not external units, but

other business units, functions, or companies within said group.

Figure 11: Simplified value network for motor vehicle manufacturing.

The vehicle manufacturer provides vehicles for the customer, but it can also be seen to offer, e.g.,

prestige, status, convenience or safety that are embedded in individual brands or vehicle models.

For IT providers and automotive suppliers the vehicle manufacturer offers monetary payments. If

these actors are external, the customer relationship may improve and result in eventual repurchase.

On the other hand, if the actors are internal, the IT provider and automotive supplier also get to

prove their significance to the core processes of the OEM group. The production planning

department is internal. It provides labour for production planning projects, and receives payment for

it. It is so close to the core vehicle manufacturing of the company that its significance is hardly

questioned.


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The VW trial is an IT solution that enables intra-organisational units within VW to better

communicate during design and production planning processes. The solution improves the

efficiency of production planning workers especially in product related inquiries and machine

repository (MR) management. As such, few external parties are directly affected by the

implementation of the trialled IT solution. The solution may, however, change the design and

production processes so that these stakeholders experience notable indirect effects.

The costs and benefits of the IT solution trialled in VW for different stakeholders (vehicle

manufacturer, production planning, suppliers, IT providers and customers) are described in detail in

D9.3 (Vega & Engen, 2015). The performance indicators used to measure VW trial achievements

are related to the main business benefits, through cost and time reduction and improved evaluation

accuracy. There are no performance indicators related to the costs required by the IT solutions. The

performance indicators related to the two scenarios (machine repository update and inquiry service)

are as follows:

BPI 1: Machine Repository Update cost Target: -50%

BPI 2: Machine Repository Update time Target: -54%

BPI 3: Inquiry Respond time Target: -20%

BPI 4: Inquiry Respond cost Target: -10%

BPI 5: Average lead time to access expert knowledge about production Target: -71%

BPI 6: Evaluation accuracy Target: -50%

The BPIs and their measurement methods are described further in D7.1 (Tavola, et al., 2014).

The measurement of the BPIs was performed at three time points: TOBE1, TOBE2 and TOBE3.

The average of progress towards the target at different time points were 36,4%, 54,8% and 85,8%,

respectively. Thus, there has been constant progress during the trialling.

In more detail, the final TOBE3 measured values for each BPI are presented below in Table 3.

Table 3: Final measurements of BPIs for the VW trial.

BPI name as is target TOBE3 progress %

MANAGEMENT OF THE

MACHINE REPOSITORY

MR UPDATE COST

100 50 60 80,00%

MR UPDATE TIME

100 46 50 92,59%

INQUIRY SERVICE

AVERAGE LT TO ACCEDE THE EXPERTS KNOWLEDGE

100 29 31 97,18%

EVALUATION ACCURACY

100 50 65 70,00%

INQUIRY RESPOND TIME

100 80 83 85,00%

INQUIRY RESPOND COST

100 90 91 90,00%

As can be seen, all the indicators have good progress in relation to the target but the evaluation

accuracy is less improved than the other indicators. More information about the TOBE3

measurements can be found in D7.2 (Tavola, et al., 2015).


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The costs and benefits in the long term were discussed in D9.3 (Vega & Engen, 2015). The costs

identified were related to the implementation of the IT system, including the need for training

personnel and learning the new way of working. Even if the IT system will require maintenance and

updates the IT system and learning costs are mainly coming in the beginning of the application

period while the benefits can be expected to improve in long term as the personnel learns to the new

tools and the processes become more stable.

The benefits as measured with the BPIs are mainly related to time and cost savings in product

development. In the long term, it can be expected that when the machine repository is well

established there will be also new ways of utilising it; for example to collect and use experience.

Thus it can be estimated that the cost savings may even grow in the future. The same could be

estimated for the time savings, i.e., after the learning period, the time-efficiency is expected to

improve.

However, in the long term, the savings discussed above are perhaps not the main benefit; rather, the

most important thing is to increase the ability and speed to implement innovations for the vehicles.

The implementation of the trialled IT system should reduce the time to market of new car models.

This has two possible effects: firstly, new vehicle models are introduced faster, and secondly, there

will possibly also be more models available in the market at any given time than there were before

the introduction of the new system.

2.2 The TANet case study: estimating the long-term costs & benefits

The value network, below in Figure 12, describes the stakeholders involved in the TANET business

case, which are their respective roles and how they add value in the network. We recap here what

stated in stated in D9.3 (Vega & Engen, 2015), since TANET value network has not changed in this

period:

The final customers are fundamentally tier 2 and tier 3 suppliers in the automotive sector principally

but also in both the electronic and aerospace sectors. They get products respectively from

Automotive, Electronics and Aerospace sector managers.

On the one hand, Sematronix is focused on the concepts of clustering. It manages the SMECluster

Portal designed for the Welsh Automotive Forum and the Aerospace Forums to offer a range of

services such as job advertisements, member profiles for marketing purposes and opportunities.

On the other hand, Control 2K is the provider of IT services and platform infrastructures to

Sematronix.

And, finally, FI technologies will provide IT solutions to Control 2K, the trial technology provider,

that enables the improvement of the services offered to Sematronix’s clients, the trial end user.

It is important to note that whilst the SMECluster model with the tendering opportunities section is

aimed at the Automotive sector primarily for the FIMAN trials, the platform could be opened up to

many other sectors including fashion accessories, resellers, food retailers, etc.


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Figure 12: Value network of the parties involved in FITMAN trial 8 scenario.

Estimating the long-term costs & benefits of technology take-up

As in D9.3 (Vega & Engen, 2015), Business Performance Indicators (BPIs), and its evaluation

within WP7, have allowed us to obtain values of the expected impact of some benefits.

In this section, TOBE values have been updated with TOBE3 values of the Performance Indicators.

The Business Performance Indicators used by TANET in the evaluation of the impact of the

FITMAN IT solutions tested are:

Tenders accrued monthly, quantity of tenders entered into system (Business Scenario 1)

Active facilitators, number of facilitators logging on monthly (Business Scenario 1)

Registered service providers, number of providers offering services on platform (Business

Scenario 1)

End to end clustering, reducing man hours involved in creating and managing clusters

(Business Scenario 2)

Automation of tender input, collection of tenders by automated systems (Business Scenario

2)

An overview of the Business Performance Indicators for the TANet trial is provided below in Table

4.


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Table 4: Overview of PIs and respective measurements for the TANet trial.

Performance Indicator (PI) AS-IS TOBE1 TOBE2 TOBE3 TARGET

Import of tender opportunities

Number of active facilitators 1 2 2 3 3

Number of registered services providers

23 23 71 120 115

Tenders accrued monthly 3 3 12 12 20

Improvement of facilitator role

End-to-end clustering 6 5 2 2 2

Automated Tender input time 30 30 6 2,5 1

We analyse costs and benefits for each one of the relevant stakeholders in the value chain:

Sematronix (Clusters managers):

Benefits:

Increment of available tenders

Increment in completion of successful clusters

Increment in number of facilitators

Improvement of IT service quality

Higher efficiency by reducing the person/hours for creating and managing clusters

Automation of tender input

New market opportunities by increasing the number of services providers registered into the

platform

Cost reduction

TANet and its third parties, is looking to get FITMAN to provide a solution to speed up

implementation of software platforms by supplying the corresponding GEs and SEs to help avoid

re-designing core modules of the platform.

Sematronix manages SMECluster Portal and therefore is directly impacted and benefited from the

adoption and implementation of FI solutions.

The increment of available tenders derived from the adoption of multiple data sources is one of the

benefits for Sematronix, the TOBE3 value for the BPI associated to this benefit is 12 and the target

value 20 in a monthly basis.

Another benefit is the increment in successful clusters. There is no PI associated to this benefit;

nevertheless, it can be estimated that this benefit could be around 15% assuming that the capability

to update GEs and SEs in real time, regarding principally semantic matching, entails that

adjustments can be made to complement changing market conditions.

Another important objective for TANET in this project is to increment the number of facilitators.

The more facilitators using the system, the wider the level of experience brought by individual

facilitators and the greater their coverage of cluster-forming expertise. The current value (TOBE3)

of number of facilitators logging on the platform monthly is 3 people, reaching initial expected

value after full implementation.

On the other hand, in terms of efficiency, the time that people spend for creating and managing

clusters will be reduced with the new systems. The updated TOBE3 value is 3 hours/tender; whilst

the initial AS IS value was 5 hours/tender, and it is expected that the future value is reduced to 2

hours/tender.


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With regards to the automation of tender input, the collection of tenders by systems took 30 minutes

per tender (estimated average), having fallen the TOBE3 value to 2.5 minutes/tender and it is

expected that the automation of all stages of processes reduces this time up to 1 minute per tender.

As indicated in D9.3 (Vega & Engen, 2015), new market opportunities arise from the addition of

new services providers registered into the platform. The initial number of services providers

registered on the platform was 23 whereas that the current value, TOBE3, is 120.

Control 2K

Benefits:

More efficient in Servers and platform maintenance/ Reduction on services downtime

Costs reduction

Improvement of IT services quality

Costs:

IT systems implementation (integration and deployment)

Control 2K is the IT provider to Sematronix. It provides the software that supports the services

offered in the SMEcluster platform and therefore it is responsible of its maintenance and

development. Control 2K is using FITMAN to improve its internal architecture to deliver services

to its clients.

The new functionalities provided by the GEs and SEs impact on Control 2K by making the

maintenance of services and platform faster, more cost effective and more reliable and, at the same

time, making the service offering more flexible and adaptable to technology developments.

In this sense, efficiency will be improved by the reduction on services downtime in the maintenance

of servers and platform. Initially, the time lost due to breakdown in system is about an average of 6

hours/month per line. The target value is 1 hour in a time framework not upper to 24 months after

implementation.

In terms of costs, the costs inherent to new IT system implementation is assumed by software

developers, architects and systems integrators in Control 2K since they are the one adopting the FI

framework. Integration into existing systems is not always totally smooth. There are therefore

additional cost which needs to be offset against potential savings from integrating FI-WARE

technology. On other hand, it will require effort and time to set up SEs and GEs from scratch, and

technical experience is a requirement.

On the side of both IT providers and tenderers actors in TANet case value chain, the costs and

benefits estimated in D9.3 (Vega & Engen, 2015) are still valid, which we discuss further below.

IT provider:

Benefits:

Increase customer base

The evident benefit for the IT providers is the increment of their customer base, and therefore of

sales and revenues. Putting into market such sort of innovative IT solutions offers the opportunity to

reach new clients and increases the solutions portfolio to be offered to the current ones as well.

Additional revenue streams could come from the services of implementation, support, maintenance

and consultancy.

Tenderers (Automotive, Aerospace, electronics sectors managers)

Benefits:

larger jobs opportunities


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Increment of available tenders

Increment in completion of successful clusters

Reduction on time and efforts in administrative and formal application to tenders.

SMEcluster members, the tenderers in Automotive, Aerospace and Electronics sectors, will be

directly beneficiated by the implementation of the new technology thanks to a better clustering

system. Therefore, as clients and users of the SMEcluster platform in many cases the benefits for

Sematronix are directly translated to Tenderers, as the increment of available tenders and in the

completion of successful clusters. This implies larger jobs opportunities for tenderers.

On other hand, thanks to a higher automation of services in the platform, they need less time and

effort to be applied in administrative and formal application.

2.3 Potential social innovation impact of technology take-up by the automotive industry

2.3.1 Volkswagen

The FITMAN trial led by Volkswagen presents potential social innovation impacts in three axes of

the respective analysis, based on the preliminary socio-economic and social innovation impact

analysis conducted in D9.3, as well as the feedback provided by the trial in the form of answers to

the dedicated questionnaires given to them.

The following figure summarizes the envisaged social innovation impact of the FITMAN trial

solution in Volkswagen.

Figure 13. Volkswagen Social Innovation Impact

2.3.1.1 Users as Makers

Not relevant


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2.3.1.2 Workplace Innovation

The FITMAN solution affects the VW workplace along various dimensions:

The establishment of a “cleaner” and better organized work place is promoted. By using the

web-based FITMAN trial solution, manual paperwork will be reduced, resulting to a more

structured and comfortable work environment for the employees.

More effective collaboration and management of projects improves the real-life working

conditions, resulting in reduced workers’ stress and better quality of life.

The engagement of state-of-the-art mobile devices (i.e. iPads) in the production process

accompanied by the appropriate educational packages and training, shall directly lead to the

familiarization of older workers with state-of-the-art mobile technologies, making them

more IT-literate even in the everyday lives.

The empowerment of the digital natives (mostly referring to the younger generation) in the

job search procedure shall be achieved by both promoting and increasing the number of IT

jobs.

Time Horizon: Short since the more fluent process and stress-reduced work are instant benefits after

the implementation of the system.

Assessment of the expected “Workplace Innovation” impact by VW: Medium since the above

mentioned points will have some impact, but the workplace itself remains the same involving

working with the PC with production system planning tools and being part of the process.

Potential Replication to other Industries: In theory every industry with longsome product

development processes can benefit from the FITMAN solution, due to the integrated services which

can be adapted to different industries or products.

2.3.1.3 Extrovert Enterprise Collaboration

The adoption of the FITMAN solution generally reduces the time-to-market for the car industry by

shortening the product development process in car projects. As a consequence, the collaboration

with project partners (stakeholders) must be increased to deal with the shorter time frame.

The Volkswagen trial may incur a further positive impact on the company’s suppliers of vehicle

parts and accessories, since faster and innovative production of new vehicle models also implies the

need for new, innovative products by the suppliers that are available on-demand.

The long-term vision of the VW trial foresees the involvement of all stakeholders of the car

production value chain in the new IT infrastructure created by FITMAN, in order to guarantee

shorter communication processes and more effective coordination.

Time Horizon: Medium since the reduced time-to-market (which mostly affects external parties)

will be no instant result but has to be achieved during new car projects.

Assessment of the expected “Extrovert Enterprise Collaboration” impact by VW: Low as the

external collaboration will not change dramatically beside the shorter need of parts and accessories.

If external stakeholders are involved in the IT infrastructure, the impact may be medium, but this is

a long-term vision.





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2.3.1.4 Green Innovation Management

As reported in the socio-economic impact analysis, the solution implemented in the Volkswagen

trial is expected to significantly reduce paper utilization and consumption, thus reinforcing the green

environmental aspects.

Time Horizon: Short since the paperless work is an instant benefit after the implementation and

usage of the system.

Assessment of the expected “Green Innovation Management” impact by VW: Low as the paper load

during the planning process should be decreased a lot, but this process is only one part of the entire

work at Volkswagen.




2.3.2 TANet

The FITMAN trial led by TANet presents potential social innovation impacts in two axes of the

respective analysis, based on the preliminary socio-economic and social innovation impact analysis

conducted in D9.3, as well as the feedback provided by the trial in the form of answers to the

dedicated questionnaires given to them.


solution in TANet.

Figure 14. TANet Social Innovation Impact

2.3.2.1 Users as Makers

In the TANet case, the “Users as Makers” axis appears only implicitly since the SMECluster portal

(which constitutes a core component of the TANet trial) is enhanced with the automation of Cluster

creation and partner searching, through the concepts developed in FITMAN, to allow for better


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visibility of members and SMECluster businesses, eventually bringing customers and suppliers

closer together. However, the co-creation or co-design aspects (e.g. in terms of investigating user-

generated content to identify trending topics and hidden opportunities that could be addressed in a

tender) are not addressed by the trial. 2.3.2.2 Workplace Innovation

There is no direct correlation of the TANet trial business processes with innovative improvements

in the workplace since a normal progress into a different style of working from manually looking up

information to digitally searching for it is followed.

2.3.2.3 Extrovert Enterprise Collaboration

The facilitation of the matchmaking process of recognising potential collaboration opportunities

between a manufacturing company and other companies (that consequently may form a virtual

enterprise) as promoted by the FITMAN solution for the TANet trial shall lead to easier and more

effective synergies among organisations; even among organisations that were not previously

considered in the value chain.

In addition, the TANet trial features the SMECluster portal, which is managed by Sematronix. This

portal / platform not only brings businesses together, but has the potential to act as a social hub for

local communities to link to the wider activities of the local area (in this case South Wales UK, but

the principle and concept can be adopted anywhere across the EU). The idea is that there needs to

be a point of focus that draws together individuals and organisations to initially do business together

as the spin-offs from these activities can lead to wider community benefits. 2.3.2.4 Green Innovation Management

Although FITMAN has brought tools to support the reduction of waste and increase efficiencies

(e.g. cutting down the need to travel to meetings or for the delivery of tenders contributes to the

reduction in the carbon footprint), the “Green Innovation Management” axis is not considered as

relevant to the TANet trial business processes.

2.4 Automotive and the ICT industry

Finally, the SEIA methodology includes a step that requires the assessment of the impact the trialed

solution has on the ICT industry. ICT solutions are used very broadly in the automotive industry.

They are an integral part of not only development, production, and distribution processes, but also

increasingly of the products themselves. Modern vehicles are embedded with sophisticated

electronics and technologies that provide ease of use but also opportunities for additional ICT

services. Modern ICT provides each new vehicle with a platform to build additional services on. It

is safe to say that only a minority of the potential service business opportunities have been taken so

far. Additionally, although ICT is already utilized extensively in, e.g., the development and

production processes, there are still large steps to take to increase internal communication and

productivity.

When both automotive and ICT industry are understood fairly broadly, three distinct areas of

cooperation and integration arise. In automotive industry, ICT can be used for 1) enhanced product

platforms, 2) production and distribution systems, and 3) use and service monitoring (King &

Lyytinen, 2004). Additionally, as (Lee & Berente, 2012) aptly summarize, information technologies

have had and will have a lasting effect not only on the process of innovation in the automotive

industry, but also on product innovations. The digital revolution has an impact on the way firms

innovate in the supply chain, but also alter the product innovations themselves (ibid.).

For clarity, we can simplify the processes in the automotive sector into three large types: automotive

development & engineering, automotive production, and motor vehicle sales & repair (Spöttl &


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Becker, 2004). It is clear that the solution that is trialed here is an innovation that focuses very

strictly on improving the communication between the development & engineering related to new

vehicle models and the production of said vehicle types. Such a solution is a process innovation

rather than an innovation on the product or its characteristics, and demonstrates the use of ICT in

enhancing the production systems. The ultimate goal is to make product innovation efforts more

efficient.

By expanding the technical idea of the trialed solution, it may be possible to increase the

effectiveness of access to information and internal communication even further. For example, it

might be beneficial to improve the communication and access to information between sales and

development & engineering, or repair function and development & engineering. This way that

development & engineering functions would have a more detailed and up-to-date information of

new features that are sought after by customers provided by the sales function and of the technical

failures that most commonly occur provided by the repair function. Such internal communication is

of course already well established, but an automated IT solution would make all the collected data

easily accessible and readily available for the development & engineering teams.

In any case, the automotive sector seems to offer large business opportunities in the area of ICT.

The focus of the trial has been on an IT solution that increases the efficiency of production planning

work by improving access to production information. There are many other ways to improve the

efficiency of effectiveness of development and engineering work, of which increased availability to

data collected by the sales and repair functions was discussed here. Another very promising market

for ICT companies can be seen in and around the physical vehicle product (and the embedded IT),

and the platform it provides. The services built on this platform may have to do with, e.g.,

maintenance, fuel-saving, navigation, use monitoring, or road safety.

3 The manufacture of automotive accessories industry

TRW is a global manufacturer of car safety equipment. The aims of the TRW trial are on using

FIWARE and FITMAN technologies to improve the health and safety of workers in the production

workplace. The sections below discuss the long-term costs and benefits in the context of the final

measurements of the trial’s business performance indicators, the potential social innovation impact

and impact on the IT industry.


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3.1 The TRW case study: estimating the long-term costs & benefits

Figure 15: Simplified value network for safety in the motor vehicle manufacturing.

