EU Certificates Day: Experience Story from the Innovation ...ecqa.org/fileadmin/documents/...Martin_Neumann.pdf · EU Certificates Day: Experience Story from ... 4 to 6 engineers

EU Certificates Day: Experience Story from the Innovation Manager Courseby M. Neumann, Pierburg GmbH, DE

Dublin, 03. September 2008

www.kspg.com © Pierburg 2008 2

Agenda

Pierburg GmbH – Company Overview

Certified Innovation Manager Course – What are the main advantages?

Innovation Management at Pierburg GmbH – A short overview and how the insights from the Innovation Manager Course influences the daily business

Summary and Outlook of the Innovation Management at Pierburg GmbH

Agenda


Leading European Defence company for ground forces technologySales: € 1.757 bn

Employees: 7,175

Share of Group sales: approx. 44%

Leading automotive supplier in engine components and systemsSales: € 2.249 bn

Employees: 11,895

Share of Group sales: approx. 56%

Rheinmetall DefenceKolbenschmidt Pierburg AG

The Rheinmetall GroupCorporate sectors

Rheinmetall AGSales 2007: € 4.0 billion, Employees: 19,185

All data refer to 2007

Pierburg GmbH


The six divisionsKolbenschmidt Pierburg AG

Sales 2007: € 2.25 billion, Employees: 11,895

KS Kolbenschmidt Pierburg Pierburg PumpTechnology

KS AluminiumTechnologie

KS Gleitlager Motor Service

Sales:€ 728 m

Employees: 6.018

Sales:€ 220 m

Employees: 991

Sales: € 588 m*

Employees: 2.120*

Sales: € 371 m*

Employees: 1.253*

Sales:€ 210 m

Employees: 1.066

Sales:€ 170 m

Employees: 396

Products:

- Passenger carpistons

- Piston modules- Commercialvehicle pistons

- Large-bore pistons

Products:

- High-endaluminum engineblocks

Products:

-Air Management- Emission Control- Actuators- Solenoid Vales

Products:

- Engine Bearings- Dry bearings (Permaglide®)

- Continuouscasting

Products:

- Automotive partsfor engine repairand workshops

Products:

-Oilpumps-Waterpumps-Vacuumpumps

* Projection/ All data refers to 2007

Pierburg GmbH


Nova OdessaBrazil

DetroitGreensburgGreenville

Fort WayneMarinette

Auburn Hills

USA

CelayaChihuahua

Mexico

Usti n. L.Czech Republic

ThionvilleParisLyon

France

HiroshimaOdawara

Japan

ShanghaiChina

AbadianoSpain

LancianoLivornoTorino

Italy

IstanbulTurkey

New DelhiPune

India

DuntonGreat Britain

St. JuliansMalta

Berlin DormagenHamburg HarthaNeckarsulm NettetalNeuss NeuenstadtPapenburg St. Leon-RotStuttgart Walldürn

Germany

KSPG - Presence in all relevant markets and in selected low cost countries

Pierburg GmbH


Pierburg products

Pierburg GmbH


Research & Developmentm EUR / as % of Sales

64

55545449 51

55

6,0% 6,1% 5,9% 6,2% 6,0% 6,0%6,7%

2001 2002 2003 2004 2005 2006 2007

Source: Company Information

4,0%

4,0%

4,4%

4,5%

5,0%

5,5%5,5%

6,7%

7,7%

7,7%

BorgWarner

Hitachi

Magneti Marelli

Visteon

Continental

Mahle

Valeo

Pierburg

Bosch

Denso

Research & Development 2007as % of Sales

Pierburg complete (incl. PPT), all data refer to 2007

Pierburg – A Technology Leader

Pierburg GmbH


Highly skilled and experienced teams

More than 400 highly qualified engineersin Design, Testing, Simulation, Electronics

Excellent combination of experiencedpersonnel and skilled young engineers

Access to the best universities

International Network of technical specialists

Inventions influence strongly the company’s business success and contribute considerably to the protection of Pierburg’s future.Pierburg’s innovation management focuses mainly on inventions.

Development Skills

141 118 137

103

176

119 103 100 86111

49

60

3742 41

3226

2001 2002 2003 2004 2005 2006 2007

145152 236 156

Domestic Patent ApplicationsPatent Applications in foreign countries

* Pierburg complete (incl. PPT), all data refer to 2007

Inventions at Pierburg*: Patent Applications

Pierburg – A Technology Leader

Pierburg GmbH


Course attendance from 10th to 14th March 2008 at Potsdam, Germany

Certified Innovation Manager Course

The certified innovation manager delivers a practical concept for implementing a learning organization which continuously increases the core knowledge, the organizational learning ability, and adaptability of organizations.

