ENTOV-HVM Accelerating Innovation Diffusion - Case Study 2: “Implementing the Digital System”

Dear all, this case study is the second in a series of case studies is aimed at our “invisible college” (see https://en.wikipedia.org/wiki/Invisible_College) of innovation webs and diffusion of innovation enthusiasts. The case study is a first step towards a Harvard Business School case study format series that will be integral to the learning curriculum proposed for development in our Knowledge Alliance proposal (see downloads page at www.innovation-web.eu). All comments and suggestions welcome of course. If you would like to try out the case study in your company or with your students please let me know if you would like further guidance on getting best results. If you would like to contribute a case study let us know as well – it will take about two calls of an hour each with some short email exchanges in-between.

Like all of the upcoming case studies, this specific case study is based on a real success story in industry and fully anonymized / abstracted to protect the innocent.

The problem tackled in this case study is: “Jessy works for a medium sized aerospace OEM and is responsible for the digital manufacturing systems of internal facility manufacturing  various components in an 18 shift pattern with 1,000 shopfloor and 400 office staff. 435 machines are operated to produce 800 unique parts and the facility makes an annual turnover of €300M. As part of their digital transformation efforts and in preparing for a new product the facility has gained significant funding to deploy a new manufacturing execution system and key systems integrated with this (i.e. quality and DNC code distribution / management) including the needed shop floor / facility infrastructure and data migrations.  The systems must be implemented within the next 9 months and the board of the company has signalled that there will be no additional budget.

The project is part of a larger programme refreshing the digital manufacturing estate of 24 facilities distributed globally. 10 facilities in other countries have already been transformed and there is a central team at the mother company providing guidance and governance. Experienced resources are limited and the projects typically need to assign significant portions of the work to a variety of sub-sub-contractors who will then also assume service and support of the implemented systems. Experience has also shown that significant resources from the business community are needed in order to transfer business processes into the new digital systems landscape.

Jessy has asked you to advise her of what she needs to consider in order to implement the “innovation web” approach for mastering the challenge described. After a discussion with a colleague of Jessy at another facility you have prepared the map of a similar previous challenge that was resolved at another facility.”

Please note that the solution slide is high level only and that a detailed solution overview will be provided during the exercise.


P.S. If you are interested in learning more please visit us at www.innovation-web.eu, our LinkedIn Group at https://www.linkedin.com/groups/8779542/, our blog at https://www.innovation-web.eu/entov-hvm-blog, our Researchgate project page at https://www.researchgate.net/project/Open-European-Network-for-Enterprise-Innovation-in-High-Value-Manufacturing-ENTOV-HVM, our Sourceforge page at https://sourceforge.net/projects/entov-hvm/  and our Facebook page at https://www.facebook.com/groups/2014779865300180/. You can also follow us via Twitter: @owschwabe (#innovationweb) and the LinkedIn Group page https://www.linkedin.com/company/entov.


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