Figure 15 provides an overview of the value network associated with the TRW trial, as previously

set out. With a focus on health and safety concerns, the main issues include the benefits expected

from the introduction of a software solution to monitoring and incident reporting. The value

network shown simply outlines the main value exchanges in the network: one actor provides a

service or goods, and the recipient pays or returns in kind. However, within the context of this trial

the emphasis is really on the longer term benefits:

For the Automotive Manufacturer:

o Employee relations improve as an atmosphere of safety and security is created

o Regulatory compliance becomes easier and more accountable

For Production Workers:

o The working environment improves

o They can, if necessary, validate objectively what is being done and how

For the Regulatory Authority:

o It becomes easier to audit compliance

o Regulatory change can be communicated to the IT Provider for immediate

implementation

For the IT Provider:

o Traditional revenue sources increase as others in the industry see the benefits

o Other revenue sources are enabled: public funding for appropriate reporting and

controls.


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Having established the original (monetary-based) value network, it is now apparent that other, more

intangible benefits associated with the TRW health and safety management trial have become

possible, even allowing the structure of operations to change. With the ICT solution, the regulator

can rely directly on the reports generated to shortcut audit; and production workers themselves may

similarly be able to review status and issues which concern them.

Table 5: The TRW trial performance indicators and current status

Table 5 summarises progress against the performance indicators for the TRW trial. In all cases, as

can be seen, targets were not simply met, but substantially exceeded, with an overall average of

178%. In this respect alone, the TRW health and safety trial has been a significant success by far

surpassing original expectations.

3.2 Potential social innovation impact of technology take-up by TRW

The FITMAN trial led by TRW presents potential social innovation impacts in two axes of the




Bu

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Sce

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Ind

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Description Progress

Ris

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odel

ling

BPI1 Number of standards and regulations 200%

BPI2 Number of accidents and incidents 170%

BPI3 Number of risks identified 167%

BPI4 Number of preventative actions 167%

BPI5 Number of human errors 220% 185%

Ris

k D

etec

tion a

nd

Info

rmat

ion

BPI6 Number of accidents and incidents 170%

BPI7 Number of deployed monitoring systems 173%

BPI8 Number of risk detections, alarms and warnings

set up 146%

BPI9 Number of training sessions 200% 172%

178%


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solution in TRW.

Figure 16: TRW Social Innovation Impact

3.2.1 Users as Makers

The end-users (namely the clients of TRW) are expected to indirectly benefit from the

improvements that the FITMAN solution will introduce in the TRW shop-floor.

In the TRW case, the “Users as Makers” axis is not relevant, though, since the TRW-client

relationship, including the co-creation or co-design aspects of the parts that are manufactured in

TRW, is not addressed by the trial.

3.2.2 Workplace Innovation

Through the introduction of a pro-active and worker-centric safety system promoted by the

FITMAN technologies, the workers’ health is expected to be significantly promoted in the TRW

workplace. Since both TRW business scenarios identify potential health risks, as well as incidents

that have already happened, preventive actions that can be undertaken in the work environment are

recommended real-time to the workers who can directly intervene (for example change their

position) so as to avoid facing potential health problems in the future. The musculoskeletal

disorders that appear due to repetitive movements will be thus avoided, and workers will be directly

in charge of their own safety. In this way, employees suffering from pains related to the daily

activity will be extremely reduced while the number of accidents and incidents will be also reduced

in TRW, consequently reducing the costs and the injured workers derived from these events.

As an additional result, due to a more intuitive and friendly workplace environment where the

workers will have clear instructions on what they should and should not do, their stress is decreased,

their productivity is boosted and their quality of life is improved. Such a workforce empowerment

in TRW will allow the optimisation of the production process, i.e. reduction of wastes, reduction of

costs, reduction of delays in providing the final parts, etc. So, it could be expected that the


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improvement of the quality of life of the workers will directly lead to continuous and profitable

business, bringing both workers and the company in a win-win situation.

On the other hand, in the last years the age of the blue-collar workers has increased significantly,

becoming a real problem for the workforce quality and health. Therefore, new solutions are needed

in order to allow those people to continue performing their daily activities without risking their

health and safety. The new solution implemented in the TRW factory will also help in the

involvement of aging workers in the new production processes, reducing the musculoskeletal

disorders related to ergonomic risks in the shopfloor.

Time Horizon: Short. The smart sensor developed in FITMAN does not need any installation and IT

configuration tasks, so it can be moved from one line or factory to another in an easy way. As soon

as the system is installed and the personnel is trained for its usage (even if it is user-friendly), the

system will make real impact on the TRW workplace. As a result, the workers will immediately

notice the reduction of the pains and injuries, and therefore the quality of their lives will be

enhanced.

Assessment of the expected “Workplace Innovation” impact by TRW: High since the new FITMAN

solution will heavily support the work health promotion through the implementation of a system

that will control and prevent the ergonomic risks in the production lines of TRW.

Potential Replication to other Industries: The solution implemented in the TRW trial of FITMAN

can be implemented in any industrial sector, such as aeronautics or railways, among others. The

system does not have to be customised to the specifications of the sector, but to the needs and

special issues related to the production lines and the workers performing the production and

assembly activities. Therefore, any manufacturing industry can benefit from this solution.

3.2.3 Extrovert Enterprise Collaboration

There is no direct impact in the collaboration with external stakeholders through the FITMAN trial

solution since the benefits brought by its adoption are directly reflected in the stakeholders working

with TRW.

However, the company image will be positively affected in an indirect way through the workforce

empowerment that will allow the optimisation of the overall production process (i.e. reduction of

wastes, reduction of costs, reduction of delays in providing the final parts, etc.) and the

improvement of the quality of life of the workers that will directly lead to continuous and profitable

business, bringing both workers and the company in a win-win situation. To this end, the image and

perception of the customers in particular, and the society in general, are as much important as some

productive factors since they are expected to be directly reflected in the relations with the

stakeholders working with TRW.

3.2.4 Green Innovation Management

As already mentioned in the previous paragraphs, the implementation of the FITMAN trial solution

in TRW will be directly related to the reduction of the accidents and incidents in the shop floor that

will eventually lead to fewer wastes and fewer damages of the raw materials in the shop floor.

Additionally, the FITMAN solution integrated messaging and alerting system will reduce the use of

papers in order to report the movements of the workers. In this way, the information managed by

the prevention office and the workers about the risks and preventive strategies designed will be

digitalised and stored in internal databases, removing the high volume of paper generated nowadays

in reports and training material.

Time Horizon: Short since the number of accidents and incidents will quickly decrease, and

therefore the savings in the raw materials will clearly increase. Additionally, the design of the


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prevention strategy will be performed through the FITMAN solution, reducing the volume of paper

used during the process.

Assessment of the expected “Green Innovation Management” impact by TRW: High since, even if it

could not be noticed on a first sight, the savings related to wastes of raw materials and the usage of

paper will be directly impacted by the FITMAN solution. As a result, the environmental

performance of TRW will be improved and their competitiveness will be enhanced.

Potential Replication to other Industries: The solution implemented in the TRW trial of FITMAN

can be implemented in any industrial sector, such as aeronautics or railways, among others. The

system does not have to be customised to the specifications of the sector, but to the needs and

special issues related to the production lines and the workers performing the production and

assembly activities. Therefore, any manufacturing industry can benefit from this solution.

3.4 Automotive parts and accessories and the ICT industry

Within the specific context of improving health and safety conditions in the workplace, there is

obvious benefit for the ICT provider: TRW would create suitable reference installation(s) and

showcase technology within a specific context. Much of the actual data generated may be sensitive,

and therefore cannot easily be shared with others. But the overall benefits and experiences of the

respective users would provide collateral in support of further sales and deployment.

Figure 17: Network of opportunity for the IT Provider in the TRW Trial

The most important general factors perhaps for ICT are two-fold:

1. The use of technology in collaboration with rather than to replace human agents. As defined

within the TRW case, the monitoring and aggregation of data into risk models (Business


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Scenario 1) as well as providing objective information (Business Scenario 2) provides a

significant example of technology working in support of human activities.

2. Monitoring used for transparent individual as well as organisational benefit. Industry,

especially manufacturing, has suffered in the past from the perceptions of monitoring to

control and “spy on” the workforce9. As illustrated by the TRW trial, however, the whole

purpose of the monitoring is to provide an aid both to managerial and supervisory levels as

well as workers and co-workers themselves with objective data in support of generalised and

collaborative effort to enhance safety.

But there are other benefits, derived from the initial value network in Figure 15 and summarised in

Figure 17: this modified network represents opportunities for the IT Provider, not simply the flow

of economic benefit. Specifically:

3. For the IT Provider, the traditional revenue stream from direct sales and licensing will

benefit from the potential to derive funding or financial considerations from other sources,

for instance:

a. The Regulatory Authority may offer certification, but also recommendation to use

the ICT services in support of the continued safety management of the industry;

b. Public (or commercial) funding as a consequence of increased worker satisfaction

and an environment of well-being.

c. This means that pricing can be more flexible.

4. For the Regulatory Authority, the ICT solution would offer a different mechanism to run

compliance checks and audits, which would reduce the burden on them.

5. For the Production Workers themselves, it would allow quasi independent monitoring and

validation to check their own safety and well-being on the factory floor.

All of this suggests that the associated value network (see Figure 15 above) is no longer simply

monetary or economic by nature. Instead, it assumes greater societal and socio-economic

importance: the ICT service provides benefits therefore to the way of working, and not just to

improve the specific area of health and safety.

With this in mind, the TRW trial provides significant benefit in positioning the FITMAN

technologies within the context of the factories of the future as contributory and important

components to help address specific issues leading to specific benefit across industry but also, and

perhaps more importantly, to provide a demonstration of technology working with human agents at

all levels to create and improve working practice to the benefit of all.

4 The manufacture of electrical equipment industry

The Whirlpool trial 4 applies to the Smart Factory domain and deals with the use of new

technologies enabling better integration of the workforce with the decision phases of a production

process in turn improving product quality, productivity waste reduction, cost reductions, and

engagement within the company.

9 The poor perception of time and motion studies is well-attested; see for instance Adler, P.S. (1993) Time-and-Motion

Regained. Retrieved from http://www.xteamone.com/files/time_and_%20motion_regained.pdf

http://www.xteamone.com/files/time_and_%20motion_regained.pdf


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Given the specific traits of the sector, new technologies should support manufacturers in offering

better products but also helping improve their value proposition and perceived value for customers.

In turn certain innovations in white goods could have an impact on societal issues, first of all

environment ones, where adopting new generation lower-polluting appliances could have a strong

environmental benefit. Indeed the European Association of Home Appliance Manufacturers

reported that more than 188 million home appliances across Europe are more than 10 years old

(Policy Studies Institute, 2009), replacing these machine with environmentally-friendly ones would

have a dramatic impact.

The sections below describe and discuss the value network and affected parties in the Whirlpool use

case trial, the potential long-term costs and benefits given the technology update via FITMAN and

the specific relation of white goods and ICT.

4.1 The Whirlpool case study: estimating the long-term costs & benefits

Figure 18: Value network for the FITMAN trial 4 scenario

Figure 18, above, summarises the value network for the trial depicts the main business actors

involved and the final customers. The key elements of this network are:

Suppliers. The vital stakeholders for the production process, integral part of the supply

chain; in particular white goods manufacturing is particularly reliant on efficient and timely

supply:

IT service providers which support the trial partner in adopting the FITMAN technology and

provide up-to-date and effective services;

Work force: they are a cornerstone element in the network, as they can strongly influence

the performance of the company and production process;

The customer: clearly customers buying the final product are the final, yet key, element in

the network: without people buying the products no value is finally generated.

The ‘sales chain’ is also relevant but not represented in the network as it is on the one hand very

diversified and on the other hand not directly impacted by the trial. Clearly society as a whole is


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also involved as it will benefit from more efficient and cost effective products and improved

involvement of the WHR workforce in the production process.

Regarding costs and benefits (CB), and related performance indicators, in D9.3 (Vega & Engen,

2015) an initial identification of CB was carried out linking them to the main actors involved and

possible performance indicators. Here we provide an updated analysis of the CB linking them to the

Business Performance Indicators (BPIs) and their progression in FITMAN (as defined in D7.1

(Tavola, et al., 2014) and D7.2 (Tavola, et al., 2015)), in particular relating to the TOBE3 values.

For each benefit we also provide an estimation of the overall quantitative change achieved as a

consequence of the progression thanks to FITMAN, of the BPIs from the ‘AS IS’ values to the latest

TOBE3 values.

Increased number of products which are defect-free

Reaching this benefit is one of the primary aims for increasing efficiency and quality in white goods

manufacturing. Efficient fault-detection means cost reductions and better products for consumers.

Within FITMAN Trial 4 this aspect is particularly linked with the involvement of workers and

improving their efficiency by tracking possible issues in the production line, so that they can

identify the right people to involve and have all the relevant data and information already in place.

The relevant BPIs are:

Defective parts to rework

Fall off rate

Conversion cost per unit

Service incidence rate

Faster production

This benefit is related to the competitive and efficiency advantage of a faster production (and

therefore delivery) of products. In the trial context it is linked to reduction in data-based decision

making time (especially at managing level) which can lead to a more efficient (and faster)

production process. Related BPIs are:

Defective Parts To Rework


Implementation and maintenance of the IT services

This potential cost is related to the implementation of IT services which, overall, are able to

determine all the benefits described. There is, therefore, no direct business indicator related to this

cost. In fact Trial 4 focuses on applying IT solutions to improve decision processes and workers’

engagement, therefore the ‘human’ aspects of production. These processes and the generated

engagement impact, in turn, on the improvement of all the listed Business Indicators. Additionally,

it should be noted that IT services implementation are a cost (investment) for the manufacturing

company but also a benefit for IT service providers who are able to sell IT services and related

support.

More business opportunities

This benefit is represented by the possibility of offering value-added IT services and medium/long-

term running projects e.g. where legacy systems are integrated with the new technology. The

relevant BPIs here is Service incidence Rate.

Improved supply chain


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Beneficial, improved supply chain is related to time and speed as key factors in improving

efficiency and ensuring competitiveness. To this end two important areas addressed by the Trial are

data availability and engagement. The two main BPIs linked to this benefit are:

Conversion Costs per Unit

Service Incidence Rate

Both are rather straightforward: supply chain has a direct impact on conversion costs, especially in

terms of speed while Service incidence rate has always been relevant to Whirlpool’s supply chain

management.

Improved engagement within the company and production process

This benefit has to do with worker engagement within the company positively impacting various

aspects including productivity, performance and customer satisfaction. In Trial 4, data and

information, and in particular sharing, are particularly relevant. Engagement is explicitly monitored

through a PI obtained through a yearly survey. This is not part of the BPIs, rather various BPIs

(such as defective parts to rework) are actually positively influenced by improved engagement.

Better, more reliable and value-for money product

Customers are the final beneficiaries of better products. Quality gains deriving from all other

benefits described enable to offer products which are better value and will satisfy customers.

Service incidence rate is especially relevant for customers, as intervention (even if ‘free’ and

covered by a warranty) is considered a hassle and provides a negative perception of the brand to

customers (Mangiameli & Roethlein, 2001).

Creation of new opportunities

This is a higher level benefit related to the introduction of new ICT services and overall

improvement of the manufacturing process and products. It cannot be directly linked to specific

BPIs. However a set of related indirect business indicators can be projected for this benefit

including: new jobs, increased revenue, and increased customer-base.


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Table 6: Socio-economic benefits, relevant BPIs and foreseen improvements for the Whirlpool

trial.

Benefit Relevant BPIs BPI TOBE3

Avg. improvement compared to

AS IS

Benefit improvements (ranges)

Increased number of products which are defect-free

Defective parts to rework

19764 36.62% # of defect-free products: +12% to +16%

Fall off rates 4.47 0.2157

0.21 0.0203

9.48%


9.47 2.07%


46000 8.00%

Faster production Defective parts to rework

19764 36.62% Production speed: +16 to +22%


9.47 2.07%

Implementation and maintenance of the IT services

n.a. n.a. n.a. # of acquired services for the IT services provider: +13% to +17%

More business opportunities


46000 8.00% # of new contracts: +7% to +9%

Improved supply chain


9.47 2.07% sourcing and delivery speed: +4% to +6%


46000 8.00%

Better, more reliable and value-for money product


46000 8.00% # of service calls: -7% to -9% # of returning customers: +13% to +17%

Creation of new opportunities

n.a. n.a. n.a. new jobs: +9 to +12% net yearly revenue: +13 to +17% # of new customers: +10 to +14%

4.2 Potential social innovation impact of technology take-up by Whirlpool

The FITMAN trial led by Whirlpool presents potential social innovation impacts in all four axes of

the respective analysis, based on the preliminary socio-economic and social innovation impact

analysis conducted in D9.3, as well as the feedback provided by the trial in the form of answers to

the dedicated questionnaires given to them.


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solution in Whirlpool.

Figure 19. Whirlpool Social Innovation Impact


Within the adoption of FITMAN solution to a broader population (e.g. including blue-collars), users

will be more actively involved by enhancing their capability to receive information and data in a

faster and unfiltered way. An easy extension of the functionality that encompasses also data

generation from mobile devices, could turn workers into a pervasive and intelligent network of

sensors, able to provide the system huge quantity of data (e.g. biometric data, spatial position,

textual and structured feedback, etc.) that could be used to both improve the production operation

and the workers condition and self-esteem.

In the Whirlpool case, the “Users as Makers” axis appears though only implicitly since end-users

may become more informed, yet the co-creation or co-design aspects are not addressed by the trial.

Time Horizon: Medium to Long Term. The social impact requires a huge involvement of the

workers both from a physical point of view (i.e. actually using the information provided through

mobile devices) and from a mind-change perspective, which can take up different time depending

on the workers’ profile taking into consideration the variety of age, education, company culture,

countries etc. For example, it is expected that an industry with a relative young average age and

located in a country with a high penetration of new technologies (4-5G, broadband, etc.) could react

quicker and easier to the change of being more connected with their production environment and

thus speed up the social changes related in comparison with other laggard industries.

Assessment of the expected “Users as Makers” impact by Whirlpool: Medium to Low since the

great variety of factories, countries and different cultural heritage involved is requiring a lot of time

and effort to actually make the change.


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Potential Replication to other Industries: In principle, all the industries characterized by a strong

interaction between the physical process and the workers in the whole supply chain could benefit

from the solution implemented in the Whirlpool trial. Automotive, consumer good, and many other

discrete industries which have already a high degree of CPS in their factories can easily implement

the solution in many adjacent business processes (e.g. maintenance, process monitoring, logistics,

etc).


The FITMAN solution shall enable a more conscious and participative workforce with a consequent

reduction of social friction between Company and Workers in Whirlpool.

In the long term a widespread adoption of mobile devices in the production process will change the

relationship between workers and workplace as well as workers and organization. More and more

workers will be involved in information flow-both in generation and fruition- and this will make

them more strongly connected with the factory management, potentially eliminating barriers among

organization layers.

In the short term, a new connected and safer workplace is promoted, acting as an enabler to enhance

health and safety monitoring. By managing and delivering real-time events to the mobile devices of

the workers, their personal space blends, in a way, with their working space creating a more worker-

friendly and worker-customised every-day environment. Reducing defects and machine interruption

is also expected to directly lead to greater profitability for Whirlpool, thus ensuring jobs and

possibly leading to better salaries/bonuses that would improve the financial status of workers.

The exploitation of state-of-the-art mobile devices in the manufacturing procedure also empowers

the specialization of the digital natives (mostly the younger generation) while, at the same time, acts

as a catalyst in the familiarization of older generation workers with state-of-the-art technologies.

Industrial environments are usually safety-oriented and sometimes turn to be isolated and least

interoperable. Promoting the use of workers’ own devices in the industrial production process

directly leads to full compatibility between the industrial IT systems and widely used (and in many

cases open) systems and protocols.

Time Horizon: Short Term due to the quite stable relationship between workers and the workplace

established in large companies through the adoption of standardized work, pre-defined cycles.

