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Technology Roadmapping Creating Value by Focusing and Aligning our Product and Technology Developmen

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Title: Technology Roadmapping Creating Value by Focusing and Aligning our Product and Technology Developmen


1
Commercial Airplanes
Integrated Roadmapping Creating Value by
Focusing and Aligning Products, Services and
Technology Development with Market Requirements
and needs.
2
Fundamental Improvement Planning
Vision / Desired Future State of Doing or
Being
Strategic Plans
Closing the Gap between Desired and Current
Realities
Tactical Plans
Current State of Doing or Being
3
The OMAC Journey
2027
? Global Standards ?
2007
Manufacturing Infrastructure
Machine Tool
199X
Packaging Machinery
1994
4
This is a Roadmap
B. Tacoma, Wa
A Woodland, Wa
5
And This is also a Roadmap
2007
2009
2011
2013
2015
2017
2019
2021
2023
2025
2027
2029
2031
2033
Market
Airlines Shift to new Business Models
15-20 Decrease in AROC
Improved Asset Utilization
Sensitivity to Fuel s
Market Opportunities, Internal External
Drivers/Influences w/ Competitive Response
Global/Airline Econ Environ.
10 reduction in Design / Build / Cert. s
5 reduction in Design / Build / Cert. s
2 Yr Program Development
10 month Customer Build
Boeing Biz Environ.
Airbus MOM
A320 Replacement
A380F
A380
Competition
Products Services
Response to Market Opportunities
B7X7
B7Y7
B7Z7
Product EIS
Needs Requirements
5 Aero Improvement
10 Aero Improvement
30 Reduction in Wt
15 Reduction in Wt
Needs Requirements to successfully launch
Product into Market
Airframe
Health Mgmt System
Enhanced Durability
50 Part Reduction
50 Recyclable Airplane
10 Part Reduction
Design / Build
Technology
Continuous Flow Fab.
Adaptive Flight Controls
Universal quick composite repair
Riblets
MS Fiber
Technology Development Activities to achieve
Product Capabilities
Wing
Common Repair Materials
Fluidic Wall Paper
Universal quick composite repair
Integrated Perform Panels
SHM Sensor Development
Fuselage
6
Integrated Roadmapping Concept
Ensures alignment of Technology Product
Development Plans with Market Opportunities
Influences
Product Service Roadmap
Know What
Drivers / Thrusts
  • Potential Product Services Offerings Both Pull
    Push
  • Strategic Capability Needs

Options
Technology Process Roadmap
Know How
Needs / Requirements
  • Progressive, Alternative Disruptive Solutions /
    Processes
  • Intra Inter -Structure
  • Partnerships
  • Suppliers, VCs, Etc.

