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Liège, Wednesday, 16 August 2000 1 Réf: 00 154 F

FUSE: Demonstrator Document

Application Experiment no. 29418

Browning

Version 1.2


PART I

Title

Smart Trigger and Security for Shooting.Microsystems for secured shotguns. Integration of microsystem doubles sales in 10 years.

Associated TTNARAMIS – Association pour la Recherche Avancée en Microélectronique et Intégration de SystèmesRue de l’alchimiste, 10B-7000 Mons

Contact person: Valérie GilsonTelephone: +32 4 366 26 15Fax: +32 4 366 29 50E-mail: [email protected]: http://www.muelec.fpms.ac.be/aramis

AE abstractBrowning s.a. is a Belgian company based near the city of Liège. It employs over 500 people inEurope and 143 in its Belgian company. Browning was established in 1898 and branched out inBelgium in 1976. It designs, manufactures and markets weapons for sporting and hunting activities.The experience of Browning in microelectronics is very limited and the micromechanical industry isunknown to them. The current product technologies are the machining of steel, alloy and wood. Theirdecision to take up a FUSE project mostly derives from their hope to acquire the knowledge requiredto introduce electronics in their products and even to intensify its use. The entire group wants to be themarket leader in secured guns in Europe and to show its leadership. Browning knows there are severalstages to evolve in its market.

Browning manufactures and markets several types of weapons, such as Superposed shotguns (BX25),semiautomatic shotguns, hunting rifles and handguns. It also produces accompanying products such asammunitions, apparel and accessories.

The technology developed with this AE primarily relates to the B125 shotgun. The productimprovement aims mainly at increasing performance, because sport hunters often have the followingcomplaints:

- relative slowness of the bullet after the trigger is pressed (8ms)- delay before the next shot can be fired- rudimentary nature of the mechanical safety systems- great stress to be applied on the trigger and length of the trigger stroke

Browning intends to make a microsystem in order to increase the safety of its weapons and improvethe efficiency of its control. The microsystem technology, which is well adapted to the new product,was chosen because of geometrical volume restriction in the 'secured weapons' (the drawback of thischoice is a 3 to 4 months delay to deliver the prototypes). The features to be added include a shot-counting system with timestamps recording the date and time of each shot, an anti-theft devicecoupled to a recognition system identifying the official owner of the weapon, and a safety systemenabling shooting only if some conditions are met.

The subsidy given by the EC is 96,000 EUR but the FU made substantial additional investments toacquire and control the new technology. The project duration is 16 months but some details must beadded to the prototype. The payback period is 22 months. It is estimated that, thanks to this new


technology, cumulated sales of shotguns will reach 950,000 units after 10 year, with more than half ofthe sales (550,000 units) made possible by the introduction of electronics. The ROI is about 370 % ifindustrialisation and commercialisation costs are included. Moreover, Browning hopes to accumulatethose advantages by replicating the technology to all its products.

Keywords and signature

Microsystem, microaccelerometer, electromechanics, weaponry, contactless identification device.

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1. Company name and address

Browning s.a.Parc Industriel des Hauts Sarts Avenue n°3, n°25B-4040 Herstal

Contact person: Thierry DumortierTel: +32 4 250 53 51Fax: +32 4 240 52 12e-mail: [email protected]: http://www.browning.com

2. Company size

Browning has a team of 143 persons

Industrial sector: NACE code: 2960 - Manufacture of weapons and ammunition

Fig.1: Browning facilities

The company employs 143 people and is First User in microelectronics. The team allocated to theproject included 1 electronic engineer and 1 electromechanical engineer specialised in weaponry(supervisor engineer). They were Patrick Heins, graduated from the Institut Supérieur Gramme deLiège (industrial engineer) and Thierry Dumortier, graduated from the Université de Louvain (civilengineer). It also included Benoît Léonard, who had a technical degree (graduat) in electromechanicalengineering and who mainly took care of integrating the system into the weapon. Patrick Heins hadjust graduated when he was hired by Browning s.a., and his knowledge of microelectronics wastherefore strictly theoretical. As to Thierry Dumortier and Benoît Léonard, their knowledge ofmicroelectronics was elementary before the AE.Browning is part of a larger European group employing over 500 people, which is managed from itsBelgian branch. The company has branches in Portugal (Viana), Italy (Anagni), Germany (Rattingen)and France (Saint-Etienne). It is also active in the United States. Browning has a yearly globalturnover of 250 million EUR.

The company has gained recognition mainly for the quality of its products and the creativity of itsdesigners. The innovative spirit of Browning enabled it to successfully introduce a great number ofnovelties, such as BOSSTM (Ballistic Optimizing Shooting System), back-bore barrels and chokesinvectors. These novelties remained within the realms of mechanics and since that technology hadreached its peak, it was high time to switch to electronics.


3. Company business description

The company "Fabrique Nationale" (FN) was established in 1889 and started a partnership with theAmerican inventor John Moses Browning in 1898. It acquired Browning in 1976. The companydesigns, manufactures and markets weapons for sporting activities such as hunting, trap shooting, etc.

The different products are superposed and juxtaposed shotguns, semi-automatic and manual shotguns,hunting rifles, handguns, apparel and accessories. Most of the turnover (70%) derives from sales ofshotguns on the civil market, as shown in the following diagram. Sales numbers of hunting andsporting guns are equivalent.

