2009-10-23 25 Innovative Textiles - PPA - ITMF Shanghai

DITF Denkendorf
Centre for Management Research – Prof. Dr. Thomas Fischer
Innovative Textiles
A Challenge for
Knowledge-oriented Management
ITMF Shanghai, October 2009 e

Authors: Thomas Fischer, Armin Lau, Manuel Hirsch
DITF Denkendorf – Centre for Management Research
German Institutes for Textile
and Fibre Research Denkendorf
Centre for
Management Research
Institute for Textile Technology

and Process Engineering
Institute for Textile Chemistry

and Chemical Fibres
2
© DITF Denkendorf – Management Research.
http://www.ditf-denkendorf.de
Textile World
ca tions
i
nd A ppl
Retail cts a
The Garment
, P r odu
Industry s
r oc esse
it ional P
Service
f Trad Distribution /
Provider nt o Retail Private
e Garrment
p r o vem (Fashion/
Use /
Im Function)
Con-
sump-
Variety of tion
The Textile Industry Services
Textile Disposal /
and
Services Recycling
Finished Appli-
Fiber Thread Fabric Home cations
Fabric
Chemichal Indus-
The Chemical Industries
Fibre Industry Desig triel
n of • Automotive Use /
New Pro-
Struc Applications in • Building
The Chemical ture • Health Care duction
Industry s and
Serv • ...
ices
Non-conventional
Textile Processing
Others:
(Textile) Mechanical Engineering, Laboratory Configuration and Services, Logistics,
Insurances, Banking and Financing, Consultancy, Human Resources,
Marketing, Software Development, ...
© 2002-2009 DITF-MR Denkendorf,
adopted March 2004 by CEN/ISSS Workshop TEX SPIN (TEXtile Supply Chain Integrated Network) within the
CEN Workshop Agreement (CWA 14948) “Guidelines for XML/EDITEX messages in the textile/clothing sector”

3
Major Research Activities and Core
Competences of DITF-MR Denkendorf
Knowledge Management
Information Management
Innovation Management Quality Management

Change Management Emvironment Management
Risk Management
Supply Chain Management

Electronic Business
http://www.ditf-denkendorf.de/mr

4
Textile World
ca tions
i
nd A ppl
Retail cts a
The Garment
, P r odu
Industry s
r oc esse
it ional P
Service
e Garrment
p r o vem (Fashion/
Use /
Im Function)
Con-
sump-
Variety of tion
Textile Disposal /
and
Services Recycling
Finished Appli-
Fabric
Chemichal Indus-
New Pro-
Industry s and
Serv • ...
ices
Non-conventional
Textile Processing
Others:

5
The AVALON Project
 Multifunctional textile structures driving new production

and organizational paradigms by textile SME
interoperation Across high-added-VALue sectOrs for
knowledge-based product/service creatioN
 Instrument: SME-IP of Priority 3: NMP

 Contract Number: NMP2-CT-2005-515813
 Partners: 30 partners from 9 countries (20 SMEs)
 Duration: March 2005 – May 2009
 Total Cost: 12,3 M€ (Funding 7,4 M€)
 Coordinator: DITF-MR Denkendorf

 More Information: www.avalon-eu.org
6
Agenda
 Technical Textiles – Need for Innovation Management

and Collaboration Across Industrial Sectors
 Introduction to Collaborative Product Potential

Analysis (cPPA)
 Workshop:
Applied Collaborative Product Potential Analysis (cPPA)
 Implications for Collaborative Textile Innovation

7
New Materials
Shape Memory Alloys:

 Superelasticity (for metals)
 Shape memory capability
Carbon fibres

8
Modified Process Technologies
Active control of wire tension

9
New Fields of Application
Textile Architecture Aerospace
© PZL Swidnik
© GZE
Medical applications
10
Textile World
ca tions
i
nd A ppl
Retail cts a
The Garment
, P r odu
Industry s
r oc esse
it ional P
Service
e Garrment
p r o vem (Fashion/
Use /
Im Function)
Con-
sump-
Variety of tion
Textile Disposal /
and
Services Recycling
Finished Appli-
Fabric
Chemichal Indus-
New Pro-
Industry s and
Serv • ...
ices
Non-conventional
Textile Processing
Others:

11
Elements of Innovation
for High Added-Value Products
 Textile industries in cross-sectoral „non-textile“ value

adding networks demand for
 developing the ability for innovation and reliability, risk control,
and flexibility
 understanding the Culture of Cooperation and Collaboration
in other branches
 adapting to their needs, e.g. Just in Time-Delivery or Concurrent
Enterprising, Collaborative New Product Development and
Product Life Cycle Management
New Quality of Partnership

12
Technology Transfer as Innovation Driver
Traditional Sector, for instance Textile Sector

External Business Processes:
Cross-sectoral Supply Chains & Collaborative Networks
Internal Business Processes
Production Processes &
... Resources ...
Material
Product
Services
Cross-sectoral
Cross-sectoral
Technology
Customers
& Material Suppliers
e.g. Metal Processing,

Other Sectors
Carbon Fibre Producer e.g. Automotive, Aerospace
13
Subjects of Innovation

14
AVALON – Integrational Networking Approach
Markets/Customers: Industrial Partners
Medical/ Composites e.g. Auto-
Healthcare /Aircraft motive…
Mediation of opportuni- New T ext i l e

ties and requirements T ext i l e Rei nf or ced …
Ap p l i ca- Ap p l i ca-
t i ons t i ons
Research &
Development
Research Technology Technology

Centres Providers
High Tech
Integration: SME Networking
SMEs SMEs
Suppliers: Industrial Partners

Advanced materials and services for
high tech engineering of novel products
© DITF Denkendorf – Management Research
15
Constituting Elements of Smart Networks
Knowledge Methodology
Networking
 Knowledge Hyperlinking
ICT
Networking
 ICT Hyperlinking
Conception:
Smart Networks
Technology
Organisational
Networking
 Organisational Hyperlinking
16
AVALON – Networking Through a Knowledge-based
Communication and Collaboration Platform
Demand Side/Customers:
Markets, Industrial Partners, Consumers
Markets
C ommuni c a t i on
a nd C ol l a b or a t i on
P l a t f or m Target Products
New Textile Applications and
Textile Reinforced Applications
S er vi ces and S up p or t Innovation Networks
• T ec h nol og y Med i at or s / I nt eg r at or s
• Res ear c h C ent er s Intermediate Processing
• I T / S er v i c e P r ov i d er s Textile Processing and Composite
C l eani ng / Moni t or i ng S er v i c es Processing
•
• Mac h i ner y / P r oc es s i ng P r ov i d er s
• Med i at or s / A s s oc i at i ons
• ... Processing Value Chains
Fibers
Supply Side: Industrial Partners

Fiber Production and Functionalisation
17
Building a Basis for Innovation
Knowledge–oriented activities
Knowledge
Knowledge
Knowledge Assets (Generation)
Workers
Processes
Communication and
Collaboration Platform
Innovation Innovation Innovation

Methods Actors Processes
Innovation–oriented activities

18
Collaborative
Innovation Knowledge Repository (CIKR)
Innovation Process
Actors Methods
19
Knowledge-based Communication and Collaboration
Platform
s iittee
eebbs Public
W
W
Area Communication
Coordination
i
iikki
W
W
Community
Area
Cooperation
®
®
toonn
ikk t
EEffi
Internal (TPG)
Area Collaboration
20
Implemented Methods in the AVALON Project
Innovation Methods
Me
cL
cF
cP
cI
Ma
cQ
…
e
CA
ME
PA
PR
t
FD
ti
er i
A
/ E
ng
al
SS
Ma
Or
na
ge
d er i
men
t
ng
M
IP a
t
e
b )B
A
le
u
d
o
M
(n
itc
a
p
Collaboration Platform
Distributed Knowledge

21
07.02.11
Agenda


Analysis (cPPA)
 Workshop:

22
Collaborative Product Potential Analysis
(cPPA) – Basic Idea
 Systematic evaluation of product ideas in an early

phase of the innovation process
 Identification of strengths and weaknesses
 Comparability of product ideas
 Different perspectives on the idea
 Knowledge contributions of partners

23
(cPPA) – Structure
Introduction
Eight Dimensions of Success
Product Characteristics Market Potential
Financial Foundation Environment and Sustainability
Customer Orientation Supply Chain Partnerships
Competition Intensity Internal Competences
Rating of Product Idea

24
cPPA – Eight Dimensions of Success
1. Product Characteristics 5. Market Potential

Product requirements, customer Market shares, saturation, size,
needs, specifications trends
2. Financial Foundation 6. Environment and Sustainability

