Towards an Effective European Strategy for Innovating

Industries

A smart approach based on

Public-Private Partnership

Second panel: Towards an EU strategy to defend our technological assets?

Prof. Angelo Corallo Brussels, 04.09.2013

Agenda 1.  cPDM Lab: Collaborative Product and Process Design

Management Laboratory 2.  Spin-off and start-up: an overview 3.  About APPHIA 4.  Apphia genesis: from research opportunities to industrial

initiative. 5.  Spin off and start up as network of value 6.  Background and Enviromental conditions 7.  The rain forest perspective 8.  Needs

cPDM Lab: Collaborative Product and Process Design Management Laboratory

cPDM – INNOVATING PROCESSES and TECHNOLOGIES

cPDM Lab is a research laboratory of University of Salento oriented to Innovation, Learning, Leadership and Change Management processes, enabled by the Information and Communication Technologies (ICTs). RESEARCH APPROACH: Development of Action Research in order to recognize the company problems and work together for solving them. In the Lab coexist two main research area: •  engineering (Mechanical Engineering, Production Engineering,

System automation, Robotics, Software Engineering) •  and social science (Technology Management, Social Network

Analysis, Competence Management).

The laboratory is based on a public-private collaboration that see the active presence of Universities or Public bodies and private companies operating in complex domain. The cPDM Lab hosts the following Public Private Laboratories: •  e-Paint Lab – an Avioaereo (previously Avio) laboratory oriented to PLM and

Process Management initiative; •  Pro Lab – a joint initiative of University of Salento and FINMECCANICA

oriented to PLM and Process Management initiative; •  e-Business Lab – an Engineering I.I. Lab oriented to Service Engineering and

Enterprise Architecture issues; •  Virtual and Simulation Lab – involving AleniaAermacchi and Avioaereo on

virtualization and simulation, both on design and production processes; •  Automation and Robotics – oriented to Naval automation and submarine

robotics in collaboration with Avioaereo. •  The Qube – a bottom up laboratory supporting ideas creation and talent

scouting and education. The public-private dimension is also strengthened by the turnover of 30 Research Fellows from the University and from external SMEs. To conferm the relevance of the cPDM Lab research results, five spin-offs have been established: EKA s.r.l., APPHIA s.r.l., ADVATECH s.r.l., NAICA sc, SENSO scarl.

cPDM Lab: Collaborative Product and Process Design Management Laboratory

Spin-off and start-up: an overview

After 10 years of research activities, on national and international projects, the technical, scientific and managerial skills acquired, have allowed the proliferation of small business realities (spin-off) able to enter the market and compete at national and international level.

Name Year of establishment

Revenue (2012)

Employees (2012)

Profit Margin (2012)

Senso scarl 2013 - -

Apphia srl 2011 550 K€ 13 10%

Eka srl 2010 1,2 M€ 21 9%

Advantech srl 2010 350 k€ 3 2%

Naica Sc 2006 85 K€ 2 17%

About Apphia

APPHIA s.r.l. is an Italian engineering company specialized in research and development of innovative solutions in Aerospace, Naval, Automotive and Defense sectors. Apphia provides specialist, methodological and managerial consulting services at the customer sites. While operating, the most convenient and cutting-edge technologies on the market are selected, so each project is an opportunity for products, infrastructures, methodologies, production and management processes enhancement.

•  Design and development of complex systems: monitoring and control •  Design and development of products/processes control and traceability systems •  Design and development of decision support systems •  Design and development of SCADA/HMI solutions for remote control and supervision •  Definition and implementation of algorithms and techniques for system identification and robust

control •  CAD preparation, Pre/Post Processing for the manufacturing with innovative technologies •  Reliability, Availability, Maintainability, Safety (RAMS) Analysis on product/process •  Development of models for: the energy portfolio optimization of complex systems of utilities,

the electric and thermal power generation management, the energy audit

The DCS is a distributed supervisor system included in the Integrated Platform Management System (IPMS) and it comprises five main modules:

Apphia Key products (1/2)

The DCS has the following features:

•  Monitoring and control of DCS subsystems (Fire Main, Salvage System, Ventilation, Chilled Water, etc.).

•  Longitudinal, planar and isometric views of the ship to identify rapidly the damage conditions.

