Innovation i energisektoren

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20-08-2008

Innovation i energisektoren

Informationsmøde om energiforskningsprogrammerne 2008

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Innovation i energisektoren

• Definition af innovation

• Hvorfor innovation i energisektoren?

• Konkurrencedygtighed

• Bæredygtighed

• Ny forretningsskabelse

• Vores tilgang til produkt/service design

• Refleksioner og konklusioner

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Tim McAloone: Baggrund

Lektor i Innovation og Produktudvikling

Danmarks Tekniske Universitet

Instituttet for Planlægning, Innovation og Ledelse

Sektion for Konstruktion og Produktudvikling

www.kp.mek.dtu.dk

Tilknytning til Instituttet for Produktudvikling

Selvstændig konsulentvirksomhed på DTU

www.ipu.dk

PhD (Cranfield), BEng(Hons) (Manchester)

DTU :: Underviser, forsker og rådgiver i:

Produktudvikling

Bæredygtighed

Innovation

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Definition af innovation …

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ENGINE

Opportunity

Identification

Opportunity

Analysis

Idea

Genesis

and

Enrichment

Idea

Selection

Concept

Definition

To

NP

D (a

nd

/or

TS

G)

Én af mange innovationsmodeller:

Front End of Innovation

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FEI af 37 danske produktudviklingschefer

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Men hvorfor innovation i energisektoren?

Tre gode grunde:

Konkurrencedygtighed

Bæredygtighed

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Hvorfor innovation i energisektoren?

Konkurrencedygtighed

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produkt

service

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Voice vs. value-added services

[Irfan Goandal, ’3']

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network administration network technical support network equipment non-productive operations by end-user (downtime, file

management etc.) administration technical support desktop hardware total expenditure: 5 x product costs

Personal

computers

annual cost of use: $6,259 other finance insurance fuel used car purchase new car purchase repair total expenditure: 5 x product costs

Automobiles

annual household costs: $6,064 yard operations, railway administration, etc. train operations infrastructure

freight car services

locomotive services locomotives total expenditure: 21 x product costs

Locomotives

annual operation costs: $29 bio. 100% 80% 60% 40% 20% 0%

[after Wise & Baumgartner, HBR, 1999]

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11%

30%

9%

50%

Ma

te

ria

l

Information/

organisation

Products

Services

[Karmarkar, 2007]

BNP-fordeling i USA

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Bæredygtighed –

3

gode grunde…

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1.

Climate Change – Global Warming

Change in

ecosystems

Running out of living

space

Rise of sea level

Floods

Irregular weather

situations

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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?

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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

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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 2050 3.5 planets will be needed in order to

meet our current levels of wood consumption.

In 2050 3.5 planets will be required to meet our

current steel consumption levels.

[demi, 2001]

The ‘Factor X’ debate

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•

87% inefficient

…throughout the lifecycle!

Re

sp

on

sib

ilit

y f

or

pro

du

ct

Re

sp

on

sib

ilit

y f

or

us

e a

nd

co

ns

um

pti

on

•

This is a typical result of today’s product development…

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Two problems of material product ownership (1)

Product usage

The emerging pattern of environmental load vs. responsibility

Traditional producer responsibility

Here’s where the action is!

+ WEEE

or ELV or packaging or…

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Two problems of material product ownership (2)

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Hvordan bryder man spiralen gennem

produktudvikling?

Tænkning, udvikling og kommunikation i forhold til

livscyklusomkostninger

Sikring af bæredygtighed i leverancekæden

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Dansk kampagne – Miljøforbedringer gennem

produktudvikling

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Project background

Placering af ansvar og l

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[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.

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[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!

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A product’s use is not defined by the designer, but does the designer

have a responsibility for how products are used?

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• 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!

