Innovation i energisektoren

Transcription

1 Tim McAloone, DTU Innovation i energisektoren Informationsmøde om energiforskningsprogrammerne 2008

2 Disposition Innovation i energisektoren Definition af innovation Hvorfor innovation i energisektoren? Konkurrencedygtighed Bæredygtighed Ny forretningsskabelse Vores tilgang til produkt/service design Refleksioner og konklusioner

3 Tim McAloone: Baggrund Lektor i Innovation og Produktudvikling Danmarks Tekniske Universitet Instituttet for Planlægning, Innovation og Ledelse Sektion for Konstruktion og Produktudvikling Tilknytning til Instituttet for Produktudvikling Selvstændig konsulentvirksomhed på DTU PhD (Cranfield), BEng(Hons) (Manchester) DTU :: Underviser, forsker og rådgiver i: Produktudvikling Bæredygtighed Innovation tm@mek.dtu.dk

4 Definition af innovation

5 Definition af innovation [Korman, 2007]

6 Kan innovation styres..?

7 Én af mange innovationsmodeller: Front End of Innovation Idea Genesis and Enrichment Idea Selection Opportunity Analysis ENGINE Concept Definition Opportunity Identification To NPD (and/or TSG) [Koen]

8 FEI af 37 danske produktudviklingschefer [DI Innovationskonference 2003]

9 Men hvorfor innovation i energisektoren? Tregodegrunde: Konkurrencedygtighed Bæredygtighed Brugerorienteret innovation = God forretningsskabelse

10 Hvorfor innovation i energisektoren? Konkurrencedygtighed

11 Dérhvorforretningener service produkt

12 Dérhvorforretningener Voice vs. value-added services [Irfan Goandal, 3']

13 Dér hvor forretningen er Personal computers Locomotives Automobiles annual cost of use: $6,259 annual operation costs: $29 bio. annual household costs: $6, % 80% network administration network technical support network equipment yard operations, railway administration, etc. other finance repair insurance 60% non-productive operations by enduser (downtime, file management etc.) train operations fuel 40% infrastructure 20% administration technical support freight car services used car purchase 0% desktop hardware locomotive services locomotives new car purchase total expenditure: 5 x product costs total expenditure: 21 x product costs total expenditure: 5 x product costs [after Wise & Baumgartner, HBR, 1999]

14 BNP-fordeling i USA Products Services Material 11% 30% Information/ organisation 9% 50% [Karmarkar, 2007]

15 Definitions

16 Hvorfor innovation i energisektoren? Bæredygtighed 3 gode grunde

17 1. Climate Change Global Warming Change in ecosystems Running out of living space Rise of sea level Floods Irregular weather situations

18 2. Energy Crisis Peak Oil All time high of oil price Demand exceeds supply Old infrastructure e.g. old oil rigs Peak oil timeframe is already set to 2015 (acc. to WEO from IEA) Hvad koster olie pr. tønde: I dag? Sidste år? Til næste års informationsmøde?

19 3. Food Crises Water issues (e.g. Australia) Supply crises Extreme prices for basic nutrition endangering daily supply e.g. in developing countries Rice prices almost tripled 1000 USD/ton Wheat price almost tripled 500 Euro/ton

20 The Factor X debate In 2050 we will need 8.5 planets to absorb the amount of C0 2 produced. In 2050 it will take 3.5 planets to sustain the amount of cement currently used. In planets will be needed in order to meet our current levels of wood consumption. In planets will be required to meet our current steel consumption levels. [demi, 2001]

21 Product development bears a responsibility This is a typical result of today s product development Responsibility for product Responsibility for use and consumption 87% inefficient throughout the lifecycle!

22 Two problems of material product ownership (1) Product usage The emerging pattern of environmental load vs. responsibility or ELV or packaging or Traditional producer responsibility + WEEE Here s where the action is!

23 Two problems of material product ownership (2) Consumerism

24 Hvordan bryder man spiralen gennem produktudvikling? Tænkning, udvikling og kommunikation i forhold til livscyklusomkostninger Sikring af bæredygtighed i leverancekæden Bringe miljøovervejelser ind i hele forretningen

25 Dansk kampagne Miljøforbedringer gennem produktudvikling

26 Placering af ansvar Project og løsningsmulighederl background

27 Rebound effect - eludstyr [Energistatistik 2005, Energistyrelsen, 2006] Rebound effekt 1: På trods af energieffektiviteten af husholdningsapparaters elforbrug, så har vi bare anskaffet os flere og bruger dem mere.

28 Rebound effect - biler [Trafik og miljø 2006, Danmarks Statistik, 2006] ] Rebound effekt 2: Den samlede gennemsnitlige energieffektivitet for nyregistrerede benzin- og dieselbiler under et, er forbedret 16 pct. i perioden fra 1997 til 2005, men vi har til gengæld anskaffet os flere biler og kører mere bil!