Time
7
Market Roadmap Definition
A Market Roadmap includes Drivers and Influences
that affect a companys / organizations
strategies and product opportunities. It
identifies External and Internal Drivers
Influences such as Global Trends, Business
Environment / Strategies, Competition,
Customers Visions, and Government / Regulatory
Issues / Concerns. It can include items not
directly related to a companies products /
services. Examples of Information found on a
Market Roadmap World Population to exceed 9
Billion in 2030 Eclipse 500 will Enter Into
Service in 2006 CAEP 9 Noise Implemented Stage
3 -16dB in 2016 World Population is becoming
more affluent, dramatic increase in leisure
travel in all transportation sectors
(2010) Decrease of oil availability in
2045 China becomes primary consumer of raw
materials in world 2005 Airline customers demand
improved fuel efficiency (2009)
8
Product Service Roadmap Definitions (Part 1)
1. Identify the current and future Product /
Service Opportunities that address the
Market Drivers and Influences. 2. To determine
the Products Services, ask the question What
Product or Service does (OMAC) provide? 2a.
Products (EIS) are what the company /
organization provides to the Customer. It is
normally a physical item or object but can be a
process. A new crimping tool, 737-800,
Project Planning Tool (process), etc. 2b.
Services (CSS) are what the company /
organization physically provides to the
Customer. This can be analysis of materials
(no report), shop support, maintenance (does
not include parts or spares), Program Mgmt
skills, etc. Examples of Information found on
a Product Service Roadmap 1. Triple Deck 2
engine turbo prop to Enter Into Service in
2025 2. Provide Platinum Service to all
Commercial Airliners, no consideration to model,
(does not include parts) by 2020. 3. Provide
Engineering Service to Suppliers to design DFMA
Nano-parts. (2018) 4. Primer less paint for use
on all metal and composite airplanes (2010)
9
Product Service Roadmap Definitions (Part 2)
1. Identify / determine the Needs Requirements
which must be addressed to enable the
implementation of Product / Service Opportunities
onto a company or organization Market
Roadmap. These are neither solutions nor
specific technologies! 2. What
functionality, capability or improvement needs to
be provided to enable the Product or Service
to be successful in the Market? Examples of
Information found on a Product Service
Roadmap Reduce flow time by 35 by
2020 Double mfg floor space to meet demands of
increased production in 2013 Reduce weight by
40, required in 2018 Reduce drag by 2 counts
with no change in loft Require a low cost
ambient temperature resin for composite AOG
repairs
10
Technology Process Roadmap Definition
The Technology Roadmap provides potential
solutions to address Needs and Requirements in
the Product and Service RM. Potential solutions
are not limited to equipment, materials, and
processes. They can include knowledge
(training), mergers, acquisitions, partnerships,
Co-Development, etc. that will address the Needs
and Requirements of the Product Opportunity noted
on the Product Service Roadmap. The roadmap
includes Pull technologies but also Push
Technologies. Examples of Information found on a
Technology Process Roadmap Develop and
Implement new design techniques that reduce part
count (2010) Create alternative materials that
require no mechanical bonding (2015) Develop
smart materials that detect / repair minor damage
(2013) Develop a Nano Pill that when placed in
a vat of liquid material will morph into the
desired fuselage or wing selected (2040) Provide
RFID capabilities that will make travel to PAXs
seamless effortless (2015) Send Technologists
to school to obtain latest in design and build
techniques (2010)
11
Application Example
  • These data points are prime Strategic
    importance to the owning Organization of the
    roadmaps. These are the data points that need
    to be watched / monitored.
  • Examples
  • Market Roadmap
  • EU announces Aviation Industry (includes Airframe
    Mfgs) must obtain Zero carbon emissions by
    2025.
  • Customers demand lighter materials due to higher
    fuel costs to reduce operating costs
  • Product Services (Products) Roadmap
  • 100 recyclable CFRP
  • Isotropic Composites
  • Product Service (Service) Roadmap
  • Rapid Simulation Support
  • Accident Investigation Support
  • Product Service (Needs Requirements) Roadmap
  • Requirement for single source data
  • Need for unified standards

12
Integrated Roadmapping Objectives
Visionary Thinking
Grasping Uncertainties
Produce a living, long-term integrated plan for
Products Technology Development and
Organizational Personnel Growth
Dynamic Alignment
13
When Does Technology Investing Occur?
0
90
LEGEND
Investment ()
Current Distribution
60
Future Distribution
30
10
10
lt1
0
0-3 Years
4-7 Years
8-10 Years
Time to Maturity
Roadmapping assists in creating a balanced
Technology Investment over time
14
What is Integrated Roadmapping?
  • Bob Galvin, past Chairman of the Board, Motorola
  • a process to put in motion today what is
    necessary in order to have the right technology,
    processes, components, and experience in place to
    meet the future needs for products and services
  • Stephen Covey,
  • The 7 Habits of Highly Effective People

15
Integrated Roadmapping Process
- Share, Use Maintain Roadmaps
- Pre-Workshop Activities
- Roadmapping Workshop
  • Validate / Verify the Roadmaps

- Transcribe the Workshop Data
Goal To create a set of Integrated Roadmaps that
will enable the Organization to support
our customers and develop our people
16
Pre-Workshop Activities
  • Present to Sr. Managers Staff (full overview of
    Roadmapping)
  • Statement Generation (These are very Important!)
  • Vision
  • Goals Objectives
  • Scope Boundaries
  • Action Plan
  • Participant Selection
  • 1st by Org. / Company then by Individual
  • Diversity is your Friend
  • Large Secured Room (or two smaller ones)
  • Plan on 1.5 to 2 days, wall space is very
    important
  • Request presentations by groups attending (not
    per individual)
  • Contact Attendees prior to workshop to explain
    why they were selected and to discuss their role
  • Sponsor controls who attends the workshop