Budget, ROI, business plan, Holistic approaches, recycling,
alliances minimal consumptions, efficiency
3. Customer Orientation 7. Supply Chain Partnerships

Integration of customers, Supplier reliability, collaboration,
feedback tracking, satisfaction strategic partnerships
4. Competition Intensity 8. Internal Competences

Number of competitors, quality of Core competences, outsourcing,
competitive products IPR, dependencies to 3rd parties

25
cPPA – Rating of Dimensions
 Rate your feeling:

 Quality and completeness of information given
 From very good/enough (Feeling +3) to bad/not enough
(Feeling -2)
 Rate your conviction:

 Conviction about information provided
 From very sure (Conviction 2) to doubtful (Conviction 0)
 Get a rating:
 Multiply the two values and insert it in the diagram
26
(cPPA) – Diagram
Product Characteristics
Internal Financial
Competences Foundation
-4
Supply Chain Customer
Partnerships Orientation
Environment & Competition

Sustainability Intensity
Market Potentials
27
cPPA – Diagram –
Knowledge Contributions of Partners
Internal Financial
Company
-4
Supply Chain Supplier Customer
Customer /
Service
Competitor
Provider

Market Potentials
28
(cPPA) - Diagram
Internal Financial
-4

Market Potentials
29
Agenda


Analysis (cPPA)
 Workshop:

30
Workshop Example from the AVALON Project
 Orthopaedic support incorporating Nitinol wires
 Development leader:
Grado Zero Espace (GZE), Italy
 Product idea:
Current orthopaedic support is either a flexible bandage or a rigid
structure. With a hybrid textile incorporating Nitinol wires, a
intermediary solution can be reached.

31
Acknowledgement
The following workshop material has been developed in close

collaboration with Grado Zero Espace.
We thank in particular Mr. Marco Giacomelli for his very valuable
contribution and Grado Zero Espace for the courtesy to use it for this
workshop.
Marco Giacomelli
Grado Zero Espace
Via 8 Marzo, 8
50053 Empoli, Terrafino (Fi) , Italy
Mail: avalon@gzespace.com
Web: www.gzespace.com
32
Knowledge Contributions to cPPA by GZE
Company
Grado Zero Espace
Suppliers
Saes Getters
Customers …
Service
Providers CNR-IENI, d’Appolonia, TEA,
DITF-MR, PE International

33
Knowledge Networking of Target Product
Group ‚Orthopedic Support‘
PE International Orthopedic support
Customer Requirements TEA

Orthopedic support production
Integration knowledge
on life cycle management
GZE
Integration knowledge
on virtual innovation
centre methodology SMA filaments Knowledge on FEM
for virtual prototyping
Knowledge on chemical CNR-IENI

DITF-MR composition
Integration knowledge on Production of SMA Saes Getters

supply network structures filaments for orthopedic
support
34
(cPPA) – Structure
Introduction
Eight Dimensions of Success
Product Characteristics Market Potential
Financial Foundation Environment and Sustainability
Customer Orientation Supply Chain Partnerships
Competition Intensity Internal Competences
Rating of Product Idea

35
cPPA – Product Characteristics – Group A
What are your expectations towards a

compression device?
Which special needs / requirements does the product have to meet?
What products / services could be used to complement the product?

Which ones are mandatory and which are an add-on?
Which products in the portfolio of GZE are affected from the new product,
in what way and to what extent?

36
cPPA – Customer Orientation – Group B
Describe and model the Value Chain for the SMA product
… … … …
Who are potential customers / end-users / distributors?

How many are there and how big are they?
What specific added value can the product offer to you as a potential end-
user? How much are you willing to pay for it?
Discuss: Are the expectations / needs of different customers alike?
Which customers could be potential partners for GZE?

37
cPPA – Market Potential – Group C
Describe the target market. Include for example

its size and its saturation.
How will the market probably develop? Could the market disappear and if
yes how long will it last?
What are market entrance / exit barriers? What are the costs to cross
them? (e.g., is retreat possible if assumptions prove wrong and product
is not worth developing?)

38
Workshop Part
 Form 3 groups with about the same size!

 Group A: Product Characteristics
 Group B: Customer Orientation
 Group C: Market Potential
 Distribute the prepared materials!
 Try to answer the questions for each group by reading

the material and by discussing within your group!