Assessment of the expected “Workplace Innovation” impact by Whirlpool: Medium to High since

the scalability of the solution (from a single workplace to a whole company) allows to shorten the

learning curve and to address specific and quick implementation plans.

Potential Replication to other Industries: All the industries that have a high percentage of human

labour could benefit from the FITMAN trial solution deployed in Whirlpool: in particular, car

companies having usually complex workplaces, long working cycle and high interactivity with

tools, equipment etc.


In the long term horizon, the possibility to deliver real time information about specific events to an

extended network of stakeholders will enable a much broader participation of the supply chain into

the daily operation of a complex firm and will significantly reinforce collaboration within the

manufacturer’s external network. At the moment, feedback is usually provided to suppliers or

partners using personal communication means (email, phone calls, etc.). There is, of course, lack of

information depth and responsiveness, with the result that, apart very few selected cases, partners

are not always aware of matters they should be concerned with or, in the best case, they are made

aware very late.


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With the FITMAN solution that is able to make partners directly aware of the events happening in

its shop-floor, Whirlpool could reinforce the sense of co-responsibility about the supply of goods

and services, the trade- partners’ actions in the market, and eventually the customer service

relationship with final consumer.

Time Horizon: Medium to Long Term as it depends on the maturity of the entire supply chain: the

more the supply chain is based on strategic, world class partners, the quicker is its integration into a

real time flow of information.

Assessment of the expected “Extrovert Enterprise Collaboration” impact by Whirlpool: Medium to

High. The opportunity to involve inbound and outbound supply chain in the daily decision process

could really turn into a great benefit. However, the probability of success is strongly linked to how

the supply chain is ready to step into this new way of cooperation.

Potential Replication to other Industries: All the industries which have a strong dependability on

the entire supply chain could be affected, e.g. automotive, aero-spatial; consumer goods and food

are among the industries that could be more impacted.


The improvement forecasted through the adoption of the FITMAN solution can be directly

translated into environmental benefits since reduction of scraps automatically implies reduction of

use of raw material and related CO2 footprint (less overall parts and material used to produce right

goods and related production energy), as well as reduction of pollution (some scrap materials can’t

be easily reused / recycled, as for example Polyurethane foams, refrigerant gases, some kind of

polymers, resins etc.).

Time Horizon: Short to Medium Term.

Assessment of the expected “Green Innovation Management” impact by Whirlpool: Medium to

Low since, at the current state, the amount of scraps and non-recyclable material is already rather

low.

Potential Replication to other Industries: All manufacturing industries.

4.4 White Goods and the ICT industry

ICT uptake in the white goods sector is very high. As in many other fields ICT has penetrated the

manufacturing (and white goods) sector since decades in various key areas including design,

production and manufacturing, logistics and distribution, procurement and enterprise management

(Srinivasan & Jayaraman, 1999). ICT adoption and use has evolved from data warehousing to big

data over the years as well depicted by Koenig (2013).


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Figure 20: Evolution of Information Technology in Manufacturing Industry. Source: (Koenig,

2013)

In Table 7, below, we provide a summary of application fields by technology as suggested by

(Timings, 2004) and updated to current technology trends, where ICT can be used. It shows how

ICT covers many aspects of manufacturing ranging from design to management to product

development and marketing.

Table 7: ICT application fields in white goods manufacturing by technology (own adaptation

starting from [Timings 2004]).

ICT in white goods manufacturing

Ty

pe

of

tech

no

log

y

Office/consumer

computers

Dedicated

hardware/software

Programmable Logic

components Mobile

Ap

pli

cati

on

fie

ld

- Design

- Programming

- Simulation

- Sourcing

- Supply chain mgmt.

- Logistics

- Marketing and

Communication

- Management (HR, etc.)

- White goods program

control

- Industrial CNC

- Dedicated simulation/

tests

- Smart appliances

- Big data

- 3D printing

- Process control

- Robotics

- Management

- Customer application

- Smart appliances

control (clients)

- Social network presence

of brand

In the context of FITMAN it is important to highlight how in recent years there has been a shift

from the ‘information’ aspect of ICT to the ‘knowledge’ aspect, leading to enormous quantities of

data (‘big data’) to be exchanged and analysed (Bilbao-Osorio, et al., 2014). In fact the

manufacturing sector is the most data-intensive sectors (ibid.). This massive quantity of data needs

to be stored, managed, analysed and presented: all services which the ICT industry can provide.

Additionally the whole manufacturing chain can benefit from fruitful use of data from R&D to


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after-sales. A recent McKinsey study on big data (Manyika, et al., 2011) identified the major big

data benefits along the manufacturing chain.

Figure 21: Most relevant big data benefits along the manufacturing chain. Source: (Manyika,

et al., 2011)

If we take into account productivity and competitiveness, both key indicators in manufacturing,

literature from the 1980s and 1990s identified a ‘Productivity Paradox’ where empirical evidence

showed that there was no link between ICT adoption and productivity (Gargallo-Castel & Galve-

Górriz, 2012). Clearly ICT have evolved and there is now a consensus about the fact that ICT can

have an impact, especially on competitiveness; clearly ICT itself is not a magic bullet, instead it

should be integrated with other resources and processes (ibid.). One of the problems of assessing

ICT impact is that ICT has always been resource-demanding in terms of hardware, software and

training: in some cases the final adoption ROI could be negative.

In this regard FITMAN fits in very well as a FI-WARE demonstration project. Aim of FI-WARE is

to provide standard, reusable components (Generic Enablers) able to run on commodity hardware.

This means potentially decreasing the resources and time to adopt of ICT. FITMAN in particular

has selected the most relevant Generic Enablers and developed a series of (domain) specific

enablers. The Generic Enablers sectors selected for FITMAN are the following (FITMAN Project,

2013):

Applications/Services Ecosystem and Delivery Framework Chapter

Cloud Hosting Chapter

Internet of Things (IoT) Services Enablement Chapter

Data/Context Management

Security Chapter

Additionally FITMAN developed Specific Enablers related to the type of Factory, in this case Smart

Factory, and Trial Specific Components (e.g. Mobile Application for the Trial). As a result, a set of

integrated components specifically aimed at the White Goods sector has been delivered by the


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project10

. The potential impact on the sector is that FITMAN could enable adoption of ICT

specifically tailored to the needs of manufacturing (and white goods in particular).

Opportunities for FITMAN IT providers

The Whirlpool trial sees already a strong collaboration between Engineering and Whirlpool. Indeed

(as already specified in D9.3 (Vega & Engen, 2015)), Whirlpool is the FITMAN’s White Good

OEM Trial, as well as being one Engineering’s’ Industry and Telecom Business Unit largest

customers. The main opportunity for Engineering as an IT provider relates to extension of the

FITMAN trial (focused on the Naples plant) to other European plants. Such extension implies

opportunities for Engineering to enrich the platform both from a features point of view and from a

qualitative point-of-view (making it production-grade), and providing further customizations and

integration. This will imply a series of activities already in line with Engineering’s core business

including ad-hoc development, code analysis and audit as well as cost and investment analyses; it

also implies a series of services to be provided including hosting, consultancy, systems integration

and training. From a more general point of view this scenario demonstrates the huge business

potential for IT providers in offering new services to the white goods manufacturing industry.

5 Manufacturing and collaborative supply networks

The COMPlus trial falls within the LED lighting sector, focusing on the concept of front-end

loading as a process for conceptual development of products and manufacturing at an early stage.

COMPlus aims to improve the information sharing of the collaborative networked enterprises

producing LED lighting systems for private, industrial and public use. The sections below discuss

the long-term costs and benefits in the context of the final measurements of the trial’s business

performance indicators, the potential social innovation impact and impact on the IT industry.

10




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5.1 The COMPlus case study: estimating the long-term costs & benefits

Figure 22: Simplified value network for collaborative manufacturing.

The value of COMPuls trial lies in the potential to improve and expand a one-stop-shop approach to

searching for and sourcing highly specialised components. The benefits are clear:

For the Networked Client, they are able to interact via a single interface to source all of their

requirements;

For the Network Manager, they are in a stronger position to satisfy customers and therefore

retain and expand the market; they can also offer enhanced services, involving multiple

components from different suppliers and including different technologies, even integrating

components and creating more effective and price-competitive offerings;

For the Networked Supplier, they gain access to a wider potential marketplace, along with

the potential to collaborate, possibly co-opetitively, with other suppliers. This reduces their

fulfilment responsibilities, but also creates further opportunities to be able to specialise and

yet not lose out on market opportunity since complementary components can be sourced

from others in the network;

For other Component Suppliers, the same is true (see Networked Suppliers): they bring

greater variety to the marketplace, as well as ad hoc on-demand components; they may even

collaborate directly with the IT Provider to position themselves to be first on search lists in

catalogues, etc.

The potential of this trial is in establishing a co-opetitive network of suppliers who together are able

to offer a range of components individually or in complementary, on-demand bundles. This


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provides a single contact point for clients as well as opening markets to suppliers. The effectiveness

of the IT solution is critical to maximise these potential benefits.

Table 8: The COMPlus trial performance indicators and current status

Table 8, above, summarises progress against the performance indicators for the COMPlus trial.

Overall, progress amounts to two thirds towards the original targets: progress in the second

Business Scenario (Network Transparency for more efficient supplier search) shows very

encouraging progress around 71%. There may be some work to do still with operational consistency

and fault recovery. All in all, though, this is solid progress, suggesting that the trial has been of

benefit to the area of collaborative manufacturing. Such collaborative networks will become

increasingly important as the European economies move forward and following the various

recommendations from the Digital Agenda for cross-border collaboration and trading.

5.2 Potential social innovation impact of technology take-up by COMPlus

The FITMAN trial led by COMPlus presents potential social innovation impacts in three axes of the





solution in COMPlus.

Bu

sin

ess

Sce

nari

o

Ind

icato

r

Description Progress

Net

wo

rk

tran

spar

ency

for

sup

pli

er s

earc

h

BPI1 Number of mistakes and errors 60%

BPI2 Number of standardized IT landscapes / Number of

total IT landscapes 63% 61%

Tra

nsp

aren

cy a

nd

consi

sten

cy o

f IT

s an

d

docu

men

ts

BPI3 Average time for configuration and data entry for

LED Network 87%

BPI4 Level of transparency of the network according to

the trail requirements 75%

BPI5 Average development time for searching of the

supplier in the LED network 50%

71%

66%


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Figure 23. COMPlus Social Innovation Impact


Not applicable.


Through improved transparency in the supply network, the workers can proactively participate in

the collaboration and involvement in the value chain while the FITMAN solution will generally

support the mobility and the connectivity of the employees. Knowledge sharing on best practices

and on how to use IT tools, promoted in the context of the COMPlus trial, increases transparency

and consistency of information flow while strengthening communication within the workplace. The

promotion and actual use of a manufacturing network where supplier SMEs can share knowledge

about best practices in terms of supply chain management, product development, project

management, etc. can reduce workers’ stress and protect them from potential risks that might even

put their lives and heath into danger; thereby, improving workers’ quality of life. By sharing best

practices in reference processes, the employees’ productivity is also expected to generally increase.

Time Horizon: Medium Term.

Assessment of the expected “Workplace Innovation” impact by COMPlus: Medium since indirect

impact on the workplace innovation is to be expected.

Potential Replication to other Industries: Every other industry using a supplier network.


The COMPlus trial supports more efficient sharing of information with network suppliers and gives

the potential to include information about new potential suppliers and stakeholders in order to

achieve better collaborative manufacturing network management. In this way, the network

transparency for more efficient supplier search increases and leads initially to better coordination

and collaboration of different companies and eventually to enhanced win-win LED products

production. Extended know-how is exploited in an easier manner in the overall ecosystem and

better serves the network’s needs, beyond the individual manufacturers’ interests.


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Assessment of the expected “Extrovert Enterprise Collaboration” impact by COMPlus: Medium.



The adoption of a new, innovative way to collaborate and communicate within a manufacturing

network possibly leads to more generalized resources and energy conservation. In particular, The

COMPlus solution will contribute to better use of resources, as it provides a mean to achieve

transparency and better configuration of supply networks.


Assessment of the expected “Green Innovation Management” impact by COMPlus: Low.


5.5 Electric (lighting) equipment manufacturing and the ICT industry

The IT Provider in this context enables significant improvements both for end customers – those

looking for component suppliers – as well as the suppliers themselves. The benefits are therefore

more intangible than directly quantifiable at this time. The main benefits derive from:

1. Making the search for suppliers more efficient provides benefits for Customers, since they

will be able to source many different components from an arbitrary number of different

suppliers but simply deal with all interactions from a single point: a true one-stop-shop;

2. Making collaboration easier opens up potential for Suppliers to develop long-term as well

as tactical (on demand) relationships, since Supplier goods, irrespective of their type or

what they do, become available to the Network manager and his or her Customers to create

bespoke and heterogeneous bundles of components.

As previously stated, this provides for a co-opetitive environment in which different suppliers can

collaborate and complement each other’s offerings.


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Figure 24: Network of opportunity for the IT Provider in the COMplus Trial

Having said that, and as summarised in Figure 24, the potential for collaboration extends in many

directions for the IT Provider and therefore the potential for revenue.

1. Because the search and management software provides the main interface to the supplier

network, the IT Providers may choose to offer customized and/or personalized searches to

the end customers.

2. This in turn could encourage revenue sharing with the IT Provider as well as provide an

opportunity to seek payment for supplier placement in much the same way as “sponsored

links” are treated preferentially in Google searches. This may also be opened up to non-

supplier network member suppliers selling competing or complementary offerings.

3. This may also encourage greater licence charge flexibility which would benefit the Network

Manager.

The ultimate benefit of the FI technologies created in this trial will come down to the extent to

which all original stakeholders – the Network Manager, Networked Clients and Suppliers – are

willing to engage with the IT Provider to exploit the potential for developing different revenue

streams as well as opening up the market for different suppliers.


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6 The manufacture of rubber and plastic industry

The sections below discuss the long-term costs and benefits in the context of the final measurements

of the trial’s business performance indicators, the potential social innovation impact and impact on

the IT industry.

6.1 The APR case study: estimating the long-term costs & benefits

The APR value network (see below in Figure 25) illustrates the interaction between concerned

stakeholders producing or consuming services as identified in D9.3. From the financial point of

view, APR workers contribute by the engineering and the production of customer products.

Customers, suppliers and IT provider bring projects, orders, raw materials and IT solutions in order

to support APR workers in their activities.

Figure 25: APR Value Network.

The progress status of the business scenarios is given in Table 9, below. For the first business

scenario - dealing with the improvement of customer relationship - at least one business indicator

reach the target defined by APR (more than 90% of achievement) at each business process.

BP1 – BI1 and BI2: The success of the first process is mainly related to the exceptional

efforts deployed by APR in order to assist its selected partners in the upgrading of project

submission business process for quote request. This process is considered as the main pillar

of the collaboration platform when allowing customer projects collection, organisation and

analysis.

BP2 – BI2: CUSTOMER RECOVERY ANALYSIS AND CONTROL TIME: the formula

for this BI is: % Total time for analysis and control of customer recovery by the

collaborators / Total processing time of customer recovery by the collaborators. The

estimated target has not been reached because the current interaction subjects with


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customers are more related to the grip of the platform than the optimization of submitted

projects.

BP3 – BI2: Same interpretation as previous indicator.

BP4 – BI1: the current service rate for APR is 93% and long-term target for APR is 96%.

The current situation after the integration of FITMAN platform is 95%. This performance

level meets the expectation for APR for this first year of exploitation.

For the second business scenario - dealing with the improvement of supplier relationship – the two

business processes need more time in order to achieve the objectives:

BP5-BI1: the decrease of INTERNAL STOCKOUT RATE should be constituted through

the procurement of raw materials for all the products developed by APR. The defined target

remains hard to achieve (1% of internal stock-out).

BP5-BI2: the decrease of EXTERNAL STOCKOUT RATE will be achieved when the

benchmark and the analysis of supplier’s profiles will be done. The current situation is not

very well equilibrated in order to decrease this rate.

Table 9: Performance indicators progress for APR.

Trial - Scenario - BPI Progress at M27

Trial 6: APR

1-IMPROVE INFORMATION QUALITY IN THE INTERACTION WITH CUSTOMERS

84,8%

BP1 RESP.TIME-QUOTES DEMAND RESPOND TIME 100,0%

UNSUCC.QUOT.-UNSUCCESSFUL QUOTE 96,7%

BP2

AN.CTRL.-CUSTOMER RECOVERY ANALYSIS AND CONTROL TIME

53,3%

CUST.REC.-AVERAGE TIME OF CUSTOMER RECOVERY 100,0%

BP3

ACKN.REC.-AVERAGE TIME TO CONFIRM THE ORDER WITH ACKNOWLEDGEMENT OF RECEIPT

91,5%

AN.CTRL.ORD.-TIME FOR ANALYSIS AND CONTROL OF ORDERS

70,0%

BP4 CSR-CUSTOMER SERVICE RATE 66,7%

RET.PR.-RETURNED FAULTY PRODUCTS 100,0%

2-IMPROVE INFORMATION QUALITY IN THE INTERACTION WITH SUPPLIERS

47,6%

BP5 INT.ST.OUT-% INTERNAL STOCKOUT RATE 46,7%

EXT.ST.OUT-% EXTERNAL STOCKOUT RATE 50,0%

BP6 VOS-VALUE OF STOCK 46,0%


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6.2 Potential social innovation impact of technology take-up by APR

The FITMAN trial led by APR presents potential social innovation impacts in three axes of the





solution in APR.

Figure 26. APR Social Innovation Impact


In the APR case, the “Users as Makers” axis appears only very implicitly since the developed

collaboration platform in the FITMAN APR trial reorganised the collaboration issues with selected

customers and suppliers. These partners are invited to connect the proposed platform to submit their

projects (customer, i.e. LM Realisations) or their pricing offers (supplier, i.e. Netshape), yet the co-

creation or co-design aspects are not addressed by the trial.

Time Horizon: The development of the APR platform is considered as a first step of APR

collaboration programme: at the short term, APR aims to structure and fix formal channels to the

collaboration flows between customers and suppliers as well as the formalization of information

treatment rules; at the Medium term, APR aims to share with each customer some organized views

(that help to constitute collaboration patterns by customer and by transformation technics) about

project lifecycle by transformation typologies, manufacturing quality, product control quality,

customer control quality, etc.; and at the long term, APR aims to assess the added value of its

collaboration patterns and technics in order better calibrate the development strategy.

Assessment of the expected “Users as Makers” impact by APR: Medium.


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Potential Replication to other Industries: Any manufacturing industry.


By adopting the FITMAN solution, better collaboration and efficiency are promoted in the

workplace for APR. The workers are able to benefit from common repositories related to the

engineering and project implementation phases while their role and the perimeter of its

responsibilities is clarified, with the help of the fully formalized APR collaborative business

processes in FITMAN. In this way, the working conditions in the APR factory are improved,

reducing workers’ efforts (in collecting the necessary information at each process step) and stress

(since they have clear instructions on what to do and when) while improving indirectly their quality

of life and their health.

The new process configuration promoted through the FITMAN technologies is expected to increase:

(a) the efficiency of decision-making since each predictable bottleneck is treated through specific

business rules and forwarded to the most appropriated manager for decision, (b) the productivity at

the workplace through the potential to prepare proposals to more customers with more concrete,

adapted and personalized solutions for their projects, and (c) the motivation of employees by

ensuring the integrity of the information flow and a reliable traceability level.

Time Horizon: Varying: Short Term by valorising the business added value of APR workers when

reducing time for paper collection; Medium Term as APR workers can improve their competencies

by learning new engineering technologies and participating in specialised seminars and qualification

sessions; Long Term by consolidating an internal eLearning platform in order to help new staff in

updating their engineering competences.

Assessment of the expected “Workplace Innovation” impact by APR: High since the success of APR

projects (2500 each year) can be only increased by the improvement of workers’ abilities through

better working conditions.