17
OMAC Roadmapping
18
OMAC Users Group - Objectives
  • The OMAC Users Group was formed in 1994 as an
    organization for companies to work together and
  • Collectively derive common solutions for both
    technical and non-technical issues in the
    development, implementation, and
    commercialization of open, modular architecture
    control (OMAC) technologies. 
  • Promote OMAC development among control technology
    providers and OMAC adoption among end users,
    OEMs, and system integrators. 
  • Act as a repository for OMAC requirements and
    operating experience from users, software
    developers, hardware builders and OEMs in
    manufacturing applications. 
  • Facilitate the accelerated development and
    convergence of industry- and government-developed
    technology guidelines to one set that satisfies
    common use requirements. 
  • Collaborate with users groups around the world in
    pursuit of common international technology
    guidelines.

19
  • Process content (product) / Discrete -
    packaging

20
OMAC Users Group in 2007
  • We currently operate three Working Groups
    Packaging Machinery, Manufacturing
    Infrastructure, and Machine Tool. These groups
    lead the way in producing consensus guidelines to
    improve flexibility, improve capability, and
    reduce system integration costs. We also seek to
    improve the automation industrys capabilities by
    defining the educational and training needs of
    our community.OMAC has about 500 member
    representatives from end-user companies, OEM's,
    and technology providers and integrator
    companies. These members include companies with
    vested interest in developing and implementing
    open control technologies for manufacturing
    applications.

21
2007 OMAC Forum
  • OMAC welcomes you to attend its first Annual
    Technical Symposium. The theme of this symposium
    is "Bridging the Gap Between the Discrete
    Process Industries," and will focus on improving
    integration by leveraging best practices and
    lessons learned.Purpose
  • The theme of the symposium will be centered on
    integration between the process and discrete
    industries, using standards like those for CAM
    and CNC control, inspection, CAD definition, data
    packaging, process planning, and automotive.
  • This two day event is intended to bring together
    and integrate the OMAC Working Groups (machine
    tools, packaging, MS MUG, etc.) into a single
    cohesive body that will work towards a common
    objective enhancing the collaboration between
    process and discrete industries.
  • The goals of the event include developing a
    collaboration and integration roadmap, creating a
    forum, enabling better collaboration between the
    process and discrete industries via the OMAC
    Working Groups, and serving as an effective
    networking opportunity for attendees. Another
    outcome of the symposium is the identification
    and organization of a planning committee for the
    2008 OMAC Technical Conference.

22
Packaging Working Group
  • The objective of the Packaging Working Group is
    to maximize the business value of packaging
    machinery by improving automation guidelines.
    This will lead to improved flexibility, improved
    capability, and reduced system integration
    costs.
  • We seek to maximize end-user and OEM machine
    automation choices, and increase flexibility,
    facilitate a smaller footprint machine, achieve
    faster throughput, and reduce costs through
    greater industry openness and interoperability.
    This will allow end users to connect-and-pack
    different technology solutions to meet their
    business needs.
  • To attain this goal, we work with automation
    suppliers, OEMs, and trade groups worldwide to
    encourage their supporting of the
    connect-and-pack guidelines throughout their
    products and practices, creating a mutually
    beneficial environment for the guidelines.
  • We also seek to further expand and develop the
    connect-and-pack guidelines to provide easier
    integration horizontally (process to packaging)
    and vertically (packaging to ERP
    systems).Guidelines for Packaging Automation
    Version 3.1 - This document is a compilation of
    the guidelines for the OMAC Packaging Workgroup
    and is periodically updated as the subgroups
    develop and enhance these guidelines.  This
    version is updated with the PackAL guidelines
    developed by the PackSoft sub-group.