39
cPPA – Introduction – GZE Answers
Explain in brief the application idea, the target market,

and the business model for which this analysis is done.
 Orthopedic support by hybrid fabric containing Ni-Ti wires
 Product between a simple bandage (or elastic bandage) and a stiff support
 Medical or rehabilitative treatment of the injured or weak elbow
 Different functionalities ranging from the easy wearability to the smart
compression or the partial mobility reduction
Is it a completely new idea or an upgrade? How does it fit to your

company’s core competences? How does it fit to your business
objectives / strategy?
 Expertise in terms of materials, smart textiles and technology transfer
 Not a huge expertise in the field of orthopaedic support
 Specific knowledge through collaboration with several partners

40
cPPA – Product Characteristics – GZE Answers
What are the customer expectations?

 Easy wearability and mobility reduction
 Customized to patient needs
Which special needs / requirements does the product have to meet?
 Anti-allergic
 Resistant to a number of washing cycles
What products / services could be used to complement the product?
Which ones are mandatory and which are an add-on?
 …
Which products in your portfolio are affected from the new product, in
what way and to what extent?
 Extension of current portfolio, no negative effects expected
2
41
cPPA – Financial Foundation – GZE Answers
How much money do you need until the product could

be sold? How could the money be obtained?
When will the break-even point be reached?
 …
What market share might be possible? What is the targeted total volume
of sales?
 …
What range of prices is possible? What could be the return?

 Specific application field will justify relatively high product costs
2
42
cPPA – Customer Orientation – GZE Answers
Describe and model the Value Chain for your product

 Yarn & Wire  Filament Prep.  Circular Knitting  Finishing
Who are potential customers / end-users / distributors?
How many are there and how big are they? …
 Phase 1: Sales to medical device distributors and medical divisions
 Phase 2: Becoming the "competitive standard“
 Phase 3: Branding for mind share and market domination
What specific added value does your product offer (to customers and to
you)? How much are customers willing to pay for it?
 First lightweight elbow support with adjustable functionality
Are the expectations / needs of different customers alike? …
 Focus must be on customization of size, rigidity etc.
Which customers would be willing to cooperate with you? …
 …
2
43
cPPA – Competition Intensity – GZE Answers
Who are the main competitors? What do you know

about them? What are past experiences with them?
 New product band
 No overlapping with existing products expected, no competition
Which of their products compete with your product? Sum up their
advantages and disadvantages. How does the market react to them?
 See above…
Which current or future product could completely substitute your
product? How can you protect your product (e.g. against copycats)? Is a
patent feasible?
 Copying will require very long time and huge investments
Who are key players in the market? What contact network do they have
and how could it be of use?
 Key players in the market could become potential customers
1
44
cPPA – Market Potential – GZE Answers
Describe the target market. Include for example

its size and its saturation.
 Market for compression devices has been static for 60 years
 Different market segment, biggest share probably for people between 40 and 60
How will the market probably develop? Could the market disappear and if
yes how long will it last?
 Constant growth for the last decade (5-10% per year)
 Continuous development expected
What are market entrance / exit barriers? What are the costs to cross
them? (e.g., is retreat possible if assumptions prove wrong and product
is not worth developing?)
 Low entry barriers, production, sales and distribution channels already exist
1
45
cPPA – Environment and Sustainability – GZE
Answers
What are important environmental aspects to be
mentioned (energy consumption, contaminates,
material and process dropout, etc.)?
 Material not environmentally dangerous
 Optimization of production processes to reduce waste
 Energy consumption of processes similar to traditional textile production
How long do you think your new product / process / service will be used?
Will there be continuous improvements and new versions of your
development or will it be of short term interest?
 Medical sector  long-term interest
 High value added product, high complexity  continuous improvements and
optimizations necessary
4
46
cPPA – Supply Chain Partnerships – GZE
Answers
Who are suppliers? How many are there?
What are past experiences with the suppliers?
Is it possible that a partner leaves your group?
Is a shortage of supply possible?
 Current supply chain is already completely developed
 Trust between partners is high
 Probability that a partner leaves the network is low
 Possible substitutes for partners are known and could fill in vacant positions in
short time
Who could be potential partners to bring benefit to the product? What are
past experiences with these partners? Are they crucial?
 See above…
6
47
cPPA – Internal Competences – GZE Answers
What abilities do you need to develop, produce and

sell the product? Which ones do you not yet possess?
 Partner network has all the necessary knowledge, expertise
and capabilities for the development, production and selling of the product
Which (potential) partners could help you? Thinking about outsourcing,