Turnover distribution

70%

17%

3%

10%Weapons (hunting andsport)

Outdoor

Arch

Ammunition

Fig.2 : Turnover distribution

Research & Development activities are undertaken within the company. Research takes up about 5%of the turnover, and the introduction of electronics is about to become quite an important part of theR&D effort.


4. Company markets and competitive position at the start of the AE

Global market sales have been relatively stable over the last 10 years (800,000 units per year acrossthe world). They are segmented according to 4 main market types in the long-gun sector: sportshooting, hunting, home defence (especially in the USA) and law enforcement. The 2 main segmentsare sport shooting and hunting. The expected evolution is that global cumulated sales will reach4,000,000 units in 10 years (without any microelectronics system).

Since 1995, Browning has developed a new concept of 'SMART core' for a new line of products called'secured weapons'. The first technical approach started in 1999 and Browning has created a task forcein 2000. The 'secured weapons' market is considered by Browning as a new market in whichcompetitors do not exist. They will start the production in 2003.

At the start of the AE, the sales figures for sport shotguns reached 40,000 units per year world-wide,with similar figures for hunting shotguns and a total of 80,000 units sold per year, representing 10% ofthe total market. The Browning sales will reach 550,000 units thanks to the new system. On average,the product price is 750 EUR, with a cost per unit of 700 EUR (a 50 EUR margin). In principle, themicroelectronics system will be integrated in all products of the 2 main segments, representing 70% ofsales (see fig.2).

Products are mainly sold to wholesalers, sport shops and gunsmiths. Final customers are hunters andsport shooters. Competitors market similar products without (micro)electronic components. For theweaponry and ammunition sectors, Browning has 15 competitors across the world.

The competitive weaknesses of the B125 are:- the use of a portable power supply that can cause problems- its expensiveness

The competitive strengths of the B125 are- a low activation time- a low trigger pull- an increasing in safety

Over 1,000,000 B25-family shotguns (B125, B425…) have been sold across the world. The economichistory of B125 has not changed over past 3 years. The same model of B125 is sold since its creationin 1925. The sales have progressed throughout the years as followed:

19921997

Fig 3: Market share

The B125 market opportunities are not negligible because Browning estimates that over 20% of theseguns will be spontaneously replaced by new ones in 10 years time.The users who are pleased with their guns, sometimes passed on from generation to generation, andwant a new gun with technical specifications that increase its performance.

European competitors Others Browning


5. Product or process to be improved and the reasons to innovate

The B125 is a double-barrelled (superposed) shotgun and the “heir” of the B25. It is a high-technologyproduct with pieces manufactured according to up-to-date techniques. It is assembled and finished in atraditional way, in the Herstal luxury weapon workshop. The “routing” (le basculage) is still achievedwith the ancestral yet precise technique using carbon black. Very robust and lasting, this gun is passedon from generation to generation as a family heritage. The barrels of the B125 have interchangeablechokes.

Fig. 4:Picture of B125

The B125 was designed by John M. Browning in 1925. It has two barrels that can each fire a shot. Theoperation of the original mechanism, which has to be replaced by an electronic system, is rathercomplex. During the first shot, the system must inhibit the start of the second shot (because of therecoil, the shooter has a tendency to shoot twice). Before Browning’s invention1, there had to be twodifferent triggers on the same gun (one per barrel); the advantage of the Browning’s system is thatthere is only one trigger.

Without going into too much details, figure 5 illustrates the relative complexity of the mechanismwhich accounts for the slowness and variability of some of the features (trigger pull, length of thetrigger stroke) and the link between the trigger and the primer, for one of the two barrels.

Fig.5: Operation of the single selective trigger system

This is a simplified drawing, especially considering that the mechanism (trigger excepted) is double.This mechanism is of the inertial type: the recoil caused by the first shot is needed in order to enablethe firing of the second shot and to ensure a delay between the first and the second shot. The inertia ofthe recoil mass during the shot-induced acceleration is the element that enables the backing-up of theselection sear (to which it is linked); it then disconnects the trigger of the firing sear. As soon as a shot

1 Patent registrered on 15 October 1923


is fired, the mechanism enables, after the delay, the change in the connection between the trigger andthe hammer, from one barrel to the other. Despite the genius of this invention, there are somedrawbacks to the system that cannot be solved with such an old technology.

Clearly the problems are the following:- relative slowness of the bullet after the trigger is pressed (8ms)- delay before the next shot can be fired- rudimentary nature of the mechanical safety systems- great stress to be applied on the trigger and length of the trigger stroke

Sport shooters2 (sporting clays, trap shooting, target shooting) are increasingly aware of thesetechnical features that affect their performance. Moreover, the use of firearms is increasingly regulatedthroughout the world. Therefore, sport shooters (who are about to become more numerous than thehunters) will have increased responsibilities. New features have to be implemented in order to makethe control of weapons more efficient.

New features have to be implemented in order to increase the safety of the weapon and improve theefficiency of its control:

- a shot-counting system- timestamps recording the date and time of each shot- an anti-theft device coupled to a recognition system identifying the official owner of the

weapon- a safety system enabling shooting only if some conditions are met

The technical objectives are clear :- improve the safety- improve the shooting performance (fastness, reliability and precision)- improve the control

The main objectives and obtained results are as follows:- All the mechanical trigger system of the B125 have been replaced by solenoids.- The detection of a shot is made by an accelerometer which is a part of the microsystem.- To control the solenoids and consequently the shots, an ASIC has been developed. This

mixed ASIC is another part of the microsystem.- Finally a contactless identification system has been developed for security reasons. This

ASIC identifies the owner of the shotgun.

