2nd workshop on innovative engineering for fluid power ... 1_luciana pereira.… · 2nd workshop on...
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Luciana Pereira, PhDAssistant Professor, Center for Engineering, Modeling, and Applied Social Sciences
Federal University of ABC. São Paulo, Brazil
The importance of Marketing &Sales
for Innovation in H&P Industry
2nd Workshop on Innovative Engineering for Fluid Power:
Applications in Aircraft, Vehicles and Energy (Wind, Hydroelectricity and Oil & Gas)
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Innovation in H&P Industry
Why opening a workshop on
Innovative Engineering talking about
Marketing&Sales?
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What is Fluid Power?
Technology of using fluid, either liquid
(hydraulic) or gas (pneumatics), to
transfer power and energy to create
motion
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Fluid Power
ApplicationsAerospace
– Landing gear
– Brakes
– Flight controls
– Motor controls
– Cargo loading
equipment
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Fluid Power Applications
Energy
– Hydraulic wind
turbine
– Lift systems for
offshore oil platform
– Subsea hydraulic
distribution system
– Hydraulic pumping
systems for crude
oil
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Fluid Power Applications
Industrial
– Metalworking
equipment
– Controllers
– Automated
manipulators
– Material handling
– Assembly
equipment
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Fluid Power Applications
Mobile
– Backhoes
– Graders
– Tractors
– Truck brakes
– Suspensions
– Spreaders
– Highway maintenance vehicles
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Making fluid power compact, efficient and effective
• Compact means smaller and lighter for the same function
• Efficient means saving energy
• Effective means clean, quiet, safe and easy-to-use
Major goals
1. Doubling fuel efficiency in current applications
2. Expand fluid power use in transportation
3. Create portable, un-tethered human-scale fluid power
applications
4. Ubiquity - fluid power that can be used anywhere
Source: Prof. Kim Stelson
Director, Center for Compact and Efficient Fluid Power , University of Minnesota
Demands for Innovation in Fluid Power
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Fluid Power Industry Value ChainDesign and
Manufacture of Components
Design and
Assembly
of SystemsGlobal Distribution
and Customer Support
Education and
Training
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Fluid Power Industry Value Chain
OperationsSuppliers Markets
Global sourcing
- Dealing with
foreign suppliers
- Managing
international logistics
- Managing risks
Global manufacturing
- Facility location
- Coordinating networks
of plants
- Coordinating networks
of R&D facilities
- Operations in other
countries
Global distribution
- Local content regulations
- Managing global
distribution
- Managing risk
Global Operations
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Smiling Face Curve (
Higher Added-value and Lower
Replacement
Marketing
BrandInnovation
Design
R&D
R&D/Innovation
Center
Value Creation
Standardisation
Added
Value
Value-added process
Global Logistics
Center
Logistics
AssemblyManufacture
Source: Business Week International online extra, May 16, 2005, Stan Shih
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Challenges for Developing Global New Products
Source: Subramaniam, M., Rosenthal, S. R., & Hatten, K. J. (1998). Global new product development processes:
Preliminary findings and research propositions. Journal of Management Studies, 35(6), 773-796.
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Differences Among Overseas Markets
Lesson 1: Product Requirements
Routines for Global New Product Development:
The Case of Hydraulic Excavators
¨Rugged¨ Styling Delicated and Finesse
Bucket size, reachExplicit Attribute
Consumer Preferences
Tacit Attribute
Source: Subramaniam, M., Rosenthal, S. R., & Hatten, K. J. (1998). Global new product development processes:
Preliminary findings and research propositions. Journal of Management Studies, 35(6), 773-796.
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Routines for Global New Product Development:
The Case of Hydraulic Excavators
Source: Subramaniam, M., Rosenthal, S. R., & Hatten, K. J. (1998). Global new product development processes:
Preliminary findings and research propositions. Journal of Management Studies, 35(6), 773-796.
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Differences Among Overseas Plants
Lesson 2: Manufacturability
Routines for Global New Product Development:
The Case of Hydraulic Excavators
Explicit Attribute
Several design choices
Manufacturing feasibility
Supplier capabilities
Complex-knowledge dependent on personal experience
Consumer Preferences
Tacit Attribute
Difference in digging force
Source: Subramaniam, M., Rosenthal, S. R., & Hatten, K. J. (1998). Global new product development processes:
Preliminary findings and research propositions. Journal of Management Studies, 35(6), 773-796.
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Differences Among Overseas Plants
Lesson 3: Team Structure
Routines for Global New Product Development:
The Case of Hydraulic Excavators
Composition
Preferences
Cross-national
Included subsidiary managers as team members
Source: Subramaniam, M., Rosenthal, S. R., & Hatten, K. J. (1998). Global new product development processes:
Preliminary findings and research propositions. Journal of Management Studies, 35(6), 773-796.
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Differences Among Overseas Plants
Lesson 4: Sources of New Product Concept
Routines for Global New Product Development:
The Case of Hydraulic Excavators
Sources
Preferences
Headquarters and overseas subsidiaries
Source: Subramaniam, M., Rosenthal, S. R., & Hatten, K. J. (1998). Global new product development processes:
Preliminary findings and research propositions. Journal of Management Studies, 35(6), 773-796.
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Conclusions
� Successful innovations have been the result of a
tremendous team effort bringing both
Engineering (explicit) and marketing (tacit)
perspectives together;
� Proximity of marketing and engineering with
university is essential to respond to innovation
challenges in fluid power;
� The WIEFP is an example of how Brazilians can
collaborate and contribute.