will you keep enough know-how to stay the core partner in your group?
 Partner network does not need external services
 Due to the high complexity of product and manufacturing process, the knowledge
needed is much larger than the expertise of every specific partner
4
48
cPPA - Conclusions – GZE Answers
Which are (for you) the most valuable insights you

gained up to now? How do you rate them?
 Product is the result of active collaboration
 Various partners with different know-how, expertise and interests
 Strong partnership will leaves good expectations for the future, both for the
manufacture and commercialization of this products and successive ones
If your assumptions are correct, will the product be profitable? What

is your overall impression? How do you feel about it?
 Good impact on the market is expected
What are the next steps to take? Which areas are still unclear and need to
be further evaluated? How do you counter negative factors?
 Concept and prototype development
 Optimisation of performance
 Certification of products

49
(cPPA) - Diagram
Internal Financial
-4

Market Potentials
50
Agenda


Analysis (cPPA)
 Workshop:

51
Implications for Collaborative Textile
Innovation
 Multiple knowledge fields covered by different

partners are necessary to perform a valuable Product
Potential Analysis
 Customers  Customer Orientation, Market Potentials
 Competitors  Competition Intensity
 Suppliers  Supply Chain Partnerships
 Service Providers  Internal Competences
Service
Providers
Suppliers Company Customers
Competitors
 Collaboration is essential for powerful innovations

52
Support of Collaborative PPA through IT
 Implementation of the Product Potential Analysis on the

efikton® collaboration platform
 Web access allows simultaneous contribution of locally
dispersed partners!
 Clear role model controls access to the analysis!
 Specific questions can be delegated to selected partners!
 Results can be shared with selected partners!
 Integration with other innovation management applications
on the platform, e.g. Innovation Project Management (for launch
of PPA, distribution of tasks etc.)

53
Efikton® Collaboration Platform
Dy
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Web: www.diasfalisis.com
54

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DITF Denkendorf

Centre for Management Research – Prof. Dr. Thomas Fischer

ITMF Shanghai, October 2009 e

Institute for Textile Technology

Institute for Textile Chemistry

© DITF Denkendorf – Management Research.

Innovation Management Quality Management

Supply Chain Management

© DITF Denkendorf – Management Research.

© DITF Denkendorf – Management Research.

 Multifunctional textile structures driving new production

 Instrument: SME-IP of Priority 3: NMP

 Coordinator: DITF-MR Denkendorf

 Technical Textiles – Need for Innovation Management

 Introduction to Collaborative Product Potential

 Implications for Collaborative Textile Innovation

Shape Memory Alloys:

© DITF Denkendorf – Management Research.

Active control of wire tension

© DITF Denkendorf – Management Research.

© DITF Denkendorf – Management Research.

 Textile industries in cross-sectoral „non-textile“ value

New Quality of Partnership

© DITF Denkendorf – Management Research.

Traditional Sector, for instance Textile Sector

e.g. Metal Processing,

© DITF Denkendorf – Management Research.

Mediation of opportuni- New T ext i l e

Research Technology Technology

Suppliers: Industrial Partners

S er vi ces and S up p or t Innovation Networks

Supply Side: Industrial Partners

Innovation Innovation Innovation

© DITF Denkendorf – Management Research

© DITF Denkendorf – Management Research.

 Technical Textiles – Need for Innovation Management

 Introduction to Collaborative Product Potential

 Implications for Collaborative Textile Innovation

 Systematic evaluation of product ideas in an early

 Identification of strengths and weaknesses

 Comparability of product ideas

 Different perspectives on the idea

 Knowledge contributions of partners

Eight Dimensions of Success

Product Characteristics Market Potential

Financial Foundation Environment and Sustainability

Customer Orientation Supply Chain Partnerships

Competition Intensity Internal Competences

Rating of Product Idea

© DITF Denkendorf – Management Research.

1. Product Characteristics 5. Market Potential

2. Financial Foundation 6. Environment and Sustainability

3. Customer Orientation 7. Supply Chain Partnerships

4. Competition Intensity 8. Internal Competences

© DITF Denkendorf – Management Research.

 Rate your feeling:

 Rate your conviction:

Environment & Competition

Environment & Competition

Environment & Competition

 Technical Textiles – Need for Innovation Management

 Introduction to Collaborative Product Potential

 Implications for Collaborative Textile Innovation