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Miplm Case Study Smart Production

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Solution to a case study on IP-strategy development and implementation
Content of the MIPLM course 2017 / 18

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Miplm Case Study Smart Production

  1. 1. © 2018 STI-IPM, Munich, Prof. Dr. Alexander J. Wurzer Page 1 of 12 © 2018 STI-IPM, Munich, Prof. Dr. Alexander J. Wurzer CEIPI MIPLM Module 6: Case Study Smart Production (M6-22)
  2. 2. © 2018 STI-IPM, Munich, Prof. Dr. Alexander J. Wurzer Page 2 of 12 Case Study: Rittal IP Management in the digital Transformation Physical product Layer 1 Sensor and actuator Layer 2 Connectivity Layer 3 Analytics Layer 4 Digital service Layer 5 Physical world Digital world Digital Global Physical Local Customer benefit Willingness to pay Digital Ecosystem
  3. 3. © 2018 STI-IPM, Munich, Prof. Dr. Alexander J. Wurzer Page 3 of 12 Case Study: Rittal Resource Based View Unique combination of expertise across the entire industrial value chain in control cabinet manufacturing in the Friedhelm Loh Group (F.L.G.): EPLAN: Platform technology enabling the centralized provision and administration of data related to planning and production. CIDEON: Interface between the administrative ERP software and the PLM system, e.g. by automating BOMs. Rittal: Modular cabinet systems with comprehensive compatible system accessories (e.g. power distribution, climatization and IT infrastructure systems).
  4. 4. © 2018 STI-IPM, Munich, Prof. Dr. Alexander J. Wurzer Page 4 of 12 Case Study: Rittal Dynamic capabilities Dynamic capabilities The dynamic capabilities of a company are determined by:  Companies’ ability to realize new developments and changing conditions of its environment (e.g. in terms of competition and technology) and assess the implications for its resources and way of conducting business  The ability to learn faster than competitors  The ability to realize and implement organizational changes faster than competitors and react flexible towards environmental changes Co-creation with sister companies (gathering of expertise) to develop an entire value chain Reacting to digital transformation as an early mover in the industry and developing a comprehensive new business model Intensive cooperation in the development and offering of the joint service Reorganization of processes (e.g. development and implementation of a joint IP strategy)
  5. 5. © 2018 STI-IPM, Munich, Prof. Dr. Alexander J. Wurzer Page 5 of 12 Case Study: Rittal Decision Process Decision environment Exogenous factors, e.g.  Digital Transformation,  Efficiency Requirements in the Market,  New emerging Ecosystem,  Horizontal intercompany Integration,  Vertical Integration of Systems,  New technological Competitors with high patent application propensity ObjectsystemSubjectsystem Endogenous objectives  Business strategy,  Digital Business Model,  Early Mover Advantage,  Integrated Product / Service Development with Sister Companies Information process Subjective decision process Information Implementation Rittal should not restrict their IP strategy (IP generation) to its position in the value chain but also tend to design the new eco-system by means of IP.
  6. 6. © 2018 STI-IPM, Munich, Prof. Dr. Alexander J. Wurzer Page 6 of 12 Case Study: Rittal IP Risks in the digital Transformation If a patent infringement relates to a digital concept the entire value chain and potentially large parts of the production can be affected High probability of infringement due to technological complexity and high patent application propensity of large internet-focused companies
  7. 7. © 2018 STI-IPM, Munich, Prof. Dr. Alexander J. Wurzer Page 7 of 12 Case Study: Rittal Innovation Management How Radical? How Broad? Industry  B2B and supply chain integration  Inventing new industry structures Business  Re-engineering business processes  Creating entirely new business concepts Product or Process  Refining products & processes  Reconfiguring products & processes Incremental Radical The innovation does not just related to a new product, but to a whole new way of producing and integrating other levels of value creation (→ co-creation).
  8. 8. © 2018 STI-IPM, Munich, Prof. Dr. Alexander J. Wurzer Page 8 of 12 Case Study: Rittal IP Design for Digital Business Models Maindifference: Modelingofinteractions betweenthephysicalworld andthevirtualworld
  9. 9. © 2018 STI-IPM, Munich, Prof. Dr. Alexander J. Wurzer Page 9 of 12 Case Study: Rittal Organizational Structure “Smart Production” Advantages (e.g.)  Concentration of competencies and focused R&D  Performance-based billing Challenges (e.g.)  Coordination of activities  Motivation of the value creation partners to participate in a solution for the customer
  10. 10. © 2018 STI-IPM, Munich, Prof. Dr. Alexander J. Wurzer Page 10 of 12 Case Study: Rittal IP Controlling Alignment of IP activities away from "visible" product features towards the digital business model.
  11. 11. © 2018 STI-IPM, Munich, Prof. Dr. Alexander J. Wurzer Page 11 of 12 Case Study: Rittal Force-Field Analysis Initiative: Establishing and implementing a digital business model / value chain in control cabinet manufacturing Driving forces (Positive forces for change) Restraining forces (Obstacles to change) Manufacturing time savings Time savings in control cabinet assembly Simplification of control cabinet assembly Higher energy efficiency of data centers Enable customers to handle complexity Training effort for own sales staff Training effort at stakeholders (e.g. planners, customers) Market acceptance risk Potential harm to stakeholders’ business model High investment costs … …
  12. 12. © 2018 STI-IPM, Munich, Prof. Dr. Alexander J. Wurzer Page 12 of 12 © 2018 STI-IPM, Munich, Prof. Dr. Alexander J. Wurzer STEINBEIS-TRANSFER-INSTITUTE Intellectual Property Management Director: Prof. Dr. Alexander J. Wurzer Thalkirchner Str. 2 D - 80337 Munich Phone: +49 (0)89 / 74 63 92 16 Fax: +49 (0)89 / 72 44 909 61 E-Mail: alexander.wurzer@sti-ipm.de Internet: www.sti-ipm.de

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