29 Udfordringer på vejen til bæredygtighed A product s use is not defined by the designer, but does the designer have a responsibility for how products are used?

30 Hvorfor innovation i energisektoren? Brugerorienteret innovation = God forretningsskabelse

31 Produkt/service-systemer Et produkt/service-system er et system som støtter og udnytter produktet gennem en (for virksomheden) forlænget produktlivsperiode Service eksisterer kun når kunden benytter den! Serviceperioden Produktlivscyklus Serviceudbyder Service: Salg af brug og funktionalitet Benefit, utilitet

32 To livssystemer PRODUKTETS LIVSCYKLUS UDVINDNING PRODUKTION MONTAGE TRANSPORT SALG INSTALLATION BRUG VEDLIGEHOLDELSE BORTSKAFFELSE KUNDENS AKTIVITETS- CYKLUS STØTTE AF KUNDEN S AKTIVITETER

33 Vores tilgang til produkt/service design 1. Produktlivsgallerier 2. Customer Activity Cycle 3. Aktørnetværkskortlægning 4. Follow-the-actor 5. Produkt/service-strategi

34 Vores tilgang til produkt/service design: Produktlivsgallerier

35 Vores tilgang til produkt/service design: Produktlivsgallerier

36 Vores tilgang til produkt/service design: Customer activity cycles Rolls royce Spare parts Component repair Maintenance & overhaul Planning flight Spare engine leasing Line maintenance support Documenting operational performance Preparing aircraft for flight Predictive maintenance Parts life management In-service support In flight operation Condition monitoring [Vandermerwe 2000]

37 Vores tilgang til produkt/service design: Customer activity cycles Engine Health Monitoring Engine in operation Sensors Maintenance & repairs Operations Room Data analysis Maintenance recommendations

38 PSS changes the business Vores tilgang til produkt/service design: Customer activity cycles From offering a service to support a product to designing a service and the product that supports it [Andrew Harrison, Rolls-Royce, 2006] Rolls Royce: Service revenue accounted for 53% of total revenues. Underlying civil services revenues grew by 15% in Over 50% of Rolls-Royce s airline customers are signed up for the TotalCare service option. Customer value OEM Services history MR&O Services today Industry leading portfolio of services Absolute control of costs TotalCare Removal of financial and technical uncertainty Single service solution Growth in company capability future Powerplant Asset Management [Annual report 2006,

39 Vores tilgang til produkt/service design: Aktør-netværk kortlægning Has a take back agreement Dealer contract OFFICE FURNITURE MANUFACTURER Delivers furniture OFFICE FURNITURE DEALER Installs furniture FACILITY MANAGER CLIENT COMPANY Provides workspace for users Proposes interior design solutions INTERIOR ARCHITECT USERS Key Money flow Material flow Gives to disposal company DISPOSAL COMPANY Information flow

40 Vores tilgang til produkt/service Project design: Aktør-netværk kortlægning background

41 Vores June 7, 2006 tilgang til produkt/service design: Follow-the-actor Telly on your Mobile Questions Slide 41

42 June 7, 2006 Telly on your Mobile Questions Slide 42

43 June 7, 2006 Telly on your Mobile Questions Slide 43

44 June 7, 2006 Telly on your Mobile Questions Slide 44

45 En anekdote

46 Vores tilgang til produkt/service design Product Product use services Maintenance Repair Spare parts Warranty Product life services Supplies Installation Auxiliary input Upgrade Disposal Customer activity services Training Planning Designing Specifying Operating Business supporting services Consulting Financing Managing Partnering Outsourcing Design for Serviceability [Dewhurst 1994] Design for Supportability [Goffin, 2000][Takata et al. 2004] Measuring Design for Service [Harrison, 2006] Service Design

47 Service Application Product Activity Refleksioner

48 Fokus på to livscyklussystemer UDVIKLING DRIFT Produktlivstænkning Brugerens aktiviteter (CAC) Product Life Management (PLM) Customer Relationship Management (CRM)

49 Integration af produkt- og serviceudvikling PSS design PRODUKTUDVIKLING PRODUKTION PRODUKT MARKED LEVERANCE DESIGN MARKED SERVICEUDVIKLING

50 Definitions

51 Et rammeværk for PSS-udvikling 1. Kundens/brugerens aktiviteter bliver til en del af værdiskabelsesprocessen. CUSTOMER 2. Virksomheden/erne påtager sig ansvar for produktets livscyklus og nye roller defineres. 3. Viden og kompetencer bliver udviklet i forhold til kundens aktiviteter. 4. Skabelse af nye forhold mellem nye aktører i nye netværk.

52 Spørgsmål?