Potential Replication to other Industries: Any manufacturing industry in need of personalized order

tracking in order to monitor activities without waiting for collecting data at the shop floor and

production systems.


Better collaboration and improved information quality in the interaction with suppliers is achieved

through the actual adoption of the FITMAN solution in the context of the APR trial; however, such

an approach could be universal, ameliorating the industry-supplier relationship and improving the

competitiveness of supplier pricing.

In addition, opening new business collaborations, even with stakeholders and industries that were

formerly considered out of scope, could be achieved by increasing the quality of the engineering

support that APR can propose to its customers (e.g. through reliable data collection, 3D prototyping

etc.).

Time Horizon: Varying: at the Short term, APR intends to push new collaboration capabilities with

high quality level in customers and suppliers projects’ information treatment and traceability; at the

Medium Term, APR aims to extend the capabilities of the collaboration platform developed under

the FITMAN project with new EDI capabilities in order to invite additional customers and suppliers

(traditional markets) with automatic collaboration channels; and at the Long Term, APR expects to

mount cooperation programs with some customers in order to participate in the design of their

product since the earlier phases of the project.


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Assessment of the expected “Extrovert Enterprise Collaboration” impact by APR: High since APR

aims to continue the development of loyalty collaboration channels helping to be closer to the IT

systems and the engineering teams of its partners.

Potential Replication to other Industries: Any manufacturing industry.


In terms of green innovation management, there are three different aspects that the APR trial

solution has the credentials to create social innovation impact:

Reduction of printed papers for customer projects. Following the new approach, each project

is stored in a digitized package per specific customer which is available for consultation to

the involved employees, heavily reducing the necessary paper volume.

Reduction of the numbers of industrialization prototypes (and thus the necessary utilization

of raw materials) through 3D printing. In this way, the cost of project industrialization is

expected to be reduced while the delay for final product specification release will be

minimized.

Research on new raw material types or transformation processes with less environmental

impact through time saved by the use of the FITMAN technologies. Such support is

particularly beneficiary for projects in chemical and water industry and its realization is

foreseen to have positive green innovation management impact across various sectors.

Time Horizon: Varying: at the Short term, APR expects to reduce paper and raw material

consumption in project engineering and prototyping; at the Medium term, APR expects to test new

raw materials transformation and composition proprieties in order to develop proprietaries’ green

capabilities for material substitution; and at the Long term, APR expects to renew the shop floor

resources with more performant machines with less impact on the environment (noise, waste, etc.).

Assessment of the expected “Green Innovation Management” impact by APR: Medium. In fact, the

industrialization processes developed by APR are very close to the project constraints and final

product proprieties as submitted by customer. If APR proposes to select more green raw materials

(not recommended by the customers), APR should propose enough arguments and regulatory

insurance to certify the appropriation of the new components inside the final products.

Potential Replication to other Industries: Any manufacturing industry using additive technology

and 3D printing for prototyping customer projects.

6.3 Rubber and plastic industry and the ICT industry

The use of ICT in rubber and plastic products is already well adopted, for the common usage, we

can mention specific software for Computer-Aided Design (CAD) used to support the design of

rubber or plastics products and the use of Computer-Aided Manufacturing (CAM) in order to

automate the manufacturing process. Furthermore, the use of Computer-aided engineering (CAE)

systems to analyses engineering designs and help in the optimization process becomes increasingly

important.

The e-business watch report (Empirica GmbH on behalf of the European Commission, 2008),

shows that in the EU countries, among the rubber and plastics companies surveyed, 71% said they

used a CAD system in 2007 (see figure below).


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Base (100%) = companies with at least 10 employees that use computers.

Weighting: Figures for sector totals and countries are weighted by employment ("firms representing x% of employment

in the sector / country"), figures for size-bands in % of firms.

Source: e-Business Survey 2007 by the SeBW

It has been shown that ICT in the manufacturing is a driver of productivity but, according to

(TASMAN, 2009), ICT is an enabler, a necessary but not sufficient condition for productivity

growth and transformational improvements. Productivity growth also depends on a firm’s ability to

adopt organizational changes that improve its capacity and capability to effectively address its

business environment.

More recently, Europe has defined manufacturing as a key driver of jobs and growth and support

advanced manufacturing (i.e. all production solutions that can improve the productivity) and ICT

technologies are indeed relevant. The three following example are derived from the use of ICT

technologies in the industry according to (European Commission, 2014) MEMO 14-193:

Sustainable manufacturing technologies, i.e. technologies to increase manufacturing

efficiency in the use of energy and materials and drastically reduce emissions.

ICT-enabled intelligent manufacturing, i.e. integrating digital technologies into

production processes (e.g. smart factories).

High performance manufacturing, combining flexibility, precision and zero-defect (e.g.

high precision machine tools, advanced sensors, 3D printers).

The sector of rubber and plastic is particularly impacted by High performance manufacturing. The

emergence of additive manufacturing (3D printing) changes the balance by producing high

precision series at small scales. FI-PPP11

is addressing this topic in the phase III with the Fabulous

project 12

which aims at create and support a FI (Future Internet) service ecosystem for 3D printing

technologies.

In this context, and in the case of the rubber and plastic industry use case of FITMAN. The

technology developed focuses on the sustainable manufacturing technologies which mean a better

integration of the use of ICT when interacting with suppliers and customers.

For the ICT industry, one of the challenge will be to develop and implement seamlessly these new

applications with the existing legacy systems within reasonable cost, as stated by (Fryling, 2014) the

customization of ERP bring more complexity and costs when upgrades are needed.

11 http://www.fi-ppp.eu/ 12 http://fabulous-fi.eu/

34

57

73

51

71

13 22

36 32 31

0

20

40

60

80

small (10-49) Medium (50-249) Large (250+) Chemical Rubber, Plastics

CAD

CAM

Figure 27 Adoption of CAD / CAM systems in the Chemical, Rubber and Plastics industries (% of firms, 2007)

http://www.fi-ppp.eu/

http://fabulous-fi.eu/


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In the long term, the uptake of the FI technologies would lead to more “smart business processes”

enhanced with new and innovative capabilities thanks to FI technologies. These new way of

working could open new way of growth in the sector with, for example, the development of

collaboration with cross sector industry (for example steel industry with plastic industry) or the

creation of cluster of enterprise that will enable them to answer call for tender they could not have

answered alone.

To conclude the technology introduction in the manufacturing industry aims to be accelerated with

the future internet technologies. The possibilities for the ICT industry and the rubber and plastic

industry to collaborate is very likely to expand as the application-base using Future Internet will

grow.

7 The manufacture of transport equipment industry

AgustaWestland is a total rotorcraft capability provider, and the trial in FITMAN takes place in the

Final Assembly Line (FAL). The sections below discuss the long-term costs and benefits in the

context of the final measurements of the trial’s business performance indicators, the potential social

innovation impact and impact on the IT industry.

7.1 The AgustaWestland case study: estimating the long-term costs & benefits

The value network for AgustaWestland is illustrated in the Figure below. It shows the business

entities which are interacting in the scenario and the value that is being passed between them. The

focus of the trial is the Final Assembly Line (FAL) of AgustaWestland (AW). FAL must assure

reliability and efficiency, both in the supply and management of materials and in guaranteeing the

quality during assembly and delivery to the final customer of the AW helicopters, following one of

the main principles of the Quality Management System, that is "orienting towards the customer"13

.

13 Note that ICT= IT Provider


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Figure 28: Value network of the parties involved in FITMAN trial 3 scenario

AgustaWestland is running the experimentation of SMART and DIGITAL trials.

Following is the list of BI as gathered at M27, due to confidentiality purposes all Performance

Indicators were unified to percentage.

Table 10: Overview of business performance indicators for AgustaWestland.

Trial - Scenario - BPI Progress_1 Progress_2 Progress_3

3-AGUSTAWESTLAND 70,4% 100,0% 100,0%

1- SUPPORT FOR MANAGEMENT OF DOCUMENTATION AND REPORT CREATION 55,6% 100,0% 100,0%

ANDR_1-AVERAGE NUMBER DISCREPANCY REDUCTION 100,0% 100,0% 103,70%

RAT_1-REDUCTION OF AVERAGE TIME 11,1% 100,0% 100,0%

2- SUPPORT FOR MONITORING AND MANAGEMENT OF TOOL TRACKING 100,0% 100,0% 100,0%

TDTM_2-TAILORED DATA FOR TRAINING MATERIALS 100,0% 100,0% 100,0%

Digital Trial


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As a general comment the digital trials confirmed the initial expectations and the desiderata target

have been achieved.

With regards to the BPI “reduction of the average time”, the great improvement measured at month

18 is due to various reasons:

in the beginning some GEs has been found not yet mature and not very stable;

consolidating of the application and fixing of the main issues that were present in the first

version tested at 12 months, in particular the connecting to the corporate repositories;

tuning of the virtual machine where the application was running in order to manage multiple

services;

bug fixing.

At month 27 further significant improvements were not measured even if some additional

functionaries were implements in the system. These new features, although appreciated by the users,

have not brought substantial improvements on the average time to collect data.

Additional improvements could be obtained by increasing the number of sources dates interrogated

by the system.

As regard the BPI “Average Number Discrepancy Reduction”, the expected result was already

achieved at month 12. The application has replaced the “past and copy” of data from company

archives to the Db Quality Production handmade by users.

The result was confirmed at 18 months, while a slight improvement was measured at 27 months

when an automatic consistency check between data sources was implemented. This new feature

checks if there are mismatches between the data from different sources (e.g.: a different part number

for the same component provided by different vendors) and in this case it selects the data contained

in the source that has been defined as master (in example the IETP is the master for the part

number). The other new features (filters and image of components) have not affected the BPI.

Generally speaking, time saving as well as reduction of discrepancies can contribute to enhancing

the efficiency of the activities performed by the Production Quality department that is committed in

the preparation of all documentation required and necessary for the delivery of the helicopter to the

customer, for example to have a real helicopter picture of “as built” vs. “as design”.

Smart Trial

For the smart trial the BPI is qualitative in terms of availabily of documents reporting the events

which can occur to the tools (tool tracking) used during assembly of the helicopters at the FAL or

during maintenance activities of the helicopters at a service center.

These documents are used by stakeholder involved in FOD (Foreign Object Debris) prevention to

better define and tailor training courses to be provided to technicians as prescribed by regulations

for all workers employed in the aviation industry (for example taking into consideration events that

occur more frequently, tools most forgotten, etc.). The expected result was already achieved at

month 12 and it was confirmed at month 18 and month 27. Evaluation of BPI was made not only

based on the availability of documents, but also on their usefulness as confirmed by some senior

instructor who appreciated the type of information inside.


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7.2 Potential social innovation impact of technology take-up by AgustaWestland

The FITMAN trial led byAgustaWestland presents potential social innovation impacts in three axes

of the respective analysis, based on the preliminary socio-economic and social innovation impact

analysis conducted in D9.3, as well as the feedback provided by the trial.


solution in AgustaWestland.

Figure 29. AgustaWestland Social Innovation Impact


In the AgustaWestland case, the FITMAN solutions experienced in the context of the trial do not

promote a direct involvement of end-users in the production process, and as so the “Users as

Makers” axis is not relevant. However, AgustaWestland is continuously concerned about improving

the firm’s ability to listen and learn from the end-users in order to be aware of what they actually

need, to be proactive in anticipating the changes that are needed and to really embrace change and

deliver a better service. In this context, FITMAN solutions can contribute to the improvement of the

production process regarding specific aspects with potential impact on the end-users; such as the

preparation of documentation delivered along with the helicopter. This, of course, represents a very

implicit approach to this axis.


In the context of the AgustaWestland FITMAN trial the implementation of the electronic logbook

will both aid the engagement of younger workers in the manufacturing process and improve

performance of the existing employees. Through the FITMAN solution, the firm targets to more

effectively and efficiently train its employees, thus broaden their hands-on-experience and

perspectives. The provision of workers with tailored training taking into consideration risk

situations or wrong behaviours that have occurred and are highlighted by the smart FITMAN

solution is actually an invaluable asset. Reducing critical dangers in helicopters also ensures

increased safety since it contributes to limiting the accruing accidents that affect both external


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civilians (e.g. in case of a helicopter falling in a residential area) and the helicopter’s crew and

customers.

From a long-term perspective, the FITMAN solution can also lead to a reduction of the number of

discrepancies between the analysed data from different sources and complied by different persons,

thus reducing possible human errors of transcription inside the Database of Quality Production for

the Logbook data compilation. This approach would definitely help the activities of many other AW

departments, such as Customer Support and Training. Indeed, the instructors using FITMAN digital

solution can save time in data collection of that information (at FAL level) to be used for

preparation of training materials (training manual, presentation, multimedia, etc.). As a

consequence, the instructors are alleviated by a tedious and repetitive job and can focus their

activities and professionalism on the didactic aspect to design, develop and prepare the type rating

courses for pilots and technicians that will operate the AW helicopters. In the same way, the

preparation of technical publications in charge of Customer Support used for maintenance activity

may have similar benefits in terms of developing and updating of data.

Moving to a different perspective, given that Foreign Object Debris (FOD) costs the aviation

industry an estimated $4 billion per year, prevention is a top priority. Workers who are properly

trained in FOD prevention best practices are an invaluable asset. Standards achieved in this area by

AW are at the highest levels; nevertheless, it is important to maintain a high level of attention and

put in place every resource that can contribute to reduce risks of FOD. The AW FITMAN trial in

smart factory demonstrated the possibility to collect useful information about tool tracking in order

to support the stakeholders involved in FOD prevention in definition of tailored courses (e.g. taking

into consideration typology of tools most forgotten also in function of Assembly Helicopter Work

card step).

Time Horizon: Short with reference to actual solution and Medium with the possible extension to

other repositories that were not covered by the actual solution.

Assessment of the expected “Workplace Innovation” impact by AgustaWestland: Medium to High.

The adoption of the digital FITMAN solution will provide a medium workplace innovation impact

because it will not modify the consolidated process currently adopted and applied, but it will

increase its performance in terms of time saving as well as in reduction of number of discrepancies

due to possible human error of transcription of searched document inside the Database of Quality

Production. The adoption of the smart FITMAN solution will provide a high innovation impact to

the workplace because it will interface the smart tool boxes that are being installed at the AW FAL.

This will improve the possibility to collect information about when the tools are taken, providing

useful data to better personalize training for workers.

Potential Replication to other Industries: There are several industrial markets contiguous to the

helicopter manufacturing industry that can benefit of FITMAN solutions such as aeronautical fixed

wing and shipbuilding industry sector. These industrial sectors adopt manufacturing processes and

procedures similar to those used by the AW Final Assembly Line. Furthermore, they must follow

the regulations stated by the international authorities in terms of safety and document management.


Through the FITMAN solution, better collaboration is established between AgustaWestland and its

suppliers through the improvement of the information flow. This fact shall allow the correct and

seamless execution of the necessary activities in order to constantly provide new and enhanced

products with advanced security considerations for the society.

The adoption of the FITMAN solution fits into the production process, facilitating the collaboration

among the involved actors in two ways:


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Improving of the information flow that is now split into different repositories with different

accesses and rights, managing their aggregation in a unique database than could be queried

also by other departments (customer support, training, etc.).

Providing stakeholder with periodic reports with more accurate data on potential FOD

situations that can occur due to tools utilization.

As a result, any initiative put in place to increase the prevention of hazards caused by FOD, is

perceived very positively by customers and in turn makes AgustaWestland products more attractive

and profitable while contributing to building the reputation of future helicopters.

Time Horizon: Short.

Assessment of the expected “Extrovert Enterprise Collaboration” impact by AgustaWestland: Low.

Although the FITMAN smart solution (tolls tracking) could impact the SME ecosystem of

Maintenance Service Stations which also need training on safety and FOD prevention for their

technicians, it is assessed as low in the short time because the adoption of the FITMAN solution

requires the installation of smart tool boxes at the company and has a cost that not all the SME can

bear.







The AW FITMAN trial in digital industry has not a real impact on reducing paper usage, as it might

be assumed at first glance, because of the current aviation regulations which state that the

documentation supplied with the helicopter must be in paper form.

However, the avoidance of FOD risks means to have a more careful behavior towards keeping the

workplace clean and tidy, according to the guidelines identified by the Environmental Management

System (EMS) that enable the Company to meet its legal obligations and minimize its impact on the

environment. The rules on separate waste collection is such an example.


Assessment of the expected “Green Innovation Management” impact by AgustaWestland: Low to

Medium. Given the current regulatory situation, the adoption of the digital FITMAN solution will

provide a low impact, yet this assessment could change positively if the aeronautical authorities will

issue new rules “paperless” like. The adoption of the digital smart FITMAN solution will provide a

medium impact because it helps to reinforce good practices regarding separate waste collection.






7.3 Transport equipment and the ICT industry

Generally speaking, Information and Communications Technologies (ICT) are gaining an

increasingly important role for civil aviation. Although the aviation business has relied on ICT for

many decades, the continuing growth:

in passenger numbers;


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short and long-haul flight;

demands for advanced services;

the ever-increasing pressure on available radio spectrum.

The above points are all creating a need for innovation and harmonization.

In addition, within Europe, the Single European Sky (SES) initiative has added legislative pressure

to replace the traditional, highly-fragmented air traffic control structures by means of greater

harmonization and an assured interoperability through standardization.

The Single European Sky (SES) is an initiative launched by the European Commission to reform

the architecture of European air traffic control to meet future capacity and safety needs, organizing

airspace and air navigation at a European rather than at a local level.

In 2005, the European Commission set high-level goals for SES to be met by 2020 and beyond. It

should:

enable a 3-fold increase in capacity which will also reduce delays both on the ground and in

the air;

improve safety by a factor of 10;

enable a 10% reduction in the effects flights have on the environment;

provide ATM services to the airspace users at a cost of at least 50% less.

The initiative is based on a harmonized regulatory framework, in which the proposed technical

regulation is based on Essential Requirements (ERs), Implementing Rules (IRs) and standards that

are complementary and consistent. In addition, great emphasis is placed on interoperability.

As part of the Single European Sky initiative, SESAR (SESAR, s.d.) is the technological side of

SES.

Within the programme SESAR, the EHA (European Helicopter Association) is actively engaged in

many activities in order to ensure that the SESAR Programme brings benefits for the rotorcraft

community. Following EUROCONTROL’s14

invitation to provide Airspace User Expertise for the

Execution of the SESAR Programme, the new European Helicopter Association (EHA) tendered for

and is now officially involved as Airspace User (AU) providing rotorcraft expertise through the

technical contribution of CHC, AgustaWestland and Airbus Eurocopter.

The EHA is representing the National Helicopter Associations Committee (NHAC) and the

European Helicopter Operators Committee E.H.O.C. (Oil and Gas sector), with the technical

support of Manufacturers. The EHA’s goal is for the rotorcraft to be recognised as a safe and

environmentally acceptable means of transportation.

The EHA is actively engaged in many activities, rulemaking tasks, committees and advisory boards

within the European Aviation Safety Agency (EASA) and this important contribution is a great

opportunity to make sure that all airspace users are taken fully into account under the future SESAR

Air Traffic Management system.

14

EUROCONTROL, the European Organisation for the Safety of Air Navigation, is an

intergovernmental Organisation with 41 Member States, committed to building, together with its

partners, a Single European Sky that will deliver the air traffic management performance required

for the twenty-first century and beyond.


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As helicopter manufacturer AgustaWestland is also committed to develop ICT solutions in order to

work harder for the customer and reduce the burden of non-value adding activities.

Some solutions inspired by FITMAN could help in the implementation or in the improvement of

some projects such as the two concrete examples below which aim to of improving the efficiency of

key day-to-day transactions and streamlining logistic data sharing.

Business-to-Business

The first project focuses on developing a Business-to-Business (B2B) solution capable of

automating the large number of regular electronic commerce transactions that take place between

AgustaWestland and customers.