Benefit, utilitet

Service:

Salg af brug og

funktionalitet

Produktlivscyklus

Serviceudbyder

Serviceperioden

Produkt/service-systemer

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© Technical University of Denmark, Department of Management Engineering, Section of Engineering Design and Product Development STØTTE AF KUNDEN’S AKTIVITETER KUNDENS AKTIVITETS-CYKLUS PRODUKTETS LIVSCYKLUS

To livssystemer

TRANSPORT UDVI NDNI N G MO NTA G E PR OD U KTI O N SA LG BO RTSKAFFEL SE IN ST ALLA TI O N VEDL IGEHO LDEL SE BRUG

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1.

Produktlivsgallerier

2.

Customer Activity Cycle

3.

Aktørnetværkskortlægning

4.

Follow-the-actor

5.

Produkt/service-strategi

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Vores tilgang til produkt/service design:

Produktlivsgallerier

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Produktlivsgallerier

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Planning

flight

Preparing

aircraft for

flight

Maintenance

& overhaul

In flight

operation

Documenting

operational

performance

In-service

support

Predictive

maintenance

Line

maintenance

support

Spare

engine

leasing

Condition

monitoring

Parts life

management

Component

repair

Spare parts

[Vandermerwe 2000]

Customer activity cycles

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Operations Room

Engine in operation

Maintenance & repairs

Maintenance

recommendations

Data analysis

Sensors

Engine Health Monitoring

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Rolls Royce:

•

Service revenue accounted

for 53% of total revenues.

•

Underlying civil services

revenues grew by 15% in

2006.

•

Over 50% of Rolls-Royce’s

airline customers are signed

up for the ‘TotalCare’

service option.

[Annual report 2006, www.rolls-royce.com] [Andrew Harrison, Rolls-Royce, 2006]

From “offering a service to support a product” to “designing a service

and the product that supports it”

history future OEM Services MR&O Services MR&O Services Powerplant Asset Management

Growth in company capability

Cu sto m er v a lu e today TotalCare TotalCare •Industry leading portfolio of services •Absolute control of costs •Removal of financial and technical uncertainty •Single service solution

PSS changes the business

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OFFICE

FURNITURE

MANUFACTURER

USERS FACILITY MANAGER

OFFICE

FURNITURE

DEALER

DISPOSAL COMPANY

CLIENT

COMPANY

INTERIOR

ARCHITECT

Provides workspace for users Gives to disposal company Has a take back

agreement

Delivers furniture

€

Proposes interior design solutions

Money flow

Material flow

Information flow

Key

Dealer contract Installs furniture

Vores tilgang til produkt/service design:

Aktør-netværk kortlægning

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40

Project background

Aktør-netværk kortlægning

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June 7, 2006 Telly on your

Mobile

Slide41

”Questions”

Follow-the-actor

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”Questions”

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June 7, 2006 Telly on your

Mobile

Slide43

”Questions”

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”Questions”

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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 •Measuring

Business

supporting

services

•Consulting •Financing •Managing •Partnering •Outsourcing

Design for Serviceability

[Dewhurst 1994]

Design for Supportability

[Goffin, 2000][Takata et al. 2004]

Design for Service

[Harrison, 2006]

Service Design

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Refleksioner

Service

Application

Activity

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Brugerens aktiviteter (CAC)

Produktlivstænkning

Customer Relationship

Management (CRM)

Product Life

Management (PLM)

UDVIKLING

DRIFT

Fokus på to livscyklussystemer

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PRODUKTION

PRODUKT

MARKED

LEVERANCE

DESIGN

MARKED

PRODUKTUDVIKLING

SERVICEUDVIKLING

Integration af produkt- og serviceudvikling

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1. Kundens/brugerens aktiviteter bliver til en del

af værdiskabelsesprocessen.

CUSTOMER

2. Virksomheden/erne påtager sig ansvar for

produktets livscyklus og nye roller defineres.

4. Skabelse af nye forhold mellem nye aktører i

nye netværk.

3. Viden og kompetencer bliver udviklet i forhold

til kundens aktiviteter.

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www.kp.mek.dtu.dk

www.ipu.dk