dih summer school · •resume •increase knowledge •provide solution •document work to be...

DIH summer school

Looking back at the

pioneer projects:

RWG-COLLABORATES

Contact information:

Dr. Panos STAVROPOULOS (LMS)

�+30 2610 997262

� [email protected]

Overview of the presentation

23-9-2016Defining digital innovation hubs 2

o Mission & Objectives

o The Consortium

o Approach

o Impact

o The Ecosystem

o Market Analysis

o Market Gap

o Products & Services

o Organizational Structure

o Time-plan

o SWOT Analysis

o Lessons Learned on BP

o The use cases

o The mentoring

o Regional workshop

o Pitfalls in developing a DIH

o Industrial Example – Building trust with industry

Dr Panos Stavropoulos

LMS

Mission & objectives

Defining digital innovation hubs 323-9-2016


LMS

The consortium partners

Defining digital innovation hubs 4

LMS

• Involvement in a number of EU funded research projects

• Establish cooperation with the European industry

• Long experience and expertise in:

• MFG process modeling and

Energy Efficiency

• Robots, automation & Virtual

Reality in MFG

• Manufacturing Systems

• Involvement in a number of EU funded research projects

• Establish cooperation with the European industry

• Long experience and expertise in:

• MFG process modeling and

Energy Efficiency

• Robots, automation & Virtual

Reality in MFG

• Manufacturing Systems

STEDE - Association

• Promote cooperation between similar enterprises in local & European level

• Contribute to innovation and openness of the region

• Submit BPs & proposals to government agencies and institutions

• Technological fields:

• ICT

• Microelectronics

• Robotics

• Satellite technologies

• Promote cooperation between similar enterprises in local & European level

• Contribute to innovation and openness of the region

• Submit BPs & proposals to government agencies and institutions


• ICT

• Microelectronics

• Robotics

• Satellite technologies

SEVIPA - Association

• Initiative of enterprises in Industrial area of Patras

• Promote issues related to the operation of Industrial Area of Patras

• Demonstrate the enterprises and their products

• Enhance the growth and development in the region


• Manufacturing

• Initiative of enterprises in Industrial area of Patras

• Promote issues related to the operation of Industrial Area of Patras

• Demonstrate the enterprises and their products

• Enhance the growth and development in the region


• Manufacturing

23-9-2016


LMS

The consortium partners


STEDE

SEVIPA

LMS

RWG23-9-2016


LMS

Approach


Added value on products

& services

Increase competitiveness

in RWG

23-9-2016


LMS

Impact


OEMs SMEs Universities / RTOs Start-Ups

Consulting on LBM ● ●

Access to research and technology best practises ● ● ●

Develop new or improve existing products and services ● ●

Increase LBM penetration in MFG ●

Upgrade equipment and facilities ● ●

Expand customers database ● ●

Access to industrial data ● ●

Access to LBM equipment ● ●

Monitor trends and challenges of regional enterprises ● ● ● ●

Prototyping of innovative ideas ● ● ●

Increase strategic partnership ● ●

23-9-2016


LMS

The ecosystem – Market Analysis


� Lack of founding sources

� Use of non-competitive production

methods

� Difficulty in implementing new

technologies

� Lack of extroversion strategy

� Need for new markets and competitive

products

MAIN ISSUES OF MFG SECTOR

Market Segmentation Percentage of companies belong in Hub’s associations

23-9-2016


LMS

The ecosystem – Market Gap



LMS

Hub’s services



LMS

Organizational structure



LMS

Time-plan



LMS

The ecosystem – SWOT Analysis



LMS

Lessons learned:


Business Plan

Pricing & membershi

p fees

Services

Market Analysis

23-9-2016


LMS

Lessons learned:


•Careful selection (What type in order to address the main issues? Technical? Business? Etc.)

•Hub readiness (Will be in a position to support these services? Will have adequate resources (software, equipment etc.)?

• Implementation (Where the involvement of the hub stops? Takes over big projects or stops to consultation and studies?)

•Careful selection (What type in order to address the main issues? Technical? Business? Etc.)

•Hub readiness (Will be in a position to support these services? Will have adequate resources (software, equipment etc.)?

• Implementation (Where the involvement of the hub stops? Takes over big projects or stops to consultation and studies?)