Under the traditional process AgustaWestland would respond to customers’ orders received in

writing (via email or fax) or by phone with an acknowledgement confirming the price and

conditions of supply. AgustaWestland’s B2B solution has developed an automatic system to

generate purchase orders for helicopter spare parts and to retrieve purchase order status, thanks to a

direct connection between the ICT systems of AgustaWestland and the customer via Web Services

Technology.

Through the new system AgustaWestland customers will be able to generate a purchase order for

the requested material as well as indicating lead-time and quantities required. The order is then

submitted directly into AgustaWestland’s ERP system, reducing non-value adding activities in the

supply chain. The customer will be also able to directly interrogate AgustaWestland systems to

receive timely updates about the progress of orders.

Successful B2B solutions have already been implemented with Bristow Group, CHC and PHI,

while discussions are ongoing with several other operators to extend the benefits to a wider

customer base.

Barcode Incoming Project

The introduction of a barcode scanning solution is helping to simplify and improve the process to

receive incoming AgustaWestland materials. AgustaWestland developed a new Packing List Layout

that includes a dedicated barcode referencing the customer Purchase Order.

This simple solution removes the need for customer employees to input data manually, leading to a

more efficient way of working that reduces the incoming time of AgustaWestland components.

A pilot project was launched involving all AgustaWestland facilities in Italy and the concept is now

being extended to all AgustaWestland facilities worldwide. The plan is to include the barcode

information in all customers’ packing lists, in order to extend the potential benefits to the entire

AgustaWestland customer base.

8 The manufacture of furniture industry

AIDIMA is a non-profit private research association whose main aim is to contribute to enhance

competitiveness of the furniture, wood, packaging and related industries, focusing on quality,

training, information, health & safety, knowledge, market analysis, environmental issues, as well as

on promoting innovation for a better business management in the fields of design, production and

processes, marketing and export boosting. The sections below discuss the long-term costs and

benefits in the context of the final measurements of the trial’s business performance indicators, the

potential social innovation impact and impact on the IT industry.


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8.1 The AIDIMA case study: estimating the long-term costs & benefits

The Furniture Trial addresses 3 different aspects all related to the product development which were

separated into three different business scenarios:

BS1: Furniture Trends Forecasting for Product Development.

BS2: Opinion Mining in Furniture Products.

BS3: Collaborative Work for Product Design

The value network for the parties involved in the AIDIMA trial can be seen below in Figure 30.


The expected impacts in internal production processes from the implementation of FITMAN IT

solutions are:

Efficiency in manufacturing processes: reduction of searching time.

Working hours saving: Weak signals identification and classification tasks could be reduced

Productivity in manufacturing processes: number of research output is expected to increase

when FITMAN solutions are implemented for UC1.

Marketing processes: Time to market reduction for publication of Trends Report.

It is worth to highlight here what stated also in D9.3 (Vega & Engen, 2015), not all the costs and

benefits identified in the AIDIMA use case are easily quantifiable or measurable, at least in the

short term. For instance, it is not trivial to measure how much more innovative or trending the

commercial products are. And, on other hand, making a comparison between the current situation

and the situation in which FITMAN solutions are fully adopted and implemented is not accurate in

some cases since these new solutions introduce functions non present before and, therefore, the


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starting values are not known. Nevertheless, PIs allow us approaching truthfully the cost-benefit

analysis.

The Business Performance Indicators used by AIDIMA in the evaluation of the impact of the

FITMAN IT solutions tested are:

Search time process per source

Sources

Weak Signals

Index cards

Complaints resolution time process

Opinion retrieval

Identification of non-reported dissatisfaction

Opinion leaders

Time saving for the design process in the technical office

Number of design sketches per piece of furniture

Number of players taking part in the design

An overview of the Business Performance Indicators for the AIDIMA trial, with the respective

measurements taken, is provided below in Table 11.

Table 11: Overview of performance indicators and respective measurements for the AIDIMA

trial.

Performance Indicator (PI) AS-IS TOBE1 TOBE2 TOBE3 TARGET

Furniture trends forecasting for product development

Number of trends research institutes using FITMAN solutions

0

1 2

Index cards 100 150 150 286 300

Number of products based on trends reports 5

15 10

Search time process per source 8 6 6 5,1 6

Sources 20 25 25 60 40

Time to market for publishing the home trends reports 15

12 12

Weak signals 200 220 220 462 400

Opinion mining in furniture products

Companies 0 1 1 3 3

Complaint response 75 80 80 90 100

Complaints resolution time process 1 1 1 0,2 1

Identification of non-reported dissatisfaction 0 20 20 100 100

Opinion leaders 0 1

7 5

Opinion retrieval 10 30 30 75 100

Positive Online WOM (word of mouth)

8 10

Collaborative work for production design

Number of players taking part in the design 3

5 5

number of desing sketches per piece of furniture 3

5 5

time saving for the design process in the thecnical office 120

110 100


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Below, we update the costs-benefits analysis done in D9.3 (Vega & Engen, 2015) for each actor of

the value chain and update PIs values when possible:

Furniture companies (manufacturers, retailers, designers):

Benefits:

More competitive, innovative and trending commercial products compliant with users’

needs.

Reduce time to market.

The implementation of the FIWARE-FITMAN solutions will make that furniture companies

(manufacturers and retailers) can offer commercial products more adapted to users’ needs and

requirements introducing more innovative and trending products in the market. There is not a PI

related to this benefit, moreover we also could say that this benefit is not measurable in quantitative

terms. Nevertheless, in the long term it could be analysed how this improvement has impacted on

the increase of sales.

The reduction in time to develop new ideas to be put into production can be translated to a reduction

of the time to market, since the design phase is part of the production planning phase. In this regard,

the target value for the related performance indicator is 100 hours, where the actual value (TOBE3)

is 110 hours compared to the initial 120 hours, which is an 8.33% improvement.

RTD & Technological innovation provider:

Benefits:

More efficiency by reducing the time in searching for weak signals (reduction of working

hours)

Reduction in time to market for publication of Trends report

Higher productivity in research processes

More innovation by producing new R+D projects

Increment of clients purchasing Home Trends Reports

Costs:

IT system implementation costs

Training time costs

The RTD & Technological Innovation provider, AIDIMA, will be benefit from an improvement of

the efficiency since the search time for weak signals will be reduced with the automation of the

process. The researcher searched weak signals manually; the automation of scanning weak signals

will reduce the search time process. The target reduction of search time process was established at 6

hours per source, nonetheless the TOBE3 value currently is 5.1 hours per source, which is a 15%

improvement.

This higher efficiency in the search of weak signals at the same time eases to analyse more in less

time. Then, Trends report can be ready is less time, reducing the time to market. TOBE3 has

reached the target value, 12 months compared to the initial 15 months, which is a 20%

improvement.

Other benefit for RTD & technological innovation provider is related to the increase of number of

electronic sources of information. The number of specialized online sources on home trends

increases every year, and then the volume of data for analysis grows. The automation will allow

incorporating new and more sources in the analysis process. In this case, the current TOBE value is


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60 electronic sources exceeding the 40 electronic sources established initially as the target value and

compared to the 20 initial AS IS value, which is a 200% increase.

The increment on the number of weak signals after automation supposes a clear improvement of

productivity, and it has also surpassed the target value. The current TOBE3 value is 462 weak

signals per year, whilst the target value is 400 and the initial as is value was 200, which is an

improvement of 131%.

Other benefit will be the increment of productivity understood as a higher number of index cards

created after the implementation of the system. The production of index card is expected to triple as

minimum, from an as is value of 100 to a target value of 300; this objective is clear to be reached,

the TOBE3 value is 286 index card per year. This is an improvement of 168%.

In relation to the costs, the most important cost inherent to the IT system implementation regards to

the personnel learning and training effort and time that they need to use the new system and to be

familiar and confident with it. This is totally common when a new solution is implemented,

especially one that is rather new and to a sector like wood manufacturing. Nevertheless, this is a

cost appreciable in the phase of the implementation of the system, as soon as the personnel are

familiar with the new system, the cost is reduced.

IT provider:

Benefits:

Increase customer base

The evident benefit for the IT providers is the increment of their customer base, and therefore of

sales and revenues. Putting into market such sort of innovative IT solutions offers the opportunity to

reach new clients and increases the solutions portfolio to be offered to the current ones as well.

Additional revenue streams could come from the services of implementation, support, maintenance

and consultancy.

8.2 Potential social innovation impact of technology take-up by AIDIMA

The FITMAN trial led by AIDIMA presents potential social innovation impacts in all axes of the


conducted in D9.3, as well as the updated information provided by the trial.


solution in AIDIMA.


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Figure 31. AIDIMA Social Innovation Impact


Through the AIDIMA trial, the end-users become more involved in the production process in an

implicit way through the publicly available online trails - in the form of posts, discussions and

preferences - which they leave in various social networks.

In FITMAN, the furniture designers obtain tools to access, process and visualize in real-time such

customers’ opinions, that can be taken into account at broader scale in the design of innovative,

more customized, personalized and trending products that customers demand, in a more accurate

way.

Time Horizon: Short to Medium.

Assessment of the expected “Users as Makers” impact by AIDIMA: Medium as it heavily depends

on the quality of information gathered. Since all users can access large quantities of information that

have been customized for and by them, though, they have a good point of view of what customers

are demanding.

Potential Replication to other Industries: Other sectors such as the textile and the mechanical

industries since they are part of the AIDIMA partners with whom AIDIMA works when developing

trends among others.


In the AIDIMA trial, the employees are familiarized with state-of-the-art Web 2.0 technologies

through the introduction of new social media mining and collaboration tools. With the help of more

sophisticated tools in the workplace, the internal enterprise motivation for the employees is

expected to increase. Training may be required in cases of less IT-literate employees who become

able to tap such technologies in their work environment, but in their everyday personal lives, as

well.

Through the adoption of the FITMAN solution in its real-life workplace, AIDIMA will significantly

improve its productivity and its ability to offer insights on customized products, thus possibly


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resulting in an increase in collaborations with furniture manufacturers and consequently to an

employment growth.

The furniture manufacturing companies associated with AIDIMA will also significantly benefit

from the new social media-related tools created in FITMAN since they will enable them to improve

their customer support and loyalty, with innovative and faster product manufacturing times, all

affecting very positively their workplace innovation.


Assessment of the expected “Workplace Innovation” impact by AIDIMA: Medium.

Potential Replication to other Industries: Other sectors such as the textile, the metal and the

mechanical industries.


FITMAN establishes the technological foundation for designers and decision making players in the

furniture domain to interact and develop strategic partnerships that will allow for future

collaborations and for eventually creating long-term associations when creating new products. In

particular, better collaboration is anticipated between AIDIMA and its external partners (such as

third-party designers and manufacturers) through the employment of advanced collaboration tools,

through better processing and visualization of furniture-related trends and feedback, and through the

subsequent channelling of the obtained knowledge to its network.

Closer relationships with other external organizations (e.g. research / technology institutes) are also

envisaged, indicatively through the sharing and validation of actual ideas and trends, but also

through the evolution of the methods to obtain them.


Assessment of the expected “Extrovert Enterprise Collaboration” impact by AIDIMA: Medium.




Through the adoption of the FITMAN solution in the furniture domain, manufacturing companies

will have a better perspective of their clients’ wishes and shall be able to put into mass production

only the most promising ideas that have gone through during the collaborative phases of product

design and are in line with the detected furniture trends. In this way, AIDIMA helps its

collaborating furniture manufacturers to minimize loss and unsold stock and to eventually become

more environmentally friendly, with the parallel rational use of raw materials, such as wood and

textiles, and utilities consumption, such as electricity.

It needs to be noted that the online collection and processing of sentiments posted in social media

also substitutes the need for paper questionnaires at furniture fairs and other physical events,

thereby saving paper resources.


Assessment of the expected “Green Innovation Management” impact by AIDIMA: Medium.




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8.3 Furniture industry and the ICT industry

The growing diffusion of ICT in all areas of business is a major enabler of technological change,

innovation and thus –ultimately– economic development. ICT-driven innovation activity is central

to the subsequent effects of ICT economic impact.

The links between the adoption of new technologies and innovation are broadly recognised. ICT

investments enable and drive process innovation. They are drivers, because ICT implementation, to

be successful, typically requires changes in working organisation and practices.

Furniture manufacturers are increasingly investing in automation and ICT, in order to standardise

their production. This requires large amounts of capital that may be more easily collected by large

firms than by smaller ones. Nonetheless, there are often difficulties in implementing the most

ambitious projects of advanced manufacturing because of the problems arising when very complex

technologies require organisation changes and are to be managed by knowledge workers.

Consumer awareness of furniture design and interest in home decoration and improvement are an

important driving force for this industry. In European countries, the strong general interest in home

improvement and in environmental issues, has produced a more informed and aware furniture

consumer. The role of ICT in supporting furniture firms to address changing demand mainly relies

in the possibility to provide additional information channels to intermediaries and consumers. ICT

also provides means for direct communication with customers for product development and

productions, such as tools for the visualisation of products at the point of sale.

In furniture market, innovation is crucial to sustain market growth. According to the European

Commission report ICT and e-Business Impact in the Furniture Industry, 2008, Innovation in the

production processes in the furniture industry can be sub-divided in two types:

Innovation that is required by competitiveness and the reduction of costs. This includes automation

of business processes, integration with business partners, the use of Computer Aided Design or

Manufacturing (CAD-CAM) and the introduction of new materials that are more resistant or

cheaper than previous ones. Use of the internet and development of e-business are also important

means to reach and provide services to new market segments.

Market led innovation. The European furniture industry is today a mature sector where companies

find it difficult to sustain a significant level of growth. This means that they have to pursue

innovation strategies based on creativity, quality and differentiation of products. The concept of

differentiation includes not only the quality/price logic, but is more and more associated with other

attributes such as design, style and utilitarian functions. This means an innovation guided by the

market and the consumers. Design and the change of forms are the most important paths for product

innovation. Use of new materials may be asked by the consumers (fabrics for upholstered furniture,

recyclable materials, etc.) or environmental concerns of the consumers (safety, health, etc.) may

lead to changes in the production processes (for instance use of coating without solvents, etc.).

It has to be mentioned at this point, the importance of design area in furniture industry and how ICT

facilitates product design. CAD and 3D tools are playing an increasingly important role for furniture

companies. Design tools can be further exploited for the purpose of customer-driven production and

innovation, allowing a cost and timely-effective way to meet customers’ needs.

To summarize this section, below it is provided a list of the main trends in Furniture sector that

show evidences of the importance of ICT as facilitator and accelerator of process innovation in the

sector:


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“Green” design and production to gain competitive advantage. Innovative companies have

started to adopt environment-friendly strategies, based on ICT tools for the life cycle

assessment of furniture products.

CAD and 3D modelling: efficiency and customer-driven production and innovation. CAD

and 3D tools are playing an increasingly important role in furniture companies of all sizes

and product lines.

Flexibility needed to address complexity of production and reduce lead times. The furniture

industry faces new business complexities. Customer demand is continuously changing,

while competition from low-cost countries is increasing. To satisfy customers’ demand,

manufacturers are offering expanded product lines and custom options.

e-Marketing and sales. A main feature of the furniture industry is the number and diversity

of business players along the value chain. The diversity of ICT systems in place and of

competences is a major hurdle to integration.

Policy implications. Policy measures for the furniture industry should address the issues

interoperability and standardisation, the creation of a favourable environment for innovation

and the improvement of skills.

9 The manufacture of textiles industry

The Piacenza trial is a part of the Smart Factories category in FITMAN, which aims to make textile

and clothing Cloud production a reality via the FIWARE and FITMAN technologies it adopts. The

sections below discuss the long-term costs and benefits in the context of the final measurements of

the trial’s business performance indicators, the potential social innovation impact and impact on the

IT industry.

9.1 The Piacenza case study: estimating the long-term costs & benefits

The Piacenza Value Network, as identified in D9.3 (Vega & Engen, 2015) is presented below in

Error! Reference source not found.. It is based on a sub-supplying organization, where large

ashion groups integrate the key phases of the value chain (fabric, clothing producers and retailers),

collect orders, take care of designs and sales and carry on some central steps of production,

delegating the other ones to smaller and more specialized sub-suppliers. These peculiarities explain

why t/c is centred in industrial cluster, where all these subjects interacts very frequently and share

the same common industrial culture. Being pro cyclic, in these last years the t/c sector has faced a

strong increase of competitive pressure and a hardly predictable demand, with a reduction of

production lots and of production structure exploitation.


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Figure 32: Piacenza Value network

The Virtual Factory (VF) pilot depends on the Smart Factory (SF) pilot, and one has not been

completely implemented and is not available yet for third parties. Since the effective achievement of

Obj.1 (D7.2 (Tavola, et al., 2015)) is related the sharing of capacity production to third parties and

that a version of the trial near to commercial release is still not available, it is premature to provide

an evaluation of VF Piacenza pilot.

Table 12: Overview of business performance indicators for the Piacenza trial.

Trial - Scenario - BPI Progress_1 Progress_2 Progress_3

5-PIACENZA 91,7% 91,7% 100,4%

1-PRODUCTION CAPACITY SELLER 89,6% 89,6% 100,5%

EPM-ENERGY PER METER PRODUCED 62,5% 62,5% 100,0%

FOR.ERR.-PERCENTAGE OF FORECAST ERROR 100,0% 100,0% 97,5%

MFC-MACHINE FIXED COSTS PER PRODUCED UNIT 96,0% 96,0% 104,7%

PROD.REC.-NUMBER OF PRODUCTION RECORDS 100,0% 100,0% 100,0%

2-PRODUCTION CAPACITY PURCHASER 100,0% 100,0% 100,0%

AV.LT-AVERAGE PRODUCTION LEAD TIME PER METER 100,0% 100,0% 100,0%

Because of the reasons described in D9.3 (Vega & Engen, 2015) which refer to textile industry,

with the present available data, it is premature to provide a quantitative estimation of the long term

benefits from FITMAN implementation for textile sector. On the side of qualitative evaluation, a

clear vision of FITMAN benefits has been highlighted in D9.3 (Vega & Engen, 2015): since fabric


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production for luxury fashion is characterized by a very peculiar value chain and by a high level of

customization of software, it represents a niche not attractive for large IT software houses. Software

is provided by small and very specialized IT SMEs located in textile production clusters.

9.2 Potential social innovation impact of technology take-up by Piacenza

The FITMAN trial led by Piacenza presents potential social innovation impacts in two axes of the


conducted in D9.3, as well as the updated information provided by the trial.


solution in Piacenza.

Figure 33: Piacenza Social Innovation Impact


Not applicable


Through the cloud production introduced in FITMAN, Piacenza expects to increase efficiency and

productivity in its workplace. The adoption of the FITMAN trial in Piacenza will increase the level

of detail and granularity of production monitoring, leading to an increased operator consciousness

and knowledge of the direct effects of their decisions and actions. By adopting state-of-the art

technologies, like smart tags, for the shop floor production monitoring and supervision, Piacenza

will organize in a more effective way its work environment, timely coordinate the various

production activities and establish a more stable working schedule.

Piacenza has reached a high level of worker safety, as demonstrated by the negligible level of

incidents. The reduction of over exploitation of organization structure, which is already within the


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approved employment contract agreed with trade unions, can increase the level of worker attention

and reduce stress, leading to an indirect improvement of the workers’ quality of life.

In addition, the proposed FITMAN solution may contribute to addressing potential seasonal

unemployment since Piacenza will become a buyer of production capacity in periods where its

demand is anticipated to exceed the production.

Time Horizon: Short Term.

Assessment of the expected “Workplace Innovation” impact by Piacenza: Medium as the FITMAN

trial is intended to optimize production performance in Piacenza, but the workplace innovation is

indirectly improved.

Potential Replication to other Industries: The traditional clothing textile sector but also the

technical fabric production for clothing, as well as the interior design fabric production and

generally all sectors relying on orthogonal fabric manufacturing.


