search.noResults

search.searching

note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
ADVANCED MANUFACTURING NOW Modern Manufacturing Processes, Solutions & Strategies


Disruption is really just an informational problem


T


he average lifespan of a com- pany on the S&P 500 has fallen to 20 years from more than 60


years in 1960. The power and influ- ence of technology will increase as much in the next 18 months as it has in the last 30 years. Clearly, technol- ogy cycles, and the pace of technol- ogy adoption, has begun to outpace business planning cycles. Manufacturers must now manage


for disruption, not stability. Embracing change is the new norm


in terms of maintaining competitive advantage. Change may come from many directions. Innovations in ad- vanced manufacturing technologies are breaking the traditional paradigms of assembly and “subtractive” manufac- turing. New ultra-powerful, ultralight and ultra-conductive materials can now be manufactured at scale. Embedded artificial intelligence will let collabora- tive business ecosystems connect, learn and improve, creating the potential for outcomes we can’t yet predict. These “disruptive innovations” are significantly more challenging than the traditional innovation model. Disruptive innovation is different from “sustained innovation.” Sustained innovation includes regular feature/ function updates. Disruptive innova- tion creates a new market and value network and eventually disrupts a market and value network. It displaces market leaders and alliances. One way to handle all the change


is to embrace open innovation. Tra- ditionally, innovation processes have been organized around internal R&D, to develop products and services from raw ideas, with the occasional “open


10


door” to pull in ideas from outside. As companies devote a larger percent- age of their efforts and investments to ecosystem and platform-oriented business models, these ideation and innovation processes must change to support and foster intra-ecosystem innovation. Many of the best known megabrands have created accelerator programs to encourage young, start- up businesses to build ecosystems around their products.


Human-capital bandwidth is per- haps the most significant problem manufacturers face today. With disruptive innovation, how


can any manufacturer maintain and evolve current product and invest sufficient time on the next genera- tion of products? Think about an automotive OEM considering switch- ing to mixed-material, lightweight structures from steel bodied vehi- cles. That would impact the skills of


The answer is to create a network that is both cohesive and expansive. The digitization of modern manufacturing is an essential “backbone” for information-based collaboration and innovation.


Within traditional “factory walls,”


we can improve our organizational agility by networking the enterprise. Better informational connectivity can be achieved via open office plans, best practice programs that bring people together from diverse parts of the company, and encouraging people to work in varied geographical and functional positions. At its core, disruption is an informational problem more than anything else. The answer is to create a network that is both co- hesive and expansive. The digitization of modern manufacturing is an essen- tial “backbone” for information-based collaboration and innovation. We must all understand how tech- nology is changing manufacturing— and use technologies to gain busi- ness advantage. We must build new business models and offerings that use technology to match the ways in which our customers are changing.


the manufacturing engineers and the extended workforce, introduce new joining methods and new logistics models, and substantial, capital- intensive changes to manufacturing tools and facilities. It’s unlikely any business can


sustain the incremental resource cost to manage both old and new tech- nologies during the transition period. Instead, manufacturers must decide what is really “core” and what is not. They cannot afford to be possessive about today’s product, or even today’s intellectual property. The answer will be uncomfortable for many. But it’s an answer that’s relatively straight- forward: Manufacturers must partner with suitable external manufactur- ing sources and engineering services partners to release critical internal resources to develop the products that will ultimately sustain the future of their businesses.


Richard Welford


Chief Development Officer Tata Technologies


Fall 2016


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68