The work and course materials are based on success principles of leading forms in the automotive and mobile telecom sector, mixed with European studies in innovation.Course content in Potsdam, Germany:- Customer Relationship Management- Distributed Team Management- Cross Cultural Aspects- Innovation Process Management- Knowledge ManagementIn the 5 days course participants prepare and elaborate a concept to strategically implement learning organization principles for the own organization.

Participants receive a course attendance certificate.

Participants attending an exam will receive an EU Certificates certification, which is recognized and valid Europe wide.

- Corporate Wide Innovation Management- Human Resources Strategies - e-Challenges in Innovation- Personal Characteristics and Learning Culture



Sound education

Professional approach in the daily business, for example at presentations, communication, conflict management

Improvement of personal skills

Announcement effect of the EU Certificates certification to the management, superiors and colleagues

Rising acceptance of the innovation management

More influence on management decisions

Advantages for the Innovation ManagerAdvantages for the Company

Advantages of the Certified Innovation Manager Course

No innovation management: Introduction to innovation management and learning the basic principles

Innovation management already established: Possibility to analyze critically its existing innovation management and optional modification of the system

Networking and learning from others

Improvement of existing processes

Increasing transparency over possibilities and areas of application

Win-win situation for the company and the innovation manager



Innovation Management at Pierburg GmbHUnderstanding the initial situation

What factors inhibit the flow of innovations?

1. Missing continuity

2. Missing strategic

orientation

3. Missing methodology

Solution: Introduction of an innovative management at Pierburg GmbH in 2006

Innovation Management at Pierburg GmbH


Actual-theoretical comparison

Ideas, which are not inventions, are not collected A ranking takes place only in the course of the development meetings No committee for the independent evaluation of innovations High risk of refusal of innovations outside the development departments Collection of information is mostly decentralized Innovations, which are not promptly realized, often sink into oblivion Idea generation by a small number of employees

Actual situation

How can we ensure that technical ideas which are important for the company are recognized and implemented just-in-time? How can information be canalized and evaluated central? How do we provide a central information platform which supports the exchange of product suggestions and helps to generate new ideas? How do we manage it that all employees world-wide cooperate to ensure the company’s business success and the future?How can wee guarantee that ideas, which cannot be realized now do not sink later into oblivion?

Challenges to the innovation management


Innovation Management at Pierburg GmbHUnderstanding the initial situation


Creating an environment for the promotion of innovations

A brief outline of the innovation process

Selection3. Selection

4. Conception

5. Feasibility test

6. Implemen-tation

1. Monitoring

2. Brainstorming

Product

Problem

Invention/idea

Good idea

Concept

Ability to plan

Identify problems

MonitoringS e a r c h f i e l d

Structuring

Assessment of risks

PlanningForceful and fast implementation

CollectingBrain-storming




Integration of the innovation management process into the existing system

Sources of ideas

Customer/Market

Employees of the development dept.

Experts

Competitive Environment

etc.




Seriesstart-

up

Sample

Preparation of quotation

Definition of project Concept Verification

Disposal

Direct exchange of customer information

Advanced development process


Sources of ideas

Customer/Market


Experts


etc.

Seriesstart-

up

Sample



Disposal








Sources of ideas

Customer/Market


Experts


etc.

ALL inno-vatios

collect, examine, evaluate, select the product ideas

Innovation data base: Experts

Innovation Management

Seriesstart-

up

Sample



Disposal








Selection as main service of the innovation management

The innovation management at Pierburg GmbH is the central department for:

monitoring

supporting the generation

evaluating, selecting and filtering

of inventions and technical product ideas

Central tool of the idea generation process is the innovation data base

Transfer of good ideas to the advanced engineering

Ideas and inventions, which pass successfully the selection process, are transferred from the innovation management to the advanced engineering in a prepared form

Start of the advanced development process by the advanced engineering department

Support of advanced development process by providing market and patent researches, competitor data, etc.