Through the proposed solution for the Piacenza trial, Piacenza is able to better respond to the

market in terms of more flexible production capacity and of quicker response in terms of delivery

timing to customer requests, which in an unpredictable and very seasonable sector like fashion are

critical.

With the help of FITMAN, Piacenza is able to exploit the overcapacity or availability of external

production and potentially sell its unexploited internal production, as well as monitor its virtual

capacity and trade the orders and resources in its supply chain. In particular, Piacenza has been able

to respond to the increasing demand for its fabrics by exploiting external production capacity, has

successfully faced the sudden demand which could potentially overcome its possibilities and has

been able to ask for a better average price in charge of clothing industry requirement satisfaction.

The capacity to collect additional granular information about production capacity has also provided

additional data to proceed to estimate the maximum potential capacity of machineries and to

proceed to the rapid decision to buy new ones in weaving and finishing department. In this way,

collaboration within its value chain and with other companies of the textile industry, who may act as

buyers or sellers, is promoted to a more effective and uninterrupted degree. Diffusing knowledge

among the collaborating companies and strengthening the collaboration amongst the various

employees of different companies is reinforced for their mutual benefit.

Along the previous lines, the creation and further promotion of such local production collaboration

networks is expected to improve the consistency and bonding of the local community, in general.


Assessment of the expected “Extrovert Enterprise Collaboration” impact by Piacenza: High.





In general, the increased efficiency of the Piacenza capacity exploitation can lead to a reduction of

more than 10% of EPM, with the proportional reduction of CO2 related emissions. Through the

FITMAN trial solution, the level of production monitoring data will increase leading to higher

levels of employee consciousness about their action effects, including the environmental ones on

energy spent.


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Assessment of the expected “Green Innovation Management” impact by Piacenza: High.




9.3 Textiles and the ICT industry

Since FITMAN implementation is related only to ICT application to existing machineries, without

any change into the production process, its benefits shows how the adoption of ICT technology

provided by the project can support an improvement of SME textile industrial performances

maintain the same production technology. In relation with the present situation of many EU textile

SMEs, where machineries have been object of a slow rate of substitution due to limited financial

resources, FITMAN represents the occasion to demonstrate the effect of the “retrofitting” of present

textile manufacturing infrastructures by updated ICT technologies.

It can be also expected, as discussed in D9.3 (Vega & Engen, 2015), that the access and adoption of

FIWARE GEs by local software houses specialized in textile sector can support the fast update of

provided ICT support to textile manufacturing industries at competitive prices, enforcing EU

industrial environment.

The implementation of FITMAN trial will maximize the benefits for industrial end users production

on many aspects. Therefore is necessary to adopt a general classification:

TANGIBLE

BENEFITS

NOT TANGIBLE

EFFICIENCY EFFICACY

PRODUCTIVITY INTERNAL QUALITY EXT. QUALITY QUICK RESPONSE

IMAGE

IMPROVEMENT

CUSTOMER

SATISFACTION

INFORMATION

IMPROVEMENT

LAW BETTER

FULFILLMENT

COST

REDUCTION

VOLUME

INCREASE

TURNOVER

INCREASE

MARK UP

INCREASE

PLANNING

IMPROVEMENT

FLEXIBILITY

IMPROVEMENT

Figure 34: FITMAN benefits on textile industry

Tangible benefits


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These benefits can be grouped into two main categories: efficiency and efficacy ones.

Efficiency benefits regard a direct improvement of resources productivity and/or a reduction of

negative effects caused by defects, faults and lack of quality in general. These benefits can be

measured by direct indicators, such as reduction and/or volume increase.

Efficacy benefits regard the improvement of accuracy of processes, i.e., of the quality perceived by

the customer especially in terms of service and response to requests and needs, and/or quick

response of the processes. These benefits can be measured by indirect indicators, such as turnover

and /or mark-up increase. They are more difficult to estimate and forecast and, for this reason, in

some cases their impact is not taken into correct account.

Non-tangible benefits

These effects are, for their intrinsic characteristics, the hardest to be measured. But this cannot be a

reason to neglect their impact.

On the contrary in the case of European T/C, especially in its segments focused on high price and

luxury products, intangible aspects such as customized and personalised service and customer

satisfaction accompany and complete quality and they are a crucial factor in the choice of textile

suppliers. Therefore, expected intangible effects can be predominant, but hardly measurable, for the

companies competing in this segment.

PI indicators for textile business case developed in the project have direct effects even on tangible

and intangible benefits:

Machine fixed cost per produced unit (PI 1.1) and energy spent per produced meter (PI 1.3)

are directly related to the efficiency improvement of actual production infrastructure. Both

of them will lead to a cost reduction per meter of fabric produced.

Average production lead time (PI 1.2) is related to an enhanced efficacy of Piacenza

production process, and will be measured by a quicker response to the demand of fast

deliveries by fashion houses, and in the long run by a turnover and mark up increase.

The collection of an increased number (PI 2.1) of production records and the reduction of

forecast errors (PI 2.2) will impact on not tangible benefits, and more specifically to the

levels of reliability of information provided to the customers, on the customer satisfaction

and on the overall image of Piacenza as precise and on time supplier of clothing industries.

On the basis of the evidences collected at the end of the project the application of ICT technology

provided by FITMAN will impact on all aspects of textile fabric manufacturing, tangible and not

tangible, demonstrating the wide and complete application range of its benefits. The detailed and

specific quantification of the above mentioned PIs is released in D7.1 and D7.2 (Tavola, et al.,

2014; Tavola, et al., 2015).

10 The civil engineering industry

In D9.3 (Vega & Engen, 2015), the current situation in the European civil engineering subsector has

been established, and the Consulgal trial has been analysed with respect to the value network and

affected parties, and their potential costs and benefits. Consulgal is one of the four Digital Factory

trials in FITMAN. This section provides an update on this analysis based on the final measurements

of the business indicators the Consulgal trial has measured, as well as an update to the social

innovation impact assessment and a discussion of civil engineering and the ICT industry.


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10.1 The Consulgal case study: estimating the long-term costs & benefits

To provide some context, the value network for the Consulgal trial, as discussed in D9.3 (Vega &

Engen, 2015) has been provided below in Figure 35. The value network illustrates the businesses

and customers only, and how these business entities interact. On top of these business entities,

society as a whole is impacted by the new technology. This value network is typical of the civil

engineering subsector. The party commissioning the construction project that is the focus of Trial 7

is the electricity company. They employ one large organization as the construction works

supervisor, which is Consulgal in this case. The electricity company also employs a number of large

construction companies (in the trial scenario, two are employed) to undertake the construction work.

The large construction companies, in turn, sub-contract a large number of construction SMEs (in the

trial scenario over 100 are subcontracted). Finally, in this trial, we also include the IT Provider, who

is providing new technologies that are allowing new business processes to be implemented.


According to the analysis in D9.3 (Vega & Engen, 2015), it is clear that the Consulgal trial has a

potential positive impact across all areas of the analysis; employment, the environment, economic

growth and societal. In the previous analysis, potential costs and benefits have been identified for

the stakeholders seen in Figure 35, above. It is a non-trivial task to extrapolate and quantify impact.

However, we reflect on the measurements of the business Performance Indicators (PIs) here related

to some of the potential costs and benefits.

On the whole, the Consulgal trial has been very successful in achieving improved business

performance via the FIWARE technologies and respective changes to their business processes. All

targets have been achieved; some have been exceeded by over 200%. For a complete discussion of

the full set of PIs, readers are referred to D7.1 and D7.2 (Tavola, et al., 2014; Tavola, et al., 2015).

Two related PIs are included below in Table 13, which we can use to extrapolate some

quantifications of indicative socio-economic impacts. AS IS refers to the PI values before FIWARE

technologies were introduced in the processes. TOBE3 is the final measurement of the respective

trial PI.


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Table 13: Related Consulgal performance indicators.

PI

ID

PI name AS IS

value

Target TOBE3 Change

PI2 Average number of pages used in the test

results recording, archival, after/before the

DV/AV implementation during one

concrete operation.

5 pages 3 pages 2 pages 60%

reduction

PI4 Average lead time needed to analyse the

test results after/before the DV/AV

implementation during one concrete

operation.

39 days 0.78 days 0 days 100%

reduction

PI7 Average cost needed to analyse the test

result after/before the DV/AV

implementation during one concrete

operation.

€1.41 €0.49 €0.45 68.09%

reduction

Reduced project management overheads

This benefit is to the construction works supervisor. We can make an example estimate of the

economic benefits for the upstream dam project, which has been conducted without FIWARE

technologies, to determine what the potential cost savings could have been with FIWARE

technologies. To do this, we can use PI7, as detailed above in Table 13. It is a financial PI, though

it’s worth noting that it has a financial quantification based on the time saved on analysing test

results.

Consulgal has made a 68.09% improvement with the FIWARE/FITMAN technologies adopted in

their trial. To quantify the financial impact this has, we can use an upstream dam project as an

example, which has been conducted without these new technologies and changes in business

processes.

The entire upstream dam project was 63 months, but for this case, we only consider the potential

cost savings in the period in which the concrete operations took place. The upstream dam project

had 1,420 concrete operations for the dam wall, over the course of 32 consecutive months.

Total cost before FIWARE/FITMAN for the concreting operations can be calculated at €2002. With

a 68.09% reduction, the cost can be estimated at €639 with the technologies adopted in the

Consulgal trial in FITMAN. This is a saving of €1,363 just for this project.

It is not trivial to scale up the potential savings related to reducing the use of paper from the

upstream dam project at Consulgal to the wider civil engineering industry. However, we include an

estimation here to give an indication of scale.

In D9.3 (Vega & Engen, 2015), we have made an assumption that each construction company has

got 10 concurrent projects per year. If we assume a typical project is like the upstream dam project,

we have approximately 44 concrete operations per month (528 per year). In terms of paper usage, 5

pages per concrete operation, for 10 projects would give the following annual figure without

FIWARE/FITMAN technologies:

10 projects * 528 concrete operations * €1.41 = €7,444.80


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EuroStat statistics reported in D9.3 state that there were 101,500 civil engineering enterprises across

Europe in 2012. Given the above figure, the annual cost in terms of time spent on analysis of

concrete operations, the civil engineering sector in 2012 could be estimated at €755,647,200.

If all of the 101,500 civil engineering enterprises adopted the FIWARE technologies with the same

68.09% reduction in analysis time for concrete operations as Consulgal, this would lead to a cost

saving of €514,483,200.

Reduced paper usage

Construction works supervisor

For the construction works supervisor’s organisation, the potential 60% reduction in paper use can

be significant. For a single concrete operation, Consulgal estimates 5 numbers of pages are needed

without FIWARE technologies. For the upstream dam project, this means 7,100 pages in total, as

there were 1,420 concrete operations. In D9.3 (Vega & Engen, 2015), we have identified a typical

cost for a sheet of paper at €0.5. Thus, the upstream dam project cost approximately €3,550 just in

paper. With FIWARE technologies, this would be approximately €1,420, which is a potential cost

saving of €2,130 for this project alone.

Society

Although we have identified that reduced paper usage has got a positive impact on society, it is not

trivial to scale up the potential savings related to reducing the use of paper from the upstream dam

project to the Consulgal as a whole, let alone the wider civil engineering industry society.

Therefore, we only discuss some examples here to give indications of scale.

As above, we use the same assumptions laid out in D9.3 (Vega & Engen, 2015); each construction

company has got 10 concurrent projects per year. If we assume a typical project is like the upstream

dam project, we have approximately 44 concrete operations per month. In terms of paper usage, 5

pages per concrete operation, for 10 projects would give the following annual figure:

10 projects * 528 concrete operations * 5 pages = 26,400 pages

Given the typical cost per sheet of paper assumed above (€0.5), this would cost €13,200. Given the

above figures, the annual paper usage for the civil engineering sector in 2012 could be estimated at

approximately 2,679,600,000. This would equate to approximately €1,071,840,000. Given a typical

paper weight of 70-80gsm for offices, this would amount to approximately 11,723 tonnes, assuming

the lower range of 70gsm (4.375 grams).

If all of the 101,500 civil engineering enterprises adopted the FIWARE technologies with the same

60% reduction in paper usage as Consulgal, this would lead to a cost saving of approximately

€803,880,000 and a reduction in approximately 7,034 tonnes of paper waste.

10.2 Potential social innovation impact of technology take-up by Consulgal

The FITMAN trial led by CONSULGAL presents potential social innovation impacts in the four

axes of the respective analysis, based on the preliminary socio-economic and social innovation

impact analysis conducted in D9.3, as well as the updated information provided by the trial .


solution in CONSULGAL.


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Figure 36: CONSULGAL Social Innovation Impact


The FITMAN solution provides quicker access to information to the involved stakeholders,

including the clients who are practically the end-users and have the potential for closer involvement

in the production process, according to their own preferences.

In the CONSULGAL case, the “Users as Makers” axis appears only implicitly since the end-users

involvement in the production process may be empowered, but the co-creation or co-design aspects

are not addressed by the trial.


Assessment of the expected “Users as Makers” impact by CONSULGAL: Medium.

Potential Replication to other Industries: The FITMAN CONSULGAL solution was developed

specifically for the construction sector. However, since the principle behind its development is

common to many industries and situations in which there is the need to have information circulating

between various stakeholders, with various levels of interaction with that information, it could be

replicated by such industries.


With the help of collaborative workspaces, the workplace environment and working conditions are

ameliorated. The CONSULGAL trial shall bring about more efficient and effective supervision of

work, as well as significant reduction of the time spent by the workers on activities that are

repetitive and monotonous, yet requiring strong concentration. By reducing the involvement to such

tasks practically to zero through the FITMAN solution, the respective workers are able to use the

available time for other, more productive activities. It is expected that this has also impact on a

better conciliation between work time and personal time, with a consequent stress reduction and

motivation improvement, that eventually leads to an indirect improvement of their health and

quality of life.


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Time Horizon: Short (for full development and commercial implementation of the solution) to

Medium (since the full impact of the solution, considering impact on the other stakeholders,

involves changing work habits in various parties).

Assessment of the expected “Workplace Innovation” impact by CONSULGAL: Medium.

Potential Replication to other Industries: Any industry in which there are repetitive tasks or low

productivity, time-consuming tasks, may benefit from a solution similar to the one in the

CONSULGAL trial.


Through the FITMAN solution, external collaborations are facilitated by allowing contractors,

supervisors, designers, clients and laboratory to work in a collaborative manner. The scope of the

CONSULGAL business processes has been extended in FITMAN to facilitate all stakeholders

involved in the whole cycle of specifying, producing, receiving, checking, testing, analysing and

validating the concrete used in infrastructure projects.

However, the broadening of the collaborators’ spectrum to stakeholders who are not directly

connected to the concrete production – use – test chain is not limited to the construction process.

For example, it can be expected that interfaces to the (local) community and/or to the (local)

authorities that provides information on concrete trucks movement might be set up; it might also be

possible to interact with certification authorities, allowing the online access to concrete data

required for certification of the structure, if applicable.

The use of a new application in a sector, like the construction industry, and in a process that

traditionally are not very permeable to this type of technology may lead to the appearance of IT

SMEs specialized in FIWARE technology who can not only provide technical assistance and

support to the manufacturers, but also to develop add-ons, expansions and modifications to the

existing app (created in the context of the FITMAN trial) or develop completely new applications

that complement the solution.

In this context, the adoption of such state-of-the-art technologies and tools, like the ones

implemented in the FITMAN trial, may increase the IT-related employment opportunities and,

subsequently, the number of IT experts employed by CONSULGAL and / or the number of IT

companies and experts subcontracted by CONSULGAL.

Time Horizon: Medium.

Assessment of the expected “Extrovert Enterprise Collaboration” impact by CONSULGAL: High

since the expansion of the information network may have a significant impact on the construction

sector, creating a new modus operandi in construction projects.

Potential Replication to other Industries: The expansion of the information network is,

theoretically, limitless (e.g. Logistics), depending mostly on information security restrictions and on

the type of processes involved. However, as mentioned before, the FITMAN solution was

developed for a very specific case and a very specific industry; its implementation in other

industries will require adaptations that may be extensive.


As reported in the socio-economic impact analysis, the solution implemented in the CONSULGAL

trial is expected to reduce the paper utilization by 60% (according to current estimations). Such

paperwork reduction is considered as very significant with regard to production records for the

construction industry, in general.



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Assessment of the expected “Green Innovation Management” impact by CONSULGAL: High since

experiments at the new site have confirmed that there is a significant reduction of the paper load,

although not as large as that measured in the much larger dam construction project (40% and 60%,

respectively).

Potential Replication to other Industries: Any other industry that involves the production of a

significant amount of paper records could benefit from the FITMAN trial solution. However, the

existence of specific regulatory requirements may need to be taken into consideration (example:

pharmaceutical industry).

10.3 Civil engineering and the ICT industry

This part of the analysis was reported in D9.2 (Vega, Castellvi, & Redwood, 2014), but is repeated

here for the convenience of the reader.

Hassan & McCaffer (2002) undertook and reported a survey of the large scale construction

engineering industry to identify trends in ICT usage across the industry. They questioned clients and

contractors to identify their perception of the usage of communication methods in the industry in the

year the report was undertaken (2002) and also ten years in the future (2012). The results of this

survey are detailed in Table 14.

Table 14: Perception on the usage of communication methods in the construction industry

(Hassan & McCaffer, 2002).

Communication

method

Clients' views

of %

utilization in

2002

Clients'

views of %

utilization

in 2012

Contractors'

views of

predicted %

utilization in

2002

Contractors'

views of

predicted %

utilization in

2012

Paper 27 11 26 6

Telephone 20 11 25 14

Fax 16 10 21 10

Email 11 21 3 20

Disks 9 8 5 4

Video-

conferencing

5 10 0 6

Internet/Intranets 12 29 20 40

The results of the questionnaire illustrated a significant perceived reduction in the use of paper

format for communication towards electronic formats. Specifically it was expected by both groups

that the ten year period would see the use of internet as a means of communication doubling over

this period.


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167

Peansupap and Walker (2005) state that whilst there is a trend towards increased use of ICT within

the construction industry, of which Civil Engineering is a subsector, there are specific factors which

lead to the slow uptake. These are:

The complex nature of the construction industry

ICT immaturity levels

Financial constraints

Poor availability of tools for evaluating benefits of using ICT

A lack of understanding of the ICT implementation process

These are issues which the ICT industry needs to address to access the large civil engineering

subsector which could then provide an increased area of business. FITMAN is helping to shift the

ICT industry in this direction, by:

Providing a working environment within which partnerships between construction

organizations and IT providers are created allowing for the complexities of the industry to be

understood by both industries;

The use of Future Internet to develop innovative products which are custom built to address

the complexities of the construction industry; and

Providing the financial resources to develop and test the technologies.

11 Summary and discussion

In this final update to the socio-economic impact assessment, we summarise key findings regarding

the impact on a) the industry and society, and b) the social innovation impact, in respective sections

below.

11.1 Impact on industry and society

In D9.3 (Vega & Engen, 2015), we have established that all trials have multiple impacts in the areas

of employment, the environment, economic growth and society. The majority of impacts discussed

in D9.3 are positive; only one trial was found to have a negative impact, which was the APR trial

due to a likely increase in plastic and rubber work (leading to higher emissions, land contamination,

noise and water pollution, and waste disposal). The area in which the trials are expected to have the

greatest (positive) impact is on economic growth. In this deliverable, we have provided an updated

discussion of the potential long-term impacts given the final measurements of the Business

Performance Indicators (BPIs).

Estimating long-term impacts is not trivial. However, for each of the ten trials, we have identified

costs and benefits of the different key stakeholders in the respective value networks in D9.3 (Vega

& Engen, 2015), which has been updated in this deliverable. Some of the trials share similar types

of impact, such as reduced time to market. For Volkswagen, shorter time to market for new car

models can be expected, though it is not possible to estimate a quantification of this. However, for

AIDIMA, based on the BPIs, the trial has achieved an 8.33% reduction in the time it takes to

develop new ideas, which in turn reduces the time to market.