23
VMGO Packaging (cont)
  • There are five Packaging sub-groups
  • PackSoft - developing guidelines for machinery
    programming languages to ease learning, support
    transportability of software across platforms,
    and allow continuing innovation
  • PackConnect - defining the control architecture
    platforms and connectivity requirements for
    packaging automation systems
  • PackAdvantage - Identify and communicate to the
    packaging industry the Benefits/Results of using
    connect pack guidelines for packaging
    automation systems
  • PackML  naming convention guidelines for
    communications between production machinery
    within the packaging industry.
  • PackLearn - promotes awareness of Group
    initiatives by defining, and developing programs
    to meet, the educational and training needs of
    the industry
  • PackAL V1.3 Proposal - This document is the
    updated PackAL document that has been updated by
    the PackSoft subgroup. The major changes to this
    document are to reflect the PackML Version 3
    changes. This proposed update will be voted on at
    the OPW Executive Committee at their meeting
    scheduled for May 14th. Please provide any
    comments on this document to Gerd Hoppe
    (g.hoppe_at_beckhoff.com) who led the team that has
    updated this document.
  • PackML Version 3.0 Approved - This is the latest
    version of PackML that was approved at the OMAC
    Packaging Workgroup Executive Committee Meeting
    on October 31st at PackExpo.
  • PackTags V3.0 Approved - This is the latest
    version of PackTags that was approved by the OPW
    Executive Committee on January 8th.

24
Manufacturing Infrastructure Working Group
  • The mission of the Manufacturing Infrastructure
    Working Group (MIWG) is to maximize the business
    benefits of manufacturing systems by developing
    common guidelines and solutions for architecture
    and software usage issues when implementing and
    integrating manufacturing systems and ensuring
    architecture consistency.
  • We aim to become the leading advocacy group for
    resolving manufacturing system implementation and
    integration issues and defining common
    manufacturing architecture and software usage
    guidelines, resulting in business benefits to end
    users, technology suppliers, and machine
    builders.
  • Currently, there are two subgroups under this
    working group
  • OMAC Architecture Group
  • Microsoft Manufacturing Users Group

25
Manufacturing Infrastructure Working Group
  • OMAC Architecture Group
  • Our mission is to define the concept of Open
    Modular Architecture Controls (OMAC) and
    associated high-level control system
    architectures for discrete, hybrid, and
    continuous manufacturing systems. The goal of the
    OMAC architecture is to reduce the total life
    cycle cost associated with manufacturing control
    systems by leveraging systems built on open and
    de facto standards and commercial off-the-shelf
    hardware and software components.
  • To this end, we will promote the open systems
    available in manufacturing control systems and
    plant floor systems that support manufacturing
    operations and identify areas where open system
    standards are lacking in manufacturing control
    systems and address them.
  • Microsoft Manufacturing User Group (MS MUG)
  • The Microsoft Manufacturing User Group was formed
    in 1999 to address issues that arise when
    applying Microsoft technology in manufacturing.
    Our mission is to define and resolve these
    issues, such as version management, system
    integration, maintenance, and supplier
    responsibility.
  • To achieve this goal, we seek to develop a set of
    best practices that will aid in the use of
    Microsoft operating systems in manufacturing
    environment provide input to Microsoft on the
    special needs of this environment encourage and
    influence software suppliers to support these
    best practices and provide user input to the OPC
    Foundation on changes and improvements to OPC.
  • There are three teams under this sub-group
  • MUGSecure focused on increasing Windows
    operating system reliability and security by
    developing Best Practices for configuring Windows
    in a control system environment.
  • MUGPatch concentrates on best practices for
    upgrade validation with OS patches
  • MUGOPC concentrates on the expanding need to
    update user issues into OPC standards

26
Machine Tool Working Group
  • The Machine Tool Working Group is charged with
    maximizing the business value of discrete part
    machinery by providing automation guidelines,
    developing best practices, and assisting in
    international standards development.
  • Our primary objective is to create an environment
    that maximizes the machine automation choices of
    end-users and OEMs, and increases their
    flexibility through greater openness and
    interoperability. To ensure that this goal
    becomes a win-win situation, we work with CNC
    controller vendors, CAD/CAM suppliers, and CNC
    OEMs to encourage their support of OMAC-endorsed
    open-architecture specifications and other best
    practices through their products and practices.
  • There are two sub-groups under this working
    group
  • STEP-NC working to understand and assess ISO
    10303 in the context of OMAC
  • HMI-API - defining a common HMI API for all CNC
    devices

27
Creating the Future
  • Roadmapping (Strategic) a process to meet
    future marketplace needs (and requirements) by
    strategic visioning, connecting, and linking of
    technologies, products and services to those
    needs.
  • Integrated planning activity (Tactical) an
    exercise which helps to create tactical plans for
    accomplishing near-term goals and objectives.