In a more generic perspective, the reasons to innovate are the following:

- to increase the sales figures of the Superposed Browning shotgun for sport shooting, byreplacing the 75-year old mechanical system with a high-tech electronic system

- to acquire sufficient knowledge to replicate the experience on other products of the range andon future products

An important reason to innovate is that Browning wants to be the market leader in secured guns inEurope and to show its leadership compared to American market. But Browning wants that there areseveral long stages to evolve in its market.

2 Only sport shooters request such changes. Hunters are more traditionalist and increasingly fewer.


6. Product or process improvements

Product innovations

Features B125 New B125A shot-counting system No YesTimestamps recording the date and time of each shot andchecking the number of shots fired by the authorities

No Yes

An anti-theft device coupled to a recognition system identifyingthe official owner of the weapon

No Yes

A safety system enabling shooting only if some conditions aremet

No Yes

Other characteristics: activation time

trigger pull length of the trigger stroke possibility to shoot the second cartridge when the first is faulty minimum time between shots

10 ms

3 kg15 mmNo

500 ms

10 ms(to be improved)0,250 kgAdjustableYes

Adjustable !

The schema block of the new system is shown hereunder.

Fig. 6: Block diagram of FUSE microsystem


Fig. 7: Picture of the microaccelerometer realisedFig. 8: Picture of the ASIC realised

Fig. 9: Picture of the microsystem realised

The developed microsystem includes 4 types of functions:- command of the “electro-mechanical primer”- control features (shot counter and time stamping)- “smart” safety (recognition of the authorised shooter and conditional authorisation to fire)- power management.

a) Electro-mechanical primerThe command signal must be sent to the priming system based on 3 parameters:

- trigger pull (entry through connection)- delay after detection of the first shot (if second shot)- authorisation by the safety system

b) ControlSince a start-of-shot sensor is already integrated in the command function of the priming system, it ispossible to perform a shot counter at very low cost. The functions of this subsystem are :

- number of shots fired since activation recorded in memory- communication of this information to an external system (police, gunsmith, shooter’s watch)- timestamp for each shot (black box)

c) Smart safety systemsThe safety system has to detect if a set of conditions are met to authorise the firing of the shot, thoseconditions being:

- the recognition of the shooter through the wireless transmitter-receiver by a lock box that theshooter will wear (wristwatch).

- the weapon not in its case. This condition can be spotted by a photodetector that measuresexternal luminosity (more than half of the accidents take place when the weapon istransported)

d) Management of the external powerThe role is to inform the user of the remaining autonomy. This is done by a control board located onthe gun.


7. Choices and rationale for the technologies, tools and methodologies

Several solutions has been be considered:

7.1. Solutions using Microcontroller or FPGA as well as standard discreet components

They have several disadvantages:

- The size may be excessive in size-limited environment.- The cost is rather high. The purchase of the components, the cost of the card and the mounting

of the PCB have to be taken into account.- The risk of copy by competitors is relatively high.- It is sometimes difficult to meet standards because the components used have their own

specific features.- The improvement of the features often requires a complete redesign of the whole card.- The consumption of the system is not optimised

7. 2. Microsystem solution

This solution seems the most appropriate. It refers to a mixed ASIC combined with a sensor thatenables the integration of several new functions. The features of this microsystem and the parts it isgoing to cover have been clearly stated previously.

It is important however to note some of the drawbacks of this solution:

- The development is tricky and prototyping is long (especially if an analog solution is used).- This solution is often difficult to achieve by SMEs. Only a financing such as FUSE can enable

such a step.- Production needs to be scheduled quite a long time beforehand.

On the other hand, the advantages are numerous:

- The minimal size is very important for the project at hand - the electronic components to beintroduced in the gun should be as small as possible.

- Most of the digital and analog features required can be integrated. This is a major advantagefor the calibration of the sensor.

- Production costs are probably going to be the most competitive. When analysing economicalimpact, one realises that with an annual production of 40,000 units (without taking intoaccount the replacements, 10,000 per year over 10 years, or the integration of the system inlaw enforcement officers weapons, representing about 30,000 units), microsystems is wayahead compared to other technologies.

- Improved reliability (especially since there is no connection between the sensor and the digitalpart). This reliability factor must be present since the safety of the user relies on it.

- Power consumption is lower, which is important since the power source is portable and theavailable size is minimal.


7. 3. Browning’s choice

The microsystem technology is therefore chosen without hesitation. It enables Browning to developand market a product that is:

- reliable- innovative- unique

Moreover, the microsystem technology was chosen because of the geometrical volume restriction inthe 'secured weapons'.The microsystem was designed as an hybrid system in order to fit to the costs constraints. The sensorused is an accelerometer. This is because the firing of a shot creates an important acceleration,although very brief, of the whole of the gun. An accelerometer that acts in the range of the expectedacceleration, coupled with adequate processing, enables to detect shots and to distinguish them fromany other event (fall, brutal use, etc.).A microaccelerometer has been designed in MUMPS process proposed by Cronos. The mixed ASIChas been designed in AMS technology (CMOS 0,8µm), via EUROPRACTICE MPW.There were 2 different technologies (accelerometer and ASIC) chosen by Browning, which assembledon the same substrate in a single package. Browning wanted to bring a proof of concept to themarketing department with robust arguments to invest in this new line of secured weapons. The ASICand accelerometer solution in the same technology is not optimum in the sense that this solution ismore expensive than the solution chosen by Browning in the case of sales superior to 50 000 units peryear. Moreover, Browning decided to develop a new accelerometer (even though it could have used anexisting microaccelerometer, the ADXL of analog devices for example). Indeed, it seems important toBrowning to be able to talk with its subcontractors and to know problems that could arise. In thisapplication, the rifle and all inside are submitted to frequent and very important shocks. Browningknows very well the shocks appearing when a rifle fires a shot but their subcontractors oftenunderestimate these shocks. That is why the company now prefers to master the technology to be usedin rifles before subcontracting these tasks. It is the strategy of Browning to have a full control on itsnew technology. It wants also to keep the accelerometers evolution in hand.

The subcontractor was MEMScaP:

MEMScaP s.a.50, Allée des DauphinsZAC du Pont RivetF-38330 St Ismier

Phone: +33 476 52 55 80Fax: +33 476 52 55 81e-mail: [email protected]: http://www.memscap.com

The KANAGA libraries contain elements to design microsystems (microaccelerometers,microengines, micromirrors, etc). These libraries allow to generate microsystems for MUMPSprocess from Cronos foundry. Browning and ARAMIS chose this flow because it had severaladvantages:

- Cheap and reliable technology (there is already lots of microsystems realised in thistechnology)

- lots of libraries are available (Kanaga)


8. Expertise and experience in microelectronics of the company andthe staff allocated to the project prior to the AE

Browning has been studying the feasibility and the operational utility of electronics integration forover a year. The team included an electronic engineer and an electrical engineer specialised inweaponry. The conclusions of the research agreed with the idea that the market was asking forinnovations. The target customer was not chosen randomly : sport shooters are those most eager to seenovelties introduced.

The experience of Browning in microelectronics was very limited and the micromechanical industrywas unknown to them. A major part of their motivation to experience a FUSE project derived from,among other things, the hope to acquire the knowledge required to keep on using and even intensifythe introduction of electronics.

They fully agreed to make a high-level knowledge transfer. Although the technological jump seemedimportant, their team had the means to efficiently acquire the skills needed to succeed in this project,and future ones. Research took up before the AE about 5% of the turnover and the introduction ofelectronics was about to become quite an important part of the R&D effort.

The team studied the issue of the mechanical strength required in acceleration and vibration conditionsas met in a weapon. The team also had the opportunity to achieve upstream studies on otherapplications of electronics in future products, and the prospects were promising.

Beyond electronics, the R&D department, that has a staff of about 20, had been mastering theweaponry techniques in design, development and industrialisation for almost 100 years.

For the achievement of the project, Browning used subcontractors. Its training was taken care of byARAMIS. As far as the help in design and development was concerned, to carry out this project, theteam included an industrial engineer, an electromechanical technician and was supervised by a civilengineer.

The company employs 143 people that are First Users in microelectronics. The team included 1electronic engineer (who had just graduated when he was hired by Browning s.a., with a knowledge ofmicroelectronics strictly theoretical), 1 electromechanical engineer specialised in weaponry(supervisor engineer with elementary knowledge of microelectronics before the AE) and a technicianin electromechanical engineering.


9. Work plan and rationale

PHASE 1: Specifications – 65 days

Browning ARAMISScheduled time 30 days ---

Real time 65 days ---

The actual time to realise this phase was 13 weeks. The reasons were:- the inexperience of the engineer appointed by Browning- the long delay to obtain information from suppliers- the long delay to obtain Cadence and Synopsys licenses- the difficulties in communication between Browning and the subcontractors because

Browning has a very specific know-how that the subcontractors have not (different technicaldomains).

The details of the technical specifications of the circuit to design were fixed. The Browning engineer'swork was:

1. to establish the needs2. to translate those into technical terms3. to take into account the constraints linked to the technology and the available

manufacturing flows4. to search external components in collaboration with ARAMIS5. to plan tasks expressed in technical terms

The ARAMIS engineer's work was:1. to make a feasibility study to choose the most appropriate technology2. to advice the FU to express their needs in technical terms3. to make Browning aware of new technological possibilities

The integration study in the existing system was also carefully carried out at this stage:- choice of the packaging type- size study- power system...

A complete document gathering the technical specifications of the product to develop was written

PHASE 2 Training – 20 days

Training 1: General training

Browning ARAMISScheduled time 5 days 5 days

Real time 5 days 5 days

The programme of the training was a general presentation of modern design methodologies and flowsin microelectronics.The aim was levelling of skills of the Browning engineer.


Training 2: VHDL



(Training to VHDL hardware description language for the design of the digital part).

The aim of this VHDL training was to able Browning engineer to:- develop simple algorithms in VHDL- simulate this VHDL code- synthesise it over libraries of Xilinx FPGA gates in order to increase awareness of practical

problems (writing rules)

A training report was written by Browning.

Training 3: Microsystem



An introduction to microsystems engineering was organised in co-operation with CMP from Grenoble.CMP is experienced in the field of microsystems.This training was orientated towards some aspects of microsystem design and development. It wasgeared towards the application and was deal more specifically with the development of theaccelerometer cell.

The aim of this microsystem training for Browning was not to become experts in microsystemsBut to provide a training well-suited to the application.

