Laboratory for Machine Tools and Production … for Machine Tools and Production Engineering ......

Production Management A – Winter Semester 2008/09

Technology Management 2 P. 0

Lecture 2

Laboratory for Machine Tools and Production Engineering

Chair of Production EngineeringProf. Dr.-Ing. Dipl.-Wirt. Ing. G. Schuh

Production Management A

Lecture 02

Technology Management 2

Organisation:

Dipl.-Ing. Sebastian Nollau

Steinbachstr. 17Raum 235

Tel.: [email protected]



Lecture 2

Index:

Index Page 1

Schedule

Target of this lecture Page 3

Lecture

Introduction of Technology Management TM 1

Technology and Competitive Strategy TM 1

Technology Management Process Page 4

Final statement Page 29

Questions Page 30

Bibliography Page 31



Lecture 2

Schedule:

No. Date Responsible

V1 20./21.10.2008Mr. Haag

� 0241 89 04275

V2 27./28.10.2008Mr. Nollau

� 0241 89 04271

V3 03./04.11.2008Mr. Jung

� 0241 80 27392

V4 10./11.11.2008Mr. Bartoscheck

� 0241 80 28203

V5 17./18.11.2008Mr. Pulz

� 0241 80 27388

V6 24./25.11.2008Mr. Ivanescu

� 0241 80 20394

V7 01./02.12.2008Mr. Quick (fir)

� 0241 47705-425

V8 08./09.12.2008Mr. Helmig (fir)

� 0241 47705-435

V9 15./16.12.2008Mr. Deutskens

� 0241 80 27380

V10 05./06.01.2009Mr. Kuhlmann

� 0241 80 28197

V11 12./13.01.2009Mr. Baumann

� 0241 80 28398

V12 19./20.01.2009Mr. Ziskoven

� 0241 80 27378

V13 26./27.01.2009Mr. Gaus

� 0241 80 28477

Technology Management II

Variant Management

Process Planning

Topic

Technology Management I

Product Planning & Engineering

Planning for Manufacture & Assembly

Production Strategies

Prozess Modelling

Operations Management

Materials Management

Lean Production - Production Systems

The Industrial History: From Taylorism To Virtual Factory

Buisness Modelling



Lecture 2

Glossary:

Differentiation: Competitive strategy to separate from competition by offering

“unique” services or “unique” products

Focusing (also specialisation): Competitive strategy to concentrate on market

niches such as certain buyer groups or a certain geographically restricted

market

Core competences: systems of companies’ resources and capabilities that are

valuable for customers and unique compared to competitors

Cost leadership: Competitive strategy to reduce (unit) costs of a product in

comparison to competing products/services

Market Pull: Product or process innovations starting from existing customer

needs and rather incremental technological improvements

Technique: material realization of a technology

Technology: Knowledge, facts and abilities for solving technical problems as well

as equipment and methods for the practical realization of scientific results

Technology platforms: concept of thought to support the build-up of strategic

success potentials. Starting from the operative capabilities and resources

over technological competencies and bundling into technological core

competencies

Technology Leveraging: Effect based on technology platforms to enlarge the field

of applicability of technological competencies

Technology Push: Product or process innovations based on existing

technological resources and often radical technological improvements



Lecture 2

Aim of this lecture:

Starting from the basics delivered in the firs t lecture, the second lecture focuses

on the elements of the technology management process.

Going through the process step by step, a clear picture of the tasks of technology

management and of the tools that can be used to fulfil them is drawn for the

students.

Additionally it is the goal of this second lecture, to enable the students to

understand how technology management works in corporate practice and

which are its benefits and its challenges. The presented tools are not shown

for academic reasons, they are rather meant to demonstrate the students

how the basic steps of technology management can be executed in a

company.



Lecture 2

Seite 5© WZL/Fraunhofer IPT

Structure

Introduction to Technology Management (TM 1)1

Technology- and Competitive Strategy (TM 1) 2

Process of Management of Technology3



Lecture 2

page 6© WZL/Fraunhofer IPT

TechnologyForecasting

TechnologyAssessment

TechnologyPlanning

TechnologyUsage

Corporate strategy

Corporate strategy

Process of Technology Management

Technology strategy

»Technology Push«

Competitive strategy

»Market Pull«

internaltechnology

competences

externaltechnology

potentials

market competition

Process of Technology Management:

The process of technology management is used for the operational realization of the goal of TM, which is to

steer the buildup and the usage of the technological potential of a company.

The proceedign in the process steps is determined by the two big influences competitive and technology

strategy, which are derivaed from a superior corporate strategy.



Lecture 2


Technology Forecasting

� Technology forecasting aimsat predicting

– Attractive new technologies

– Declining old technologies

– Expected discontinuities in

the development of technologies

faster than the competition in

order to be able to react to this

knowledge.