28
Workshop Activities
  • Presentations by all groups (used to level set
    attendees)
  • Overview of Roadmapping
  • Create Market Roadmap
  • What drives / influences what we do (internally /
    externally)
  • Understand the Environment
  • Create Product Services Roadmap
  • Know what we need to provide our internal and
    external customers
  • Are we providing what our customers need in a
    timely manner
  • Create Needs Requirements Roadmap
  • Identify unique demands that must be addressed to
    support our products and services we are offering
  • Is the organization / people growing as our
    customers and technology changes
  • Create Technology and Process Roadmap
  • This is NOT limited to only technology, processes
    or materials!
  • Has organizational and people growth been
    addressed
  • Determine potential ways to resolve the unique
    demands
  • Solutions are not limited to any specific company
    or organization
  • Wrap it all up!

29
Integrated planning activity
  • Each working group will as a team (3) for the
    following brainstorming activity.
  • Working group chair will review the charter
    (vision, mission, goals, objectives)
  • Each working group will brainstorm topics /
    actions that need to be addressed to meet the
    objectives.
  • Each working group will affinitize and prioritize
    their list (multi-vote).
  • Each working group will present their top 7 and
    critical 3 items to the OMAC body.
  • OMAC body will integrate the master list
    (union/intersection or multi-vote).
  • Action item lists will be generated by presenting
    working group.

30
In The Beginning A Blank Sheet of Paper
31
Predefined Roadmapping Categories
(U) P
(T) P
(X) P
(W) P
(V) P
32
Tags used in the Process
33
Typical Roadmapping Report
34
Post-Workshop Activities
  • Transcribe the data into Access db (1-2 weeks)
  • Load db into TPART
  • Form Validation / Verification Team and train
    them
  • Each set of Roadmaps, (i.e. Sr. Mgr) will have a
    Validation / Verification Team
  • Scrub workshop data (may take several passes)
  • Provide results to Workshop Attendees and make
    available to appropriate people (Internally and
    Externally to MPT)
  • Initiate plan on how the Roadmaps will be used
    within the organization(s)

35
Benefits ofIntegrated Roadmapping
  • Mitigates technology development showstoppers
    by identifying technology enablers early
  • Reduces program cost and increases payback of
    RD by influencing design in the product
    studies phase
  • Focuses technology development to reduce
    recurring costs in on-going operations (factory)
  • Aligns product needs with technology development
  • Enables collaboration, i.e. Working Together

Ties business strategies to product needs and to
RD for efficient use of resources to satisfy
our customers and influence the direction of
industry
36
Top Challenges toImplementing Roadmapping
  • Organizational or Cultural Resistance
  • Perceived resource limitations
  • Consensus on Roadmapping definition and
    architecture
  • Exposure of gaps
  • Maintaining a living set of data
  • Roadmapping Software System
  • Strategic vs. Operational viewpoints

Long-range Visionary Thinking is everyones
responsibility!
37
Lessons Learned
  • The process works, if followed
  • Pre-planning activities are the workshops
    foundation, they need to be done completely
  • Workshop
  • Participants need to fill out tags completely
  • Flexibility is your friend
  • Ability to think outside the Box is essential
  • Post-workshop
  • Have a plan on how the Roadmaps will be used
    (part of Pre-planning activities)
  • Keep the roadmaps available and visible
  • Roadmaps are only as good as the information
    provided
  • This is a process that is evolving