A training report was written by Browning.

PHASE 3: Design

Digital part: Prototyping on FPGA



The aim was:- to describe the digital part in VHDL- to validate features on a prototype FPGA card.

The use of an accelerometer cell as a discreet component even if the required features are not entirelycompliant with the specifications.

The Browning engineer's work was:1. to write the VHDL code2. to take ARAMIS remarks into account and to discuss about corrections

The ARAMIS engineer's work was:1. to correct the VHDL code and to explain errors to Browning2. to debugg the FPGA card


Development of the accelerometer cell



The aim was to parameterise an existing sensor available at MEMScaP as macrocell. Theaccelerometer was designed with Kanaga libraries at the level of Browning specification.

The delay for this task is explained by the fact that Browning had ordered additional components todescribe internal accelerations. These components were not delivered in time.

The Browning engineer's work was:1. to measure accelerations on existing gun2. to specify the response curve of the microaccelerometer3. to understand the design mainly made by ARAMIS engineer

The ARAMIS engineer's work was:1. to realise technical tasks as microaccelerometer lay-out, simulations and DRC (Design

rules check)

Adapting the interface between the digital part and the sensor



The aim was to process the sensor output signal.

The Browning engineer's work was:1. to manage contacts with the subcontractors2. to assist ARAMIS during the analog ASIC design

The ARAMIS engineer's work was:1. to search articles about integrated circuits for the measurements of very low capacitance2. design of capacitance measurement circuits3. simulation of analogic part4. drawing of lay-out5. lay-out simulation

Back end design



The technician worked on this project during several days.This phase involved the following:- testability- placement-routing- sign-off


The Browning engineer's work was:1. to check the backannotated functional simulations and associated timings2. passive participation to the P&R (Place and route), DRC and ERC (Electrical Rules

Checking) steps3. placement of the analog part, of the microaccelerometer part and of the digital part in

order to allow the bonding of the chips into the hybrid (minimal distance betweenconnections must be met)

The ARAMIS engineer's work was:1. test patterns generation and simulation2. P&R with Cadence "Gate Ensemble" tools3. DRC and ERC4. Backannotation and postsimulations

PHASE 4: Manufacturing

FoundryScheduled time 60 days

Real time 90 days

There were 2 runs, one for the ASIC (60 days) and one for the accelerometer (30 days).Browning had postponed the AMS run because it wanted to measure accelerometer parameters. ButCronos had some delays in sending the accelerometer. Browning received the microaccelerometer inDecember but unreleased. Then CMP had proceeded to the release of the accelerometer. At the endit was decided to take the run of February 2000 without the results of the measures.

Simultaneously to the second prototyping, Browning prepared test vectors to the format of the IMStest station.

PHASE 5: Test



The technician worked on this project during several weeks.The phase involves:- manufacturing test- functional test - validation of features

The Browning engineer's work was:1. to test the ultrasonic identification system2. to prepare a gun with all the necessary sensors3. to test the ignition system4. to perform a real-life test with the prototype

The ARAMIS engineer's work was:1. to make a PCB to test the microsystem and to be put in the prototype2. to test the functionalities of the microsystem


Costs detailed per work packages :

Fig. 11: Costs repartition

In the table above, note a 4-month difference compared with the initial schedule. This is because thespecification drafting and design phases had to be extended. Firstly, the 75-year old technology usedby Browning is radically different from microelectronics, and passing from one to the other entailedsome difficulties and changes in the thinking processes. Secondly, the work plan estimate for thedesign phase was too short to enable the making of the microsystem. Finally, the various holidaysperiods of those involved also created some delay.

The knowledge transfer process was able thanks to different complete training and the strongcollaboration between Browning and ARAMIS. The learning was consolidated by different coursesorganised by ARAMIS for Browning (hands-on training when there were misunderstandings,correction of the deliverables written by Browning, visits to work with Browning on the same task,etc).

The risk analysis:As described in details in the proposed workplan, prototyping using PCB with discrete components(accelerometer chip, FPGA device) was realised in order to develop and validate most of thefunctionalities that will have to be integrated in the final ASIC.

Planned person days

Actual person days

Planned costs

Actual costs

Planned person days

Actual person days

Planned costs

Actual costs

Planned days

Actual days

Planned costs

Actual costs

1 – Specification 30 65 6 840 14 820 2 – Training 20 20 4 560 4 560 20 20 4 160 4 160 3 – Design 150 135 32 796 30 780 110 110 22 700 22 700 4 – Manufacturing 60 90 12 500 12 169 5 – Test 45 20 9 324 3 858 15 15 3 120 3 120

Total 245 240 53 520 54 018 145 145 29 980 29 980 60 90 12 500 12 169

F.U. Browning

Tasks

Subcontractor ARAMIS Supplier


Summary : Actual work versus work planned


10. Subcontractor information

Reasons motivating the choice

The choice of the subcontractor was an easy one to make because of the high degree of competence ofits staff and the availability of recent programmes and equipment. The geographical factor was alsoimportant. The fact that the subcontractor was located nearby enabled the engineer of Browning toestablish privileged co-operation with the engineers of ARAMIS. It also enabled a great flexibility asfar as training schedules were concerned. No contract between the FU and the subcontractor wasmade in term of IPR and responsabilities.