Phase model of Technology forecasting:

Determine requiredinformation

Obtaininformation

Analyse information

Communicateinformation

-Limit the search for information by

establishing search fields

- Select adequate sources of information

- Scanning

- Monitoring- Scouting

- evaluation and interpretation of results

- Consolidate redundant information

- Editing and documentation

(eg technology fact sheets)

- Communication of the results of the analysis

Quelle: vgl. Lichtenthaler 2003

Technology Forecasting:

The task of technology forecasting is to identify and to interpret technological signals in the surrounding

areas of the corporation in order to creat an informational basis for decisions about technological innovation

activities.



Lecture 2


Sources of information for Technology Forecasting

personal

expert networks

cooperating partners

activities of the competition

norms (DIN 8580)

Examples of usagefrom other areas

events / trade fairsliterature/ scientific magazines

universities/research institutions

suppliers

customers

patents

CommercializationDevelopmentPre-developmentBasic research

insecurity

time

internet

source: Keller 1997

Sources of Information:

The kind of sources of information that has to be selected depends largely on the maturity of a technology.

Especially pacemaker technologies (see Technology Life Cycle, slide 10) are often hasrd to judge, since

information is scarcely made public. Therefore the company needs a well working network with universities

and research institutions in order to identify even weak signals at an early stage.



Lecture 2


Acquiring information through Scanning, Monitoring und Scouting

Monitoring

Scanning

Scouting

Task AimPerspectiveObject

Technology-related

business environment

certaintechnology areas

certain

technology topics and knowledge carriers

Nondirectional and

unfocussed

source: Ashton/Klavans 1997

Overview of global

Technology trends

Directional and weaklyfocussed

Following the eventsin relevant fields of

technology

Assigned acquisition

of detailed technologyinformation

Directional and strongly

focussed

Scanning, Monitoring and Scouting:

The acquisition of information as a part of the process of technology forecasting consists of the steps

scanning, monitoring and scouting.

It is not enough only to watch well known developments closely (monitoring) if a comnpany does not

want to be surprised by sudden technological changes. A company also has to search a broad area for

technologies without focus (scanning = radar) in order to detect changes, that might only at a second

glance be important for them.

On the other hand, technological developments of the highest relevance for the company, which might

be coming from a well known group of competitors, universities or suppliers, have to be controlled with a

strong focus (scouting).

Redundant information is desirable during this phase! Only the very complete and sometimes multiple

sweeping of the search area is able to guarantee that no „white spots“ will stay undiscovered.



Lecture 2


Prediction methods of Technology Forecasting

quantitative

methods

explorativemethods

normative

methods

Type of methods methodsexplanation

The prediction of possible alternative developments

of technologies can be achieved by procedures of creativity techniques, complete structuring of the

problem and enumeration and / or through systematic

analogies

The prognosis of probable alternative developmentsof technologies extrapolates and combines past

trends into the future

Quelle: Peiffer 1992

Morphology

horizontal relevance tree

Delphi-Method

Extrapolation of trends

Regression

Life cycle analysis

Input-Output-Models

Scenario technique

Pattern-/ Profile-/ Seer-Method

Profile / Quest

Technology Assessment

The prediction of desired alternative developments of technologies defines the needed technological output

first. Then it deducts the conditions under which

present technologies will be developing towards thedesired future.

Technology Forecasting:

Technology Forecasting uses as well weak as strong signals as its input. The criterion for distinguishing

between weak and strong signals is the informational content of the recepted signal.

The content of information in strong signals is that high, that the type of chance or menace, the scope and

the timing of the impact on the company as well as the appropriate reactive strategies together with their

consequences can be guessed.

Weak signals are on the other hand carrying such a small content of information that they can be

itnerpreted in different ways and that the decisions that are deducted from them have a high insecurity.

The time between the first reception of a signal and the moment when it has an impact on the company is

often that short for strong signals, that the company is unable to react before it is too late. Therefore, the

early detection of weak signals plays a very important role – time is the most important strategic factor for

success ( Ansoff 1980).

A very useful supplement to the identification of weak signals is a problem-related inside-out monitoring with

a problem-unrelated outside-in exploration.

The problem-related inside-out monitoring searches the technological environment systematically for

developments and events, that indicate relevant changes to the usage potential of the technologies that are

being used in the strategic business areas or by competitors.

The problem-unrelated outside-in exploration tries to identify trends in the entire technological environment

in order to use impulses from technology fields that were so far not relevant to the company and the sector.

Such a combined proceeding allows on one hand the full utilization of the existing knowledge and

experiences about used technologies and enables on the other hand the use of entirely new, unexpectedly

emerging technological innvoations (Wolfrum 1991).



Lecture 2




TechnologyPlanning

TechnologyUsage

Corporate strategy

Corporate strategy


Technology strategy

»Technology Push«


»Market Pull«

internaltechnology

competences

externaltechnology

potentials

market competition








Lecture 2


Technology Assessment

Problem� »How can certain technologies contribute to the

success of my company?«– Increasing complexity and number of technological

alternatives

– Insecurities / discontinuities in the technological environment

Targets� Evaluation of the overall performance potential of (new)

technologies� Priorization of technological alternatives regarding

importance and applicability for the company

Methods� Life cycle models and S-curve concepts

� Portfolio approach� Evaluation approaches from decision theory (eg cost-

benefit analysis)

Technology Assessment:

The technology assessment is used