38
Review What is Integrated Roadmapping?
Market Roadmap (What the World Wants)
Push
Product Services Roadmap (Products to meet what
the World Wants)
Part 1 (The Product / Services offered to meet
Market Demands)
Part 2 (Requirements to successfully launch
Product / Services into Market )
Pull
Technology Processes Roadmap (Pull Solutions
Push Emerging Technologies that address Product /
Services Needs)
39
Notional Example of an Integrated Roadmap
  • Category
  • Safety Security
  • Competition
  • Performance Economics
  • Crew Environment
  • Passenger Environment
  • Community Noise
  • Emissions

SFAR 88 Fuel Tank Flam.
Future
SFAR 92 Airplane Security
Competitors Potential Actions
Example Customers Operating Cost Reduction
FAA/OSHA 85 dB Ruling
OSHA Bulk Cargo Handling Restriction
Cabin Altitude/ Humidity
95 M 75 F Seat Width Accom (17)
TBD M TBD F Seat Width Accom (TBD)
Minimum Seat Pitch
CAEP 7 Refine New Noise Eval Methods
EU Noise Dir Stage 3 -5dB
EU Noise Dir Stage 3 -7dB
CAEP 5 Noise Imp Stage 3 -10dB
CAEP 4 CAEP 2 -16 NOx
CAEP 8 CAEP 2 -10 CO2
CAEP 6 CAEP 2 -33 NOx CAEP 4 NOx Cutoff
EU Noise Dir Stage 3 -5dB
CAEP Committee on Aviation Environmental
Protection (of ICAO)
Chart from Almojuela, Maki McKee BTEC4 Paper
40
Notional Example of an Integrated
RoadmapDriver/Product/Technology Development
  • Drivers
  • Community Noise

CAEP 7 Refine New Noise Eval Methods
EU Noise Dir Stage 3 -5dB
EU Noise Dir Stage 3 -7dB
CAEP 5 Noise Imp Stage 3 -10dB
  • Product Option
  • Boeing Airplane A
  • Technology
  • Development
  • Quiet Nozzle Technology

Chart from Almojuela, Maki McKee BTEC4 Paper
41
Notional Example of an Integrated
RoadmapDriver/Product/Technology Development
  • Drivers
  • Community Noise

EU Noise Dir Stage 3 -5dB
EU Noise Dir Stage 3 -7dB
CAEP 7 Refine New Noise Eval Methods
CAEP 5 Noise Imp Stage 3 -10dB
Assumes Boeing Airplane A has better noise
characteristics than competitor
  • Product Option
  • Boeing Airplane A

Deliver Airplane A with Revised Engine Nozzle
  • Technology
  • Development
  • Quiet Nozzle Technology

Chart from Almojuela, Maki McKee BTEC4 Paper
42
Typical Roadmap
43
(No Transcript)
44
Back-ups
45

An example of OMAC Roadmap
MARKET DRIVER
Globalization in Manufacturing
Process Discrete Industry Biz Environ.
DESC OF PRODUCT / SERVICE Trucks Engines Commoditi
esChemicalsAircraft
Develop solutions in CAE, CAM, PLC, CNC,PLM /DM
NEED REQUIREMENTS
A Hybrid standard to meet industry needs
Reliability Durability Portability Interoperabilit
y
TECHNOLOGY/ PROCESS
S88, S95, OPC PACK-ML STEP AP203,203E2,AP238,
AP232
Process Std Discrete Std
46
Alignment with Suppliers / Partners
Global Market
Market RM
Market RM
Product Services RM
Market RM
Product Services RM
Technology Processes RM
Product Services RM
Technology Processes RM
Boeing
Customers of Supplier / Partner
Technology Processes RM
Supplier / Partner
47
Priority Level 1 Highly Applicable Definition
  • These data points are of Strategic importance
    to the owning Organization of the roadmaps.
    These are the data points that need to be
    watched / monitored.
  • Examples
  • Market Roadmap
  • EU announces Aviation Industry (includes Airframe
    Mfgs) must obtain Zero carbon emissions by
    2025.
  • Customers demand lighter materials due to higher
    fuel costs to reduce operating costs
  • Product Services (Products) Roadmap
  • 100 recyclable CFRP
  • Level 2 Somewhat Applicable
  • These data points
  • Level 3 Slightly Applicable
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