As an automotive manufacturer, Volkswagen is also expected to have both a time and financial cost

saving expected in product development. Long-term, there may also be new uses of the machine

repository as it matures, e.g., to collect and utilise experience. Hence, cost savings may grow further

in the future. In the TRW trial, the automotive manufacturer benefits long term by the regulatory

compliance becoming easier and more accountable, and the employee relations are expected to

improve as an atmosphere of safety and security is created. As for the production workers


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168

themselves, they will experience improvements in their working environment, as well as the

opportunity to validate objectively what is being done and how.

The TANet and COMPlus trials both share similar impacts on supply chains and their management.

In TANet, SME cluster management has already been seen to have a significant improvement,

taking 40% less time with the new technologies. The tendering process alone has been reduced from

30 minutes to 2.5 minutes. Another 20% improvement is expected in the future. Within the TANet

trial, the number of service providers registered on the platform has increased by 421.74%, which is

very promising for future demand and impact. COMPlus aims at providing a one-stop-shop

approach to collaborative networking. Such collaborative networks are considered to become

increasingly important as the European economy moves forward, following the recommendations

from the Digital Agenda for cross-border collaboration and trading. However, we note that the

effectiveness of the IT solution is considered critical to maximise the potential benefits.

We have made an attempt to quantify some societal benefits in this deliverable as well. For

example, for the Consulgal trial, a reduction in paper usage is one of the BPIs that is associated with

both the construction works supervisor and society as a stakeholder. That is, reduced paper usage is

an environmental benefit for society. Based on an upstream dam project as an example project, we

have calculated an annual cost saving of approximately €803,880,000 and a reduction in

approximately 7,034 tonnes of paper waste. That is, if all civil engineering enterprises in Europe

adopted the FIWARE technologies in the Colsulgal trial, achieving the same 60% reduction in

paper usage as Consulgal.

In terms of the ICT industry and the different manufacturing subsectors, we observe some variations

in uptake, although the socio-economic impact assessment has identified a prevalent positive

impact. For example, in the civil engineering subsector (Consulgal) ICT uptake has been slow,

while for the white goods sector (Whirlpool) and transport equipment industry (AgustaWestland)

ICT has been established for decades and the uptake is high. In some sectors, like the white goods

sector, ICT covers many aspects, such as design, management, product development and marketing.

11.2 Social innovation impact

As discussed in the previous sections, the social innovation impacts of the FITMAN trials span the

Users as Makers, the Workplace Innovation, the Extrovert Enterprise Collaboration and the Green

Innovation Management dimensions, yet with different intensity per trial as suggested in the

following table. Due to the nature of the social innovation impacts that capture collateral / indirect

effects of the socio-economic industry-level assessment, a qualitative assessment has been

performed and generally concludes that:

The “Users as Makers” axis is the least frequently met social innovation impact emerging

from the FITMAN trials and the least intense even when occurred. It only concerns two of

the FITMAN trials in a relatively direct way.

In the context of the Workplace Innovation aspects, major effects ranging from the work

health promotion to the digital literacy of the workforce have been identified in almost all of

the trials (9 out of 10).

Extrovert enterprise collaboration is acknowledged as a significant impact axis, met in all

trials. It mainly corresponds to the promotion and facilitation of collaboration between the

company and stakeholders which belonged or not, before the FITMAN trial solution

adoption, in its value chain.

Through the adoption of the FITMAN trial solutions, most trials were brought closer to eco-

innovation in various, different ways, in the context of Green Innovation Management.


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169

Figure 37: Overall Social Innovation Impact across the FITMAN trials (note: the darker grey

colour indicates higher or more evident impact than the lighter grey in each axis)

An assessment of the expected impact for each impact axis as well as an estimation of the time

horizon for the possible actual realization of the recognized impacts were also provided by all

FITMAN trials.

In general, it is confirmed that the “Users as Makers” axis is the least intense, not only in terms of

the number of FITMAN trials in which it has been recognized, but also in the intensity of the

expected impact (only medium impact is achieved). AIDIMA expects to experience the co-creation

aspects with users as makers in manufacturing with a short-term perspective, while CONSULGAL

and Whirlpool anticipate a rather medium-term horizon.

For the “Workplace Innovation” axis, all trials expect the realization of the medium to high level

impacts at their working environments in a short- to medium-term horizon, thus reconfirming the

intensity and importance of this type of social innovation impact at almost all manufacturing trials.

With regard to the “Extrovert Enterprise Collaboration” axis, the results from the assessment of the

expected impact and the realization horizon are more distributed. AW and VW anticipate low

impacts, AIDIMA and COMPlus medium impacts and APR, CONSULGAL, Piacenza and

Whirlpool high impacts. Most trials envisage a short- to medium-term horizon with the exception of

CONSULGAL that anticipates a more long-term horizon.

In the “Green Innovation Management” impact axis, the recognized impacts by the trials are

expected to be realized in a short (or maximum medium) time horizon, whereas the intensity of

these impacts varies from low (in COMPlus and VW) to high (in CONSULGAL and TRW).

In the following figures, the aggregated results for each impact axis are provided, where the

horizontal axis represents the possible realization horizon and the vertical one the expected intensity

of the impact.


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170

Figure 38: Realization Horizon and Expected Impact for all trials for the axes: I. Users as

Makers and II. Workplace Innovation

Figure 39: Realization Horizon and Expected Impact for all trials for the axes: III. Extrovert

Enterprise Collaboration and Green Innovation Management15

Finally, it needs to be noted that all trials consider the solutions they have deployed as replicable to

other industries and often to any manufacturing industry.

15

Note: The assessment of the time horizon and overall impact intensity was not available for the TANet trial at the time this deliverable was written.


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171

12 Conclusions

The methodology defined in D9.2 (Vega, Castellvi, & Redwood, 2014) for assessing the potential

socio-economic impact of the FIWARE and FITMAN technologies on the manufacturing industry

has been applied to all ten use case trials in FITMAN. In D9.3 (Vega & Engen, 2015), the analysis

shows that all FITMAN trials are expected to have a positive impact on the three objectives from

the Factories of the Future (FoF) 2020 roadmap, namely employment, environment and economic

growth.

In this deliverable, we have updated the long-term impact analysis according to the final

measurements of the trials’ Business Performance Indicators (BPIs), which helps indicate some the

potential socio-economic impacts. As discussed in FITMAN deliverables D7.1 and D7.2 (Tavola, et

al., 2014; Tavola, et al., 2015), all trials have made positive progress in terms of the BPIs. In most

cases, it has not been possible to extrapolate quantitative impacts from the BPIs on the various

stakeholders in the value networks for the different FITMAN trials. However, it has been possible

to demonstrate expected significant long-term impacts for the different trials in different areas. As a

note for a possible future extension to the socio-economic impact assessment methodology, tools

such as cooperative game theory (Gibbons, 1992) could potentially be used for modelling the value

networks and predicting quantifiable benefits to the different stakeholders.

In addition, the social innovation impact analysis builds on the outcomes of D9.3 and has been

revisited to examine the expected time horizon and impacts’ intensity per trial. Taking into account

that the social innovation aims at capturing collateral / indirect effects of the socio-economic

industry-level assessment and that it eventually concerns society as a whole, the social innovation

aspects have been studied at qualitative level. Overall, the FITMAN trials demonstrate a diversity of

significant social innovation impacts for the overall trial ecosystem (including the manufacturers’

collaborators and workers, as well as the community) with different intensity, but with the potential

to be replicated to other manufacturing industries.

As a general observation, manufacturing as an industry is a prime example of a very data-intensive

sector, which would benefit significantly technology adoption for big data management (Manyika,

et al., 2011). Both FIWARE and FITMAN supports this via the Generic Enablers (GEs) such as Big

Data Analysis (Cosmos) and Complex Event Processing (CEP), and Specific Enablers (SEs) such as

Shopfloor Data Collection (SDC), Secure Event Management (SEM), and Unstructured and Social

Data Analytics (Anzler). The way in which the GEs and SEs are designed should decrease the

required resources and time to adopt ICT. In the manufacturing industry, in particular the FITMAN

project has also created re-usable platforms comprising both GEs and SEs, which further increases

the potential for long-term adoption and impact.


05/11/2015 Deliverable D9.4 – v 0.0

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European Commission. (2014, March 19). Advancing Manufacturing paves way for future of

industry in Europe, MEMO/14/193. Retrieved from European Commission Press Release

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FITMAN.

Fryling, M. (2014). ERP Customization vs. Business Process Reengineering: Technical and

Functional Perceptions. Proceedings of the Conference for Information Systems Applied

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Gargallo-Castel, A., & Galve-Górriz, C. (2012). The Impact of ICT on Productivity: The

Moderating Role of Worker Quality and Quality Strategy. In D. H. Sun (Ed.), Management

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productivity-the-moderating-role-of-worker-quality-and-quality-strategy

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Wycoff, Transforming Enterprise. MIT Press.

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Mangiameli, P., & Roethlein, C. J. (2001). An examination of quality performance at different

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data: The next frontier for innovation, competition, and productivity. McKinsey Global

Institute.

Peansupap, V., & Walker, D. (2005). Factors enabling information and communication technology

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Policy Studies Institute. (2009). Designing policy to influence consumers: Consumer behaviour

relating to the purchasing of environmentally preferable goods. Retrieved from

http://ec.europa.eu/environment/enveco/pdf/RealWorldConsumerBehaviour.pdf

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Spöttl, G., & Becker, M. (2004). ICT practitioner skills and training: automotive industry. Cedefop

Panorama Series 91. CEDEFOP.

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10392%2F%2Ffile.binary&versionId=4

Tavola, G., Kettunen, O., Karvonen, I., Alonso Anaya Fons, V., Masetti, M., Canepa, A., . . .

Azevedo, R. (2015). D7.2 FITMAN Smart-Digital-Virtual Factory Trials Experiences - M27

issue . EC FP7-ICT FITMAN Project.

Tavola, G., Perini, S., Jansson, K., Kettunen, O., Karvonen, I., Alonso Anaya Fons, V., . . . Ducq,

Y. (2014). D7.1 FITMAN Smart-Digital-Virtual Factory Trials Experiences – M18 issue.

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ANNEX A. FITMAN ASSETS

ASSETS DESCRIPTION POTENTIAL USER GROUP

TYPE OWNER CONTACT PERSON

FITMAN ACADEMY FOR INNOVATORS (knowledge repository)

Requirements Engineering Methodology and its application to FITMAN Trials

A set of user scenarios, user requirements, business / IT applications and conceptual demonstrators summarising the Phase I activities of FITMAN Trials.

Manufacturing sectors and SMEs associations

Methodology INNOVALIA June Sola [email protected]

Verification & Validation Assessment Methodology

A holistic framework for verifying, validating that the FI-WARE generic and FITMAN specific enablers satisfy the requirements of Smart-Digital-Virtual use case trials

Software companies, FI-PPP Phase III projects.

Methodology VTT Jansson Kim [email protected]

Guidelines, Lesson Learnt and Best Practices for further deployment and development

Set of best practices for the adoption of FI technologies for the manufacturing industry. This asset will have a public and a private part, restricted to the FI PPP Programme, the usage will be public consultation and consultancy

FI-PPP Phase III projects. Specific industrial domains. Single Enterprises

Report POLIMI Giacomo Tavola [email protected]

Methodology for creating technology awareness in EU Innovation and

On one hand, methodology to engage and create technology

Clusters of FI-PPP Call 3 Others projects under

Methodology INNOVALIA June Sola

[email protected]

Dr. Oscar Lazaro

[email protected]








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Entrepreneurship networks

awareness throughout the European networks of innovation and entrepreneurship and, on other hand, methodology for SME service and application development in Phase III based on the FITMAN platforms.

FI-PPP Phase II g

Methodology for proactive communication of achievements and innovations generated by SMEs in Phase II

Methodology for dissemination and communication of results to SMEs.

FI-PPP Phase III projects. Others projects under FI-PPP Phase II


[email protected]

Dr. Oscar Lazaro

[email protected]

European innovation and entrepreneur organizations and network database

European innovation and entrepreneur organizations and network database

Clusters of FI-PPP Call 3 Others projects under FI-PPP Phase II.

Report INNOVALIA June Sola

[email protected]

Dr. Oscar Lazaro

[email protected]

New user co-creation and engagement method

Methodology for engagement and involvement of industrial SMEs (ICT providers, manufacturing SMEs). Methodology and guidelines to favor Start-ups and Web Entrepreneurship



[email protected]

Dr. Oscar Lazaro

[email protected]

Methodology for SME service and application development based on FITMAN platform

Methodology for SME service and application development in Phase III based on the FITMAN platform



[email protected]

Dr. Oscar Lazaro

[email protected]

Lessons learned regarding involvement in the

Report on lessons learned in FITMAN for SMEs

FI-PPP Phase III projects. Others

Report INNOVALIA June Sola

[email protected]

Dr. Oscar Lazaro
















05/11/2015 Deliverable D9.4 – M30

FI-PPP involved in Phase II

projects under FI-PPP Phase II.

[email protected]

Socio-economic Impact Assessment methodology

Methodology to assess the potential socio-economic impact of the FITMAN technologies adopted in the ten use case trials

FI-PPP Phase III projects.

Methodology IT-INNOVATION

Mike Surridge [email protected]

FITMAN Lab for developers (Open Source modular components)

IT infrastructures and Business Processes

Trials IT infrastructures and Business Processes. Identification of Trials architectures made of GEs, SEs and Trial Specifics

CIO in manufacturing enterprises and IT solution providers for Manufacturing sector

Software / Hardware system

Engineering Mauro Isaja [email protected]

CAM Specific Enabler -Collaborative Asset Management (virtual factories)

Collaborative, ontology-based management of virtualized Tangible and Intangible Manufacturing Assets Specific Enabler

CIO in manufacturing enterprises IT solution providers for Manufacturing sector FIPPP Phase III projects

Software component. Open source. Under license Apache 2.0


BPM Specific Enabler -Collaborative Business Process Management (virtual factories)

Collaborative, semantically-enhanced design, execution and monitoring of Business Processes Specific Enabler


Web-based platform. Open Source. Under Light Semantic Composition GE: YourBPM (ATOS Spain): GPL v3

ATOS Jesús Benedicto [email protected]

DIPS Specific Enabler -Data Interoperability Platform Services (virtual factories)

Data Interoperability services in the scope of the exploitation of the interoperability service Specific Enabler


Web-based platform. Open source. Under license Apache 2.0

TXT Michele Sesana [email protected]

SeMa Specific Enabler -The

Specific Enabler as an

CIO in manufacturing

Web-based platform.

NTUA Sotiris Koussouris [email protected]














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Metadata and Ontologies Semantic Matching (virtual factories)

infrastructure containing an installable Windows software which support users through the provision of an infrastructure which will allow the semi-automatic matching of different ontologies (OWL) and also of different XML schemas (XSD).

enterprises IT solution providers for Manufacturing sector FIPPP Phase III projects

Open source. Under license AGPL

SEM -Secure Event Management (smart factories)

Scalable and flexible service to collect and dispatch, in a controlled way, events in Smart Factory environments Specific Enabler


Web-based platform. Open source. Under license Apache 2.0


SDC Specific Enabler -Shop floor Data Collection (smart factories)

Collection of modules i.e. Fitman Tag &Trace (FitmanT&T) and Fitman Sensor Networks (FitmanSN) -which can be deployed and used independently; for data acquisition from shop floor making use of smart objects, in the scope of IoT oriented Manufacturing Ecosystems Specific Enabler


Web-based platform. Open source. Under license GNU GPL, version 2.

50% ATOS 50% UNINOVA

Jesús Benedicto [email protected]

SCApp Specific Web-based CIO in Web-based TXT Michele Sesana






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Enabler -Supply Chain & Business Ecosystem Apps (virtual factories)

application for exploiting ecosystem Tangible and Intangible Assets in relation with application in Collaborative Capacity Scheduling and Team Building. Specific Enabler

manufacturing enterprises IT solution providers for Manufacturing sector FIPPP Phase III projects

platform. Open source. Under license Apache 2.0

[email protected]

Anlzer Specific Enabler -Unstructured and Social Data Analytics (digital factories)

Web-based platform providing insights to unstructured data published in the web and to social data generated by users in social networks which are relevant to specific topics of interest specific enabler


Web-based platform. Open source. Under MIT license.

NTUA Fenareti Lampathaki [email protected]

DyCEP Specific Enabler - Dynamic CEP

Web-based platform for very complex real-time processing of the shop-floor events and other events relevant for manufacturing process (e.g. from MES). This SE is based on GE Esper4FastData


Software system. Open source. Under license Apache 2.0

50% FZI 50% NISSATECH

Nenad Stojanovic [email protected]

DyVisual Specific Enabler - Dynamic Visualization and Interaction

Web-based platform for providing visualisation and synchronisation functionality for different clients, in particular web clients. Triggered by the DyCEP SE, the visualisation updates 3D scene


Web-based platform.

DFKI Ingo Zinnikus [email protected]









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content on connected clients. The DyVisual SE will be applied in selected use cases e.g. to inform workers about risks.

SEMed Specific Enabler -Semantic Mediator front-end & back-end

The SEMed is a mature middleware layer for semantic, virtual interoperability and integration specifically of item-level product lifecycle data.


Middleware system. Open source. Under license GPL v3.

BIBA Marco Franke [email protected]

3DSCan Specific Enabler -Scanning Storage and Visualization

Comprehensive modules for 3D Visualisation of high density/high resolution files consisting of millions of points in the format of point clouds and Mesh.


Hardware/software system. Open source. Under license FreeBSD.

DATAPIXEL Aitor Romero [email protected]

C3DWV Specific Enabler -Collaborative 3D Web Viewer (C3DWV)

Web based platform for visualizing, sharing and collaboratively exploring virtual 3D scenes directly within a web browser. A platform for synchronized multi-user editing of virtual 3D scenes inside standard browsers such as "Firefox" or "Google Chrome".


Web based platform. Open source. Under license Apache 2.0

DFKI Jan Sutter [email protected]

MoVA Specific Enabler -Advanced

Design and implementation

CIO in manufacturing

Software System.

DITF Konrad Pfleiderer konrad.fleiderer@ditf








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Management of Virtualized Assets

of an intuitive user-centric graphical interface for dynamic discovery and flexible composition of Virtualized tangible and intangible Assets (as a Service) targeting at team building applications as well as advances in production networks

enterprises IT solution providers for Manufacturing sector FIPPP Phase III projects

Open source. Under license GNU GPL 3.0

-mr-denkendorf.de

GeToVA Specific Enabler -Generation and Transformation of Virtualized Assets

Semi-automatic generation and clustering of Virtualized intangible Assets (VAaaS) from real-world semi-structured enterprise and network resources. GeToVa enables as well multi-format ontology transformation between various representations of Virtualized in /tangible Assets.


Software system. Open source. Under license GNU LGPL 3.0

UIBK Ioan Toma [email protected]

FITMAN Hub for System Integrators (FITMAN generic platforms)

Smart Factory Trials Generic Platform

Generic IT system for the Smart Factory domain, that includes pre-existing software assets in the various Trials, the considered FI-WARE GEs, the developed SEs and the

CIO in manufacturing enterprises IT solution providers for Manufacturing sector FIPPP Phase III projects (system development


ATOS Jesús Benedicto [email protected]






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connectivity interoperability software to link enterprise-ecosystem lower levels to the open Internet upper level.

in similar Smart Factory scenarios and extension and exploitation of the system in an enlarged large scale Trial (Phase III)).

Digital Factory Trials Generic Platform

Generic IT system for the Digital Factory domain, that includes pre-existing software assets in the various Trials, the considered FI-WARE GEs, the developed SEs and the connectivity interoperability software to link enterprise-ecosystem lower levels to the open Internet upper level.