Lessons for Services selection

•Market segmentation is sensitive (more SMES or End-users?/ low innovation capacity or big number of start-ups and CCs?)

•Competitive status (what is the contribution of mfg companies in regional economy? Will the hub offer to this with its operation? And how?)

• Identify carefully the main issues (lack of funding? struggling to implement new technologies? Respond with services portfolio)

•Competitors (Identify the market gap and build the operation structure & service portfolio on this)

•Market segmentation is sensitive (more SMES or End-users?/ low innovation capacity or big number of start-ups and CCs?)

•Competitive status (what is the contribution of mfg companies in regional economy? Will the hub offer to this with its operation? And how?)

• Identify carefully the main issues (lack of funding? struggling to implement new technologies? Respond with services portfolio)

•Competitors (Identify the market gap and build the operation structure & service portfolio on this)

Lessons for Market Analysis

•Membership fees (There will be services for members & non-members? Standard offers with membership? Possibility of free offers?)

•Pricing policy (per use or yearly?/ good research for technical and consulting services pricing / update policy through the years?)

•Membership fees (There will be services for members & non-members? Standard offers with membership? Possibility of free offers?)

•Pricing policy (per use or yearly?/ good research for technical and consulting services pricing / update policy through the years?)

Lessons for Pricing & Membership

23-9-2016


LMS

The use cases


STEP 1 – Case Analysis

• Capture the request

• Map the possible services

• Assign contact person

• Recommend actions

• Present expected outcomes/benefits

• Price estimation for the needed services

• Capture the request

• Map the possible services

• Assign contact person

• Recommend actions

• Present expected outcomes/benefits

• Price estimation for the needed services

STEP 2 – Services Implementation

• Services offer

• Execution of the offer

• Resume

• Increase knowledge

• Provide solution

• Document work to be used in next steps

• Services offer

• Execution of the offer

• Resume

• Increase knowledge

• Provide solution

• Document work to be used in next steps

STEP 3 – The project

• Project offer

• Project execution

• Project resume

• Bilateral or joint venture

• Public or EC funding

• Involvement of externals and other resources beyond the hub

• Project offer

• Project execution

• Project resume

• Bilateral or joint venture

• Public or EC funding

• Involvement of externals and other resources beyond the hub

23-9-2016


LMS

Included in membership fee policy Actual income source of the hub

The mentoring activities


Official I4MS Meetings

• Kick off meeting – Hague (21/4)

• I4MS Amsterdam meeting (23-24/6)

• Summer School – Coventry (21-23/9)

Other bilateral activities between LASHARE & RWG-COLLABORATES Hub

• Regular communication through emails

• Regular web-calls

• Consulting workshops

23-9-2016


LMS

Regional Workshop


Agenda

• “Open day” event by RWG public body

• Briefing on new funding programs of RWG for local companies

• How to meet RIS3 priorities

• Presentation of the hub

Participants

• Local mfg companies

• Local public and private bodies

• RWG-COLLABORATES representatives

• Mentoring partner (LASHARE representative)

23-9-2016


LMS

Conclusions: Pitfalls and key

factors


The project

• Project duration is short for communication with companies and reporting

• Exploit your already established collaboration with local enterprises

• Case studies selection should cover specific needs of company based on its characteristics (innovation capacity, current use of equipment, willingness to change the current status)

• Project duration is short for communication with companies and reporting

• Exploit your already established collaboration with local enterprises

• Case studies selection should cover specific needs of company based on its characteristics (innovation capacity, current use of equipment, willingness to change the current status)

The ecosystem

• Some companies may be sceptic for such an initiative

• Set up small feasible example of hub service in order to gain trust - Show potential benefits

• Consult with local public bodies to endorse the initiative

• Do not try to introduce cutting edge technology in low innovation capacity SMEs –small steps

• Some companies may be sceptic for such an initiative

• Set up small feasible example of hub service in order to gain trust - Show potential benefits

• Consult with local public bodies to endorse the initiative

• Do not try to introduce cutting edge technology in low innovation capacity SMEs –small steps

As far as it concerns:

23-9-2016


LMS

Industrial example - Build trust with

companies



LMS


companies



LMS



LMS

dih summer school · •resume •increase knowledge •provide solution •document work to be...

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