Description of the subcontractor

ARAMISRue de l’Alchimiste, 10B-7000 Mons

Phone: +32 65 37 42 26Fax: +32 65 37 42 36E-mail: [email protected]: http://www.muelec.fpms.ac.be

ARAMIS has a team of 20 persons with 7 engineers in microelectronics.

ARAMIS activities· Design of microsystems, ASIC, FPGA, etc· Signal processing (imaging and physiological signals)· Foundry in Louvain-La-Neuve

Services provided to companies· Training· Research & Development· Services- Consulting- Assistance to companies

Specific services provided to Browning· Various microelectronics trainings· Support in the design tasks· Support in tests tasks

Browning -ARAMIS partnership

ARAMIS invoices the company on an hourly basis, according to the time spent by engineers intraining and assistance tasks. The material assistance supplied by ARAMIS (availability ofprogrammes licences, etc.) enabled the product to be developed with minimal investment in hardwarethat will only be used sporadically.

More than one subcontractor? mm Yes << No


PART II

11. BarriersThose are the difficulties that have been encountered by Browning in its process of replacing afamiliar 1923 mastered technology by another technology that is both new and completely unknown tothe company. They can be summarised as follows:

a) The company staff, which has specific experience in mechanics, fears possible job losses tothe benefit of electronic engineers.

b) The product use conditions are very demanding (impulse acceleration up to8000 m/s2.).

c) The reliability is crucial for the safety of the user - the fault modes of the electronic components should put the user at risk.

d) Given the high mastery of their know-how, the price of electronics is slightly higherthan the price of the same, currently mechanical function (36 EUR in production

cost).e) The jump between their technology, which dates back to the beginning of the century,

and one which belongs to the year 2000, is an important one.f) Browning heavily depended upon its subcontractors, they found it hard to check what they say

and do, because of their lack of knowledge.g) The need was difficult to define at first, since the knowledge of the technologies involved was

very basic.h) Browning did not master development times.

12. Steps taken to overcome barriers

12.1. Solutions to overcome the barriers were the following

a) The gun has still mechanical parts and mechanical engineers will always be required. Thanksto this project, the engineers involved could benefit from an experience in microelectronicswhich made them skilled specification-makers in this field.

b) Additional tests will be carried out in order to check the shock resistance of the microsystem.c) It is possible to include an additional security mechanism which checks constantly the

operation of the electronic command circuit, and to prevent the electronic system fromfunctioning incorrectly.

d) A relevant choice of components coupled with mass production makes the price acceptablegiven the new functions integrated in the weapon.

e) The FUSE programme enabled this successful technological jump by providing advice andassistance through an microelectronics expert.

f) Gradually, the partners have discovered the benefits of microelectronics, and their objectionsdecreased as the project progressed.

g) Browning realised its real needs and the means to meet them while carrying out the project.Specifications were drafted in several phases, making the project complete and up toBrowning’s expectancies. This is one of the major contributions of FUSE.

h) The work plan was reshaped several times during the project. The main phases that wereextended were:

- specifications- analogue design

Finally, knowledge transfer was one of the primary aims: if undertaken correctly, it would guaranteethe success of this application experiment. The knowledge transfer took place between ARAMIS and


Browning. ARAMIS provided the necessary training, including microelectronic design techniquesand programming courses, as well as assistance throughout the experiment with the new technology.ARAMIS also assisted Browning during the product testing by supplying technical support. A largeemphasis was placed on the programming training, as this will ultimately create more opportunities forreplication and updating in the future.

12.2. Steps taken to overcome the barriers during the AE

Management barriersAt the beginning of the AE, communication problems arose between the R&D and marketingdepartments. The solution found was to organise regular meetings throughout the project.Communication has indeed a major role to play in technology transfer projects, since those projectsinvolve new and unfamiliar factors.Throughout the project, Browning contacted new suppliers (components, software, etc.). Some ofthem did not meet delivery deadlines and delayed the whole project. It is therefore essential to includea safety margin when assessing the duration of the project, in order to account for unforeseencircumstances, as well as potential bugs in software used in microsystem design.At organisation level, many companies were involved. Therefore, it is important to establish anaccurate planning at the beginning of the project (holidays…) and to define clearly the role ofeveryone involved.

Technological barriersIn their work plan, Browning and the subcontractor did not fail to include a training phase, entailing ageneral training, a VHDL training and a microsystems training. This enabled the company to start onsound foundations. Those tasks were scheduled at the beginning of the project, so that the companycould familiarise itself with the new technology. The company is then able to commit to a technologytransfer process in a productive manner. Later on, it can benefit from an internal training within thecompany during the whole project and produce new technology investigations, which constitutes anedge compared to its direct competitors.

Financial barriersThe 100% marginal cost funding provided by the FUSE programme was a significant factor inencouraging the company to proceed with the development of a new, technically complex productwith minimal risk. However it was not the only factor, as the programme was also seen as a vital toolin the development of staff technical and project management skills plus company manufacturingcapabilities. It also gave the company ready-made access to 3rd party advice and assistance indeveloping the product specification and design. Consequently there can be little doubt that thecompany’s participation in the programme would still have taken place had the level of financialsupport been significantly less than the 100% support provided. The financial support enabled thecompany to accelerate the development time and hence bring forward the time to market.


13. Knowledge and experience acquired

Browning strategy was very clear : introduce electronics on all present and future products. In order todo this, Browning needed to be able to:

- master development and design- acquire knowledge of the manufacturing processes (and their constraints)- indicate correctly the needs to its subcontractors- know all the potentials of the technology in order to design new applications on its own3, and

master the global management of projects that are new to the company.