CIO in manufacturing enterprises IT solution providers for Manufacturing sector FIPPP Phase III projects (system development in similar Digital Factory scenarios and extension and exploitation of the system in an enlarged large scale Trial (Phase III)).


INNOVALIA Oscar Lázaro [email protected]

Virtual Factory Trials Generic Platform

Generic IT system for the Virtual Factory domain, that includes pre-existing software assets in the various Trials, the considered FI-WARE GEs, the developed SEs and the connectivity interoperability software to link enterprise-ecosystem lower levels to the open

CIO in manufacturing enterprises IT solution providers for Manufacturing sector FIPPP Phase III projects (system development in similar Digital Factory scenarios and extension and exploitation of the system in







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Internet upper level.

an enlarged large scale Trial (Phase III)).

3D Printing Data Support Platform

A platform to support data management in the 3D scanning-printing cross-enterprise business process platform for the smart factory domain to be offered as Platform as a Service (PaaS)

CIO in manufacturing enterprises IT systems integrators for Manufacturing sector FIPPP Phase III projects (system development in similar Smart Factory scenarios and extension and exploitation of the system in an enlarged large scale Trial (Phase III)).


Nissatech Nenad Stojanovic [email protected]

Co-operative Work Environment Platform

A platform to support Engineers Co-operative Work in the Digital Factory domain, to be offered as PaaS.

CIO in manufacturing enterprises IT systems integrators for Manufacturing sector FIPPP Phase III projects (system development in similar Digital Factory scenarios and extension and exploitation of the system in an enlarged large scale Trial (Phase III)).


HOLONIX Eva Coscia [email protected]

Enterprise Business A platform to CIO in Software / TXT Michele Sesana





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Collaboration Platform

support Enterprise Collaborative Business in the Virtual Factory domain, to be offered as PaaS.

manufacturing enterprises IT systems integrators for Manufacturing sector FIPPP Phase III projects (system development in similar Virtual Factory scenarios and extension and exploitation of the system in an enlarged large scale Trial (Phase III)).

Hardware system

[email protected]

FITMAN Trials showcase

Smart Factory Platform instantiated for Automotive Supplier LE Industrial Trial in Spain

IT system for the Smart Factory trial Automotive Supplier LE Industrial, that includes pre-existing software assets in the various Trials, the considered FI-WARE GEs, the developed SEs and the connectivity interoperability software to link enterprise-ecosystem lower levels to the open Internet upper level.

CIO in manufacturing enterprises IT solution providers for Manufacturing sector FIPPP Phase III projects (system development in similar Smart Factory scenarios and extension and exploitation of the system in an enlarged large scale Trial (Phase III)).

Instantiation of Software / Hardware system

INNOVALIA June Sola

[email protected]

Smart Factory Platform instantiated for White Goods OEM LE Industrial Trial in Italy

IT system for the Smart Factory trial White Good OEM, that includes pre-existing software assets in the

CIO in manufacturing enterprises IT solution providers for Manufacturing sector








05/11/2015 Deliverable D9.4 – M30

various Trials, the considered FI-WARE GEs, the developed SEs and the connectivity interoperability software to link enterprise-ecosystem lower levels to the open Internet upper level.

FIPPP Phase III projects (system development in similar Smart Factory scenarios and extension and exploitation of the system in an enlarged large scale Trial (Phase III)).

Smart Factory Platform instantiated for Textile/Clothing SME Industrial Trial in Italy

IT system for the Smart Factory trial Textile/Clothing SME, that includes pre-existing software assets in the various Trials, the considered FI-WARE GEs, the developed SEs and the connectivity interoperability software to link enterprise-ecosystem lower levels to the open Internet upper level.



SOFTECO Marco Masetti [email protected]

Digital Factory Platform instantiated for Automotive OEM LE Industrial Trial in Germany

IT system for the Digital Factory trial Automotive OEM LE, that includes pre-existing software assets in the various Trials, the considered FI-WARE GEs, the developed SEs and the connectivity

CIO in manufacturing enterprises IT solution providers for Manufacturing sector FIPPP Phase III projects (system development in similar Smart Factory


IPK Jan Torka [email protected]






05/11/2015 Deliverable D9.4 – M30

interoperability software to link enterprise-ecosystem lower levels to the open Internet upper level.

scenarios and extension and exploitation of the system in an enlarged large scale Trial (Phase III)).

Digital Factory Platform instantiated for Aeronautics OEM LE Industrial Trial in Italy

IT system for the Digital Factory trial Aeronautics OEM LE, that includes pre-existing software assets in the various Trials, the considered FI-WARE GEs, the developed SEs and the connectivity interoperability software to link enterprise-ecosystem lower levels to the open Internet upper level.




Digital Factory Platform instantiated for Construction Industry SME Industrial Trial in Portugal

IT system for the Digital Factory trial Construction Industry SME, that includes pre-existing software assets in the various Trials, the considered FI-WARE GEs, the developed SEs and the connectivity interoperability software to link enterprise-ecosystem lower levels to the open Internet upper

CIO in manufacturing enterprises IT solution providers for Manufacturing sector FIPPP Phase III projects (system development in similar Smart Factory scenarios and extension and exploitation of the system in an enlarged large scale


Uninova Ricardo Goncalves [email protected]





05/11/2015 Deliverable D9.4 – M30

level.

Trial (Phase III)).

Digital Factory Platform instantiated for Furniture SME Industrial Trial in Spain

IT system for the Digital Factory trial Furniture SME, that includes pre-existing software assets in the various Trials, the considered FI-WARE GEs, the developed SEs and the connectivity interoperability software to link enterprise-ecosystem lower levels to the open Internet upper level.



UPV Víctor Anaya [email protected]

Virtual Factory Platform instantiated for Manufacturing Resources Management SME Trial in UK

IT system for the Digital Factory trial Manufacturing Resources Management SME, that includes pre-existing software assets in the various Trials, the considered FI-WARE GEs, the developed SEs and the connectivity interoperability software to link enterprise-ecosystem lower levels to the open Internet upper level.



Coventry University

Keith Popplewell [email protected]






05/11/2015 Deliverable D9.4 – M30

Virtual Factory Platform instantiated for Plastic SME Trial in France Grand Region

IT system for the Digital Factory trial Plastic SME, that includes pre-existing software assets in the various Trials, the considered FI-WARE GEs, the developed SEs and the connectivity interoperability software to link enterprise-ecosystem lower levels to the open Internet upper level.



U Lyon 2 Nejib Moalla [email protected]

Virtual Factory Platform instantiated for Led Lighting in Germany

IT system for the Digital Factory trial Led Lightning, that includes pre-existing software assets in the various Trials, the considered FI-WARE GEs, the developed SEs and the connectivity interoperability software to link enterprise-ecosystem lower levels to the open Internet upper level.



FhG-IPK Sonja Pajkovska [email protected]







05/11/2015 Deliverable D9.4 – M30

ANNEX B. EXPLOITATION AGREEMENT CONTENTS

Table of Contents:

Parties

FITMAN assets

Purpose

Product(s)

Duration

Components / License / Copyright

Exploitation Coordination Committee (ECC)

o Composition

o Meeting

o Quorum and majority

o Veto rights

o Competences

Business Opportunity

Procedure for implementation of a Business Opportunity

Specific obligations of the Parties

Specific rights of the Parties

Standards for support to Phase 3 Partners

Income distribution o General rules

o Guidelines for the Implementation Arrangements regarding income sharing

Liabilities o Limitations as between the parties

o Towards third parties

o Force Majeure

Termination

Assignment

Applicable law/settlement of disputes

Confidentiality


05/11/2015 Deliverable D9.4 – M30

ANNEX C. INNOVALIA EXPLOITATION PLAN

Due to a mistake, Innovalia exploitation plan was not included in previous delivery D9.3.

Following, it is annexed this information:

WP1 RESULTS /

PARTNERS

R1- Requirements

Engineering

Methodology and

its application to

FITMAN Trials

R2- FITMAN

reference IT

architecture for

Smart-Digital-

Virtual Factories

R3- Fi-Ware platform

instantiation for Smart-

Digital-Virtual

Factories

INNO B F O

WP3

RESUL

TS /

PART

NERS

R1-

Trials IT

infrastru

ctures

and

Business

Processe

s

R2-

SEI_4

Collabo

rative

Asset

Manage

ment

R3-

SEI_7

Collabo

rative

Busines

s

Process

Manage

ment

R4-SEI-

_8 Data

Interoper

ability

Platform

Services

R5-

SEI_6

The

Metad

ata

and

Ontol

ogies

Seman

tic

Match

ing

R6-

SEI_2

Secure

Event

Manage

ment

R7-

SEI_1

Shopf

loor

Data

Colle

ction

R8-

SEI_5

Suppl

y

Chain

&

Busin

ess

Ecosy

stem

Apps

R9-

SEI_3

Unstruc

tured

and

Social

Data

Analyti

cs

INNO B F O

WP4

RESULTS /

PARTNERS

R1-Smart

Factory Trials

Generic

Platform

R2-SF Platform

instantiated for

Automotive Supplier

LE Industrial Trial in

Spain

R3-SF Platform

instantiated for

White Goods OEM

LE Industrial Trial

in Italy

R4-SF Platform

instantiated for

Textile/Clothing

SME Industrial Trial

in Italy

INNO B F M U O

WP5 RESULTS /

PARTNERS

R1-Digital

Factory Trials

Generic

Platform

R2-DF

Platform

instantiated for

Automotive

OEM LE

Industrial Trial

in Germany

R3-DF

Platform

instantiated for

Aeronautics

OEM LE

Industrial Trial

in Italy

R4-DF

Platform

instantiated for

Construction

Industry SME

Industrial Trial

in Portugal

R5-DF

Platform

instantiated

for Furniture

SME

Industrial

Trial in

Spain

INNO B F M U O

Individual exploitation plan (from D9.3):


05/11/2015 Deliverable D9.4 – M30

RESULT/S:

WP1: R1- Requirements Engineering Methodology and its application

to FITMAN Trials

WP3: R1-Trials IT infrastructures and Business Processes

MULO Justification

BACKGROUND

Expertise in business process modelling

Experience in requirements analysis and definition

Analysis and modeling of business processes

IT models and requirements for manufacturing industry

FOREGROUND

Business requirements definition and data gathering Method

User Scenarios and Trials IT requirements analysis and classification Method

(O) PROVIDING

SERVICES SUCH

AS

CONSULTANCY,

ADVISORY,

TRAINING,

MASTER

PROGRAMS,

ETC.

What type of services?

Consultancy Advisory Services

Training Services Master

programmes offers Others (

Specify which ones)

Consultancy Services

Training Services

Describe the service you are

going to provide:

What are the markets or segment

markets expected to reach?

Type: mass market; niche

market; segmented; diversified;

multi-sided platform;

Manufacturing Industry

What most important customer

segment do you expect to reach?

Manufacturing Industry (SMEs)

ICT SME providers for manufacturing industry

Which are the distribution

Channels?

FITMANovation Lab

FI-LAB ecosystem

Networks and associations (SMEs networks,

EFFRA, DBI community)

Industrial fairs, exhibitions and workshops

Who are the Competitors? Other research centers and IT providers for the

manufacturing industry

Eventual protection of the result? To be determined

RESULT/S:

WP4: R2-SF Platform instantiated for Automotive Supplier LE

Industrial Trial in Spain

MULO Justification

BACKG

ROUND

Development of H&S (risk detection) technology in the Spanish FASyS - Absolutely Secure

and Healthful Factory project

Knowledge and expertise in ICT for manufacturing solutions

FOREG

ROUND Application suite for risk modelling, risk assessment and risk monitoring

(M)

MAKIN

G IT

AND

SELLIN

G IT

Has the asset to be transformed or

adapted before the sale? How?

Specific customization to the requirements demanded

by the customer, due to the production and factory

needs

Estimated time to market 6 months



Type: mass market; niche market;

segmented; diversified; multi-sided

platform;


IT Industry


05/11/2015 Deliverable D9.4 – M30

What most important customer segment

do you expect to reach?


ICT SME providers (mainly for manufacturing

industry)

What type of relationship do you expect

to establish or maintain with your

different customer segments?

Commercialization of the solution. Close relation in

order to perform the specific customization with

efficiency.

Who are the Competitors? Other research centres and IT providers for the


Which are the distribution Channels?

FITMANovation Lab

FI-LAB ecosystem





(U)

USING

IT

INTERN

ALLY

TO

MAKE

SOMET

HING

ELSE

FOR

SALE

How are you going to use it internally?

Technology transfer

Knowledge expansion

Use of gained knowledge in further research and

expertise to be applied in local, regional and

European projects

(Describe the new result: characteristics,

functions,…)

Occupational Risk Prevention Web Platform. The

solution allows the modelling of the prevention

strategy for the factory, as well as the monitoring and

detection of the ergonomic risks in the production

line. Additionally, the platform provides a risk

evaluation and notification service for the personnel

in the factory.

Does it require any transformation or

adaptation of the asset? how has the

asset to be transformed?

No

What additional thing is needed to do for

sale?

Presentations and demonstrations for customers.

Specific customisation

What are the key activities needed to do

for that?

Participation in relevant manufacturing and ICT

events





platform;

Manufacturing SMEs


industry)





industry)




Collaboration and cooperation in R&D and

commercial projects




FITMANovation Lab

FI-LAB ecosystem





05/11/2015 Deliverable D9.4 – M30


(O)

PROVID

ING

SERVIC

ES

SUCH

AS

CONSU

LTANC

Y,

ADVISO

RY,

TRAINI

NG,

MASTE

R

PROGR

AMS,

ETC.


Consultancy Advisory Services Training

Services Master programmes offers

Others ( Specify which ones)


Training Services

Describe the service you are going to

provide:





platform;



do you expect to reach?:




FITMANovation Lab

FI-LAB ecosystem







RESULT/S:

WP5: R1-Digital Factory Trials Generic Platform (includes GE,

SE, TSC, TIC, SE open call)

MULO Justification

BACKG

ROUND Knowledge and technology gained in LinkedDesign and ComVantage projects

FOREG

ROUND

Digital Factory Platform

Connection mainly with Data and Context Management Chapter in FiWare

Connection with Digital SEs

Integration with Digital Factory architecture and scenarios

Coordination and support of FITMAN System instantiation into the four Digital Factory trials

(M)

MAKIN

G IT

AND

SELLIN

G IT

Has the asset to be transformed or

adapted before the sale? How?

The solution could be customized according to

customer's needs and demands

Estimated time to market The time needed for customization (6-8 month

estimated)





platform;

Manufacturing SMEs

IT SMEs





industry)

Digital start-ups




Close relation in order to perform the specific

customization with efficiency




05/11/2015 Deliverable D9.4 – M30


FITMANovation Lab

FI-LAB ecosystem





(U)

USING

IT

INTERN

ALLY

TO

MAKE

SOMET

HING

ELSE

FOR

SALE


Technology transfer

Knowledge expansion



European projects


functions,…)

Improve the time-to product and time-to-market of

products and services, managing more efficiently the

product life-cycle information using intelligent

knowledge flows and providing the services and

tools to make easier the cooperation between the

different systems, such as ERP, MRP II, social

networks, testing system, etc..




No


sale? Presentations and demonstrations for customers.


for that?


events





platform;

Manufacturing SMEs


industry)





industry)

Digital start-ups





commercial projects




FITMANovation Lab

FI-LAB ecosystem





(O)

PROVID

ING

SERVIC

ES

SUCH






Training Services


provide:


05/11/2015 Deliverable D9.4 – M30

AS

CONSU

LTANC

Y,

ADVISO

RY,

TRAINI

NG,

MASTE

R

PROGR

AMS,

ETC.





platform;


IT industry





Digital Start-ups


FITMANovation Lab

FI-LAB ecosystem







RESULT/S:

WP7: R2-Recommendations to FI -PPP (classified on different

chapters) in terms of Lesson Learned and Indicators for trials

extensions in Phase III

MULO Justification

BACKG

ROUND -

FOREG

ROUND

A set of recommendations related to the FIWARE Chapters in terms of lessons learned and

indicators

(U)

USING

IT

INTERN

ALLY

TO

MAKE

SOMET

HING

ELSE

FOR

SALE


Knowledge expansion; Use of obtained knowledge in

further research and expertise to be applied in local,

regional and European projects


functions,…)

A set of recommendations related to the FIWARE

Chapters in terms of lessons learned and indicators




Adaptation according to the scope of its use


sale?

Adaptation according to the characteristics of the

client


for that? Desk research





platform;

European, local and regional organisations related to

applied research




applied research





commercial projects

Who are the Competitors? Other Research organisations/ centres/ institutions;

Consulting companies

Which are the distribution Channels? Traditional channels


05/11/2015 Deliverable D9.4 – M30

Eventual protection of the result? To be defined

(O)

PROVID

ING

SERVIC

ES

SUCH

AS

CONSU

LTANC

Y,

ADVISO

RY,

TRAINI

NG,

MASTE

R

PROGR

AMS,

ETC.





Consultancy services to organisations aiming to carry

out similar activities


provide:





platform;

Research related


do you expect to reach?: Industry; Research organisations

Which are the distribution Channels? Traditional channels / Internet

Who are the Competitors? Other Research organisations/ centres/ institutions;

Consulting companies


RESULT/S: WP8: Global results

MULO Justification

BACKG

ROUND

Use and access to European innovation and entrepreneurship networks, e.g. EFFRA; European

geographic coverage through DBI community. Knowledge on stakeholders' mapping; Built on

knowledge gained through DBI community. Knowledge on co-creation concept; Knowledge on

innovative business ecosystems. Knowledge on lean start-up methodologies; Knowledge on

socio-techno-economic background for Future Enterprise System

FOREG

ROUND

Development of the 5-Stage technology awareness methodology; specifically: Stage 1:

Definition of the overall scope; Stage 2: Identification of SME networks; and Stage 5:

Continuous monitoring. Identification of SME Networks-development of the network database.

Identification of the overall concept of co-creation method. Outlining the methods on SME

service/app development.

(U)

USING

IT

INTERN

ALLY

TO

MAKE

SOMET

HING

ELSE

FOR

SALE


Knowledge expansion; Use of obtained knowledge in

further research and expertise to be applied in local,

regional and European projects


functions,…)

A set of methodologies for raising technology

awareness, database of European Innovation and

entrepreneurship networks, co-creation methods,

SME service and application development




Adaptation according to the scope of its use


sale?

Adaptation according to the characteristics of the

client


for that? Desk research






applied research


05/11/2015 Deliverable D9.4 – M30

platform;





industry)





commercial projects




FITMANovation Lab

FI-LAB ecosystem





(O)

PROVID

ING

SERVIC

ES

SUCH

AS

CONSU

LTANC

Y,

ADVISO

RY,

TRAINI

NG,

MASTE

R

PROGR

AMS,

ETC.





Consultancy services to organisations aiming to carry

out similar activities


provide:

Set of methodologies to be customised according to

the particular needs of the client





platform;

Research related





industry)


FITMANovation Lab

FI-LAB ecosystem







RESULT/S:

WP3: R6-SEI_2 Secure Event Management (smart factories)

WP12: R1- SEI_ DyCEP - Dynamic CEP (smart factories) & R2- SEI- DyVisual

- Dynamic Visualization and Interaction (smart factories)

WP13: R2- SEI-3D Scanning Storage and Visualization (3DSCAN) (Digital

Factories)

MULO Justification

BACKG

ROUND -

FOREG

ROUND Lessons learned from the implementation and integration of the SE components

(U)

USING

IT


Technology transfer

Knowledge expansion



05/11/2015 Deliverable D9.4 – M30

INTERN

ALLY

TO

MAKE

SOMET

HING

ELSE

FOR

SALE


European projects


functions,…)

Each of the Open Source components provide a

concrete functionality in order to implement them in

a simple and low-cost way.




No


sale? Presentations and demonstrations for customers


for that?


events





platform;

Manufacturing SMEs


industry)





industry)

Digital start-ups





commercial projects




FITMANovation Lab

FI-LAB ecosystem





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