•  Tiled Layered Graphics Approach (TLG): information visible in accord to de-clutter level to guarantee a better management of the complexity of the information.

•  Kill Card and decision support to manage emergency states.

•  Log and report of all events.

•  Compartment Monitoring by circuit television system.

Damage Control System

The OBSS allows the operator to see the impact of damage and ship condition on the stability. It acquires all data relevant for ship stability (tanks level, flooding sensors, draft sensors, water tight doors status, etc.) and calculates the main ship stability parameters. It is possible to enter a “simulation” mode (i.e. a what-if scenario) in which simulated data can be input to the system so that the possible effects due to such input can be analyzed as well as the correspondent countermeasures prior to perform them on the actual ship (for instance calculate the stability parameters in case of total flooding of a compartment).

The principal features of the OBSS have been classified in modules: §  Hydrostatics: calculation and visualization of hydrostatic properties of the ship’s hull; §  Capacities: calculation of hydrostatic properties and capacities of tanks; §  Loading Conditions: calculation of the ship’s floating position and stability for different loading

conditions; §  Stability Criteria: calculation of minimum stability requirements for the intact or damaged ship

in accordance with NES 109 regulation; §  Damage Stability: analysis of the ship’s survivability in damaged (flooded) condition, and

calculation of stability in accordance with the rules set by NES 109 regulation; §  Weight Calculation: calculation of the ship’s weight, center of gravity, weight distribution.

Apphia Key products (2/2)

On Board Stability System

Apphia genesis: from research opportunities to industrial initiative

I.  The first step is defining a long term research strategy with medium-large company based on its specific objectives (process improvement through technology introduction, improved leverage of knowledge asset, new product introduction);

II.  Starting with small private investment and public research personnel, the fundraising process is activated at regional, national and European level, breaking up long term strategy into measurable and significative results, to be reached in short terms;

III.  Research and higher education processes are held together in the same public-private context, in order to realize a fast implementation of innovation.

IV.  Spin off and innovative start up are created in order to move the innovation on the market. Large companies grant sustenability at first through technical and market support.

Spin off and start up as network of value

The larger hubs have the highest degree, centrality and brokerage value.

Background and Enviromental conditions

The positive results achieved are due to three key factors: •  Public-private: in order to create an ex ante network of potential stakeholder

and to maximize the market opportunities; •  Open context: Close collaboration between parties belonging to external network

made of companies (Avioaereo, AleniaAermacchi Engineering I.I., Finmeccanica) Technological Districts (DTA, DHITECH, DITNE),national and International research communities (OMG) as well to internal network (spin-offs, departments, research centres);

•  Investment in Research and Innovation: in terms of participation to Regional, National and EU research projects, but also through tangible and intagible investments by companies;

•  Interdisciplinary working groups: composed of people with different

specializations in order to rebuild the totality of analytical knowledges and to achieve the unity of knowledge, the only way to satisfy the need to understand the reality as a whole.

The rainforeste perspective

We must build tribes of trust that practice culture based on diversity, lowering social barriers, aspirational motivations, and norms that promote rapid, “promiscuous” collaboration and experimentation. New paradigm shift :

•  Predict and Repeat à Learn and Adapt •  Business Planning à Business Modeling •  Eliminate Risk à Manage Risk •  Never Fail à Fail fast and cheaply •  Outputs à Outcomes (Patents ≠ Products) •  Invention à Innovation

Source: The rainforeste: the secret to building the next Silicon Valley. A new book by Victor W. Hwang and Greg Horowitt  

Needs: Education, Education, Education •  More higher education based on learning in doing processes. •  More Authentic Learning programmes, typically focuses on real-world, complex problems and their solutions, using role-playing exercises, problem-based activities, case studies, and participation in virtual communities of practice (Marilyn M. Lombardi, 2007). •  More Industrial Doctorate Programme (In Denmark PhD students are employed in a private sector company and at the same time enrolled as a PhD student. The 'industrial researchers programme' was initiated in 1971). •  More research careers combining scientific excellence with business innovation. •  More generic skill development – practical skills are seen as essential to flexible performance in the workplace and in supporting employability – in the form of the growing demand for key qualifications or transferable or transversal skills (Kämäräinen et al., 2002b).

Thank you