IdentifyingMonitoringPatent system / Intellectual PropertyContinuous observation of technology trends

Market Research and Competitive IntelligenceContinuous observation of market trends and customers

Monitoring tools like- Patent monitoring data base

- Light vehicle and engine production forecast data base

- Market Research Newsletter

1. Find freely available solutions

2. Exclude protected solutions

3. Find problems4. Find and protect

solutions5. Collect and protect

ideas

Cooperation between Market Research and Patent System/Intellectual Property

1. Step: Monitoring




Innovation workshops

Inventor circle: 4 to 6 engineers form a group and assign the patent attorneys to do a research referring to a special technical topic. Using the results of this research the group tries to find solutions.

Project-oriented and task-related

Processing of inventions and technical product ideas in the innovation data base

12. /13.12.2006: Innovation workshop during which a group of approximately 20 of Pierburg‘s engineers from all business units, central engineering and advanced engineering generated, structured and deepened concrete product ideas

2. Step: Brainstorming




The innovation data base is available via intranet and helps collecting, evaluating and selecting inventions and technical product ideas.

Main tool: Innovation data base




* Inventions and technical product ideas are here summarized mentioned as “idea”

Idea* contributorClassify ideaPrepare IdeaForward idea

All ideas are

visible

Innovation ManagerClassify idea

Select experts

Innovation managerScan ideas

Propose idea again

Innovation managerPresent idea selection Generate evaluationFormulate decision

Innovation managerMake pre-selektion

Team of expertsEvaluation of idea

Patent Attorneys work on

invention notification

7.1 Implementing 7.3 Declined7.2 Deferred

Implemented

1.0 Draft

5.0 Preliminary decision

6.0 Decision-making

3.0 Coordination of experts

4.0 Evaluation

2.0 Pre-selection

0.1 Classification

Coordi-nation with

develop-ment

division

Coordination with develop-ment division

The process cycle of the innovation data base




Pre-selectionBasically the idea contributor is responsible for the distinction between idea and invention.The technical aspect of the innovation is important and represents a first stop criterion. A further pre-selection by patent attorneys will filter innovations without prospect on success at an early stage. Processing and distribution are simplified and shortened.

EvaluationA ranking of the ideas and inventions is executed on basis of the experts’ evaluations in cooperation with the advanced engineering. The evaluation criteria of the experts are: technology, patents and strategy, substitution, customer needs and product life cycle, market, sales, invest and budget, start of production, resources. Reduction of the cycle times of new product developments and advancements by the possibility of the admission of all employees into the process

3. Step: Selection




Methodology

Protection of inventions and technical product ideas

Prioritization

Communication / Transparency

Continuity

Strategic Orientation

Advantages of the current innovation management process at Pierburg GmbH




Short-term aimWithin the last months an improvement of the innovation data base has been realized: Now the innovation data base is more user-friendly and has a better performance timeBased on the insights of the Certified Innovation Manager Course concerning cross cultural aspects an English version of the innovation data base will be launched in autumn 2008

Long-term aim

The critical analysis of the existing innovation management process at Pierburg GmbH shows that the actual situation at Pierburg GmbH does not fulfill the aspect of a learning organization which continuously increases the core knowledge.

During the course it was possible to prepare and elaborate a concept to strategically implement learning organization principles for the own organization.

The realization of this – until now – theoretical approach should be the long-term aim of the innovation management at Pierburg GmbH.

The innovation management at Pierburg GmbH is mainly dominated by the innovation data base

Summary

Summary and Outlook


OutlookTheoretical Approach for the Pierburg GmbH (finding of the innovation manager course): Meta-process for a role- and team-based learning organization model

t

Core competence

team

Lear

ning

Verifying

Task solve

Success

Success like 1. Learning curve =

Number of realized projects based on interdepartmental

core competencies2. New developments

Initial situation 0

Product trend 1

Product trend 2

… Product trend n

Summary and Outlook


All employees

All innovations

Innovation data base Idea pool

Innovation Management

Core competence team

Identification of product trends from the idea pool (and/or other sources) Building core competence teamAssign the patent attorneys to do a patent research as basis for the solution Publishing solutions to offer a leaning possibility Feedback to core competence team Cycle is started repetitively by new product trend

Formation of the team: Distributed team with customer involvementFind solution and learn

CC = Core competence

CC1

CC2 …

OutlookTheoretical Approach for the Pierburg GmbH (finding of the innovation manager course): Initiation of learning core competence teams

Summary and Outlook


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EU Certificates Day: Experience Story from the Innovation ...ecqa.org/fileadmin/documents/...Martin_Neumann.pdf · EU Certificates Day: Experience Story from ... 4 to 6 engineers