The knowledge acquired by Browning during the AE is clear:

a) Development & Design skills (VHDL, prototype FPGA)b) Manufacturing process (ASIC et sensor)c) Specification methodologyd) Management

a) Development and design

Browning participated actively in three important aspects of the design: development of system,microsensor and system-sensor interface. It became familiar with:

- functional description in VHDL- fast prototyping on FPGA- testability- VHDL synthesis- placement and routing- layout simulation- development of tests vectors- final check of the layout

b) Manufacturing process

Browning wished to integrate the whole dimension of the problem, through its practical involvementin the manufacturing process. The skills acquired enabled the company to be fully aware of themanufacturing contingencies (delay, process problems, testing), so that it can integrate them whendrafting the specification, the feasibility study and the project agenda.

c) Technical specification

The Browning electronics team had to define precise specification to the subcontractors and had tocheck that the proposals made were acceptable for them. This methodology is not usual for non-microelectronics companies.

d) Management

Browning’s culture was strongly orientated towards the mechanical tradition of the company. Theproject management methodology only takes into account the constraints imposed by design,development, industrialisation and marketing of weaponry products that were exclusively mechanical.

3 Browning is the only one to know its market.


For the introduction of electronics, it was therefore crucial that the company assimilated andexperienced the technical management of a microelectronic project.

It is clear that at the end of the project, the knowledge transfer between Browning and ARAMIS iswell-made. Browning is able to choice judiciously its partners and to participate in future projects inits entirety. It is now able to better specify its product and has a very good experience inmicroelectronics. It is aware that it should collaborate with different subcontractors, anticipatingcertain communication difficulties due to different technical domains. The gap between the FU andmicroelectronics subcontractors is now significantly reduced. On the other hand the FU wanted tofully control all the steps of the development and the production. For this purpose the FU showed astrong will to acquire the new microelectronic technology.

Summary of knowledge transfer

Level of the BROWNING teamSkills

Beginningof the project

End of theproject

Transfer methods

VHDL description and synthesis basic level expertise training coursepractical achievement

FPGA prototyping basic level Expertise training coursepractical achievement

Testability (test vectors) none expertise practical achievementPlacement Routing none expertise practical achievementManufacturing process rudimentary understanding concrete implicationMicrosensors none expertise training course

practical achievementManagement of projects none expertise practical achievement

14. Lessons learned

Browning has furthermore learned:

- how to plan a complete microelectronic project- that the design of a microsystem is facilitated by component libraries, the parameters of

which can be defined according to the application,- that the main difficulty of a microsystem project does not lie in the design but in adapting

the interface- that it is possible to only call upon a limited number of external resources (manufacturing,

release, hybridising and packaging of the microsystem taken care of by the samesubcontractor). This type of process seems to have great advantages (minimum costs andtimes, limited transportation…).

By realising several tasks of the workplan, Browning became aware that it has a much betterknowledge on its needs of subcontracting. It can now negotiate itself with subcontractors and show itsrequirements.

The intervention of Browning during negotiations with subcontractors during the specification phaseenriched this one by adding new technologies ideas. Indeed Browning wanted the weapon field betterthan subcontractors and brought some details that subcontractors did not know.


PART III

15. Resulting product or process, its industrialisation and internalreplication

The current status is that the development is finished, there is a prototype working but the new producthas not been designed for production. The prototype was integrated in the gun with all the externaldevices:- photodiode- identification of the firer using a in house utltrasonic communication- finger sensor on the trigger- black box backed-up memory chip- actuator of the fire command- configuration switches deicated to select the working mode (firing in dark environment enabled or

not, civilian or police application,.)About four runs of test firing were conducted in the Zuitendaal firing area in order tovalidate the different firing modes and ensure thats the fires were recorded in theblack-box and that no dammage occured to the hybrid. Consumption was measured for each of theseintensive utilisation of the prototype gun.

It is important to say that Browning is aware that it has had a marketing step. It has obtained aprototype working and it wants now to convince the marketing department to continue in the directionof new secured guns market. The sale objectives are not for now, not before 2003. Browning wants tocontinue to develop new microelectronics features in Europe to become market leader and to remainindependent of American's thumb.

Industrialisation will take 18 to 24 months but is not the prior objective for Browning. Accreditationis needed.

It was planned that ARAMIS would remain a subcontractor and that Browning would have access totheir skills and material infrastructure for upcoming replications. Since the contacts betweenBrowning, CMP and AMS were positive, the partnership will be maintained.

The most probable procuction technology will be a mixed ASIC integrating themicroaccelerometer by bulk micromachining of the silicon die. AMS wil be kept as productionfoundry and a spin-off company of ARAMIS, C2ME, will be probably choosen as design house.The hybrid technology will be avoided for the final prodcut implementation.

The design and fabrication of industrial prototype is a necessary phase to perform and validate all theactual manufacturing process. That probably could take 12 months after the development phase will beachieved. A first budget evaluation allows to say it will cost about 20 000 euros.

The industrial prototype qualification is obvious for a ISO 9000 qualified company to follow thecomplete qualification process.

The industrialisation phases including the production tests are scheduled as follow:

• Redesign all the devices with taking account of the manufacture contingencies• Perform the operator modes• Prepare the manufacturing tests (that means all the tests which have to be performed

during the process)


The replication can be applied to several company products. The features of the microsystemdeveloped for the B125 could be useful for other products. For example, when one knows that mostlaw enforcement officers are killed by their own weapon, there is a bright future ahead for a featureenabling only the legitimate owner of the gun to fire it. Moreover, Browning will have overcome thepsychological barrier facing the introduction of a new technology in their product. This will enable thecompany to consider the future with greater serenity - whenever the mechanical solution is unable todo the job, microelectronics solve the problem. It is therefore a major asset for the R&D department ofBrowning.

The industrialisation cost, including personnel costs, is estimated at 500,000 euros.


16. Economic impact and improvement in competitive position

The expected sales without the AE innovation are 120,000 units with a cost of 700 Euros. Theexpected sales with the AE innovation are 190,000 units with a cost of 750 Euros.

Browning had noticed that the introduction of new features in its products consolidated its position.Moreover, some of the defects deter a part of customers who otherwise recognise the indisputablequality of the B125.

It is estimated that 5% of the customers buy competitors' guns because they think the B125 is too slow(this gun has the reputation of being an “elephant”).

Over 1,000,000 B125 shotguns have been sold world wide. Browning estimates that over 20% of theseguns will be spontaneously replaced by new ones in 10 years time.The users who are pleased with their guns, sometimes passed on from generation to generation, andwant a new gun with technical specifications that increase its performance.

As far as control legislation is concerned, assessments are difficult to make because Browning doesn'tknow precisely the direction national regulations are going to take.However, it is clear that the market imposes sophisticated systems, manufacturers will have to adapt ordisappear.The economic impact is rather a strategic position against their competitors than a sales increase.Nevertheless, given the recognised longevity of the products, cautious customers will certainly tend toget ahead of legislation and buy advanced weapons that they will not have to upgrade later on in orderto comply with regulations.Since sport shooting is mainly practised by “good family men”, this type of argument will probablyinfluence sales notably (about 20% in the long run according to marketing). The following chart showsthe evolution to be foreseen in terms of increase.

Clearly, this experience will establish landmarks that will enable Browning to introduce electronics inits whole product range, especially in the law enforcement market (for example, targeting-assistancesystems in order to make law enforcement interventions safer, both for the shooter and for thosesurrounding the target).Furthermore, the market also demands a security system that could recognise the official owner of thegun, like the one Browning was about to develop for the B125 (60% of police officers killed or injuredby a firearm are hit by their own gun that has been stolen from them).The law enforcement market will therefore be affected by the introduction of electronics in the veryshort term.As far as the hunting market was concerned (strongly receding compared to sport shooting), once thepsychological barriers were overcome, Browning also hopes for an important penetration ofelectronics.

On the whole, this should entail an increase in market shares, that is rather difficult to assess preciselyat the present time.

Browning is able to show the sales curves of the shotguns over the next five years (see figure 12).After 10 years, estimated sales of shotguns will reach 950,000 with more than half of this sales figuremade possible by the introduction of electronics (550,000). It is therefore correct to state thatelectronics will enable Browning to double the sales in 10 years.


0

10

20

30

40

50

60

70

80

2001 2002 2003 2004 2005

legislation

market positioning

replacements

Fig. 12 : Cumulated sales next 5 years with the introduction of electronics (units in thousands)

ROI calculation

y e a r 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 T O T A Lc u m u l a t e d s a l e s 1 0 1 0 2 0 1 0 2 0 7 0

i n v e s t m e n t 9 6R O I 3 6 4 5 , 8 3 %

Fig. 13 : ROI calculation (units in thousands)

ROI based on the FUSE funding : [(70,000*50)/96,000]*100 = 3645,83 %ROI based on the industrialisation costs : [(70,000*50)/946,000]*100 = 369,98 %

The ROI is 369,98 % if industrialisation costs and additional costs are included.

Profitability improvement due to AE innovation

The added value for the customer is not so clear: functionalities are improved (safety, activation time)but the price is higher.

Economic data

The payback period is calculated as follow:

Invest: 96,000 euros (EC)200,000 euros (added development by Browning)500,000 euros (industrialisation)150,000 euros (commercialisation)


TOTAL: 946,000 euros

Average net profit per product : 50 euros

Browning estimates that it will have sold 18,920 units in +/- 22 months.

17. Summary of best practice and target audience

Looking at the "lessons learned" part, Browning can be an interesting demonstrator for othercompanies inexperimented in microelectronics because its knowledge in this technology at the start ofthe AE was poor. During 16 months, Browning has learned a lot of things about subcontractors,different phases of the project, management, etc. The whole of this information is contained in theDemonstrator Document and several reports has been written for other companies wanting to realisethe same kind of project. Moreover, the field of this project is not yet available in the FUSE portfolio.

Browning is an example for its sector as well as for all the other companies that are interested in thistechnology. The FUSE programme is therefore used as a springboard for the introduction of newtechnologies in companies that cannot benefit from financial support. Browning has indeed manycontacts with other companies and the introduction of the new technology had wide-scalerepercussions. This is why Browning seems well suited to be an excellent demonstrator. Throughdissemination, a lot of company managers could, because of the success of this project, imitateBrowning by introducing a new technology in their own enterprise. Those companies will benefit fromthe information supplied by Browning. Their reluctance towards the introduction of a new technologyin their products will be greatly diminished.

All companies involved in metal manufacturing with a long tradition in the field can be interested bythe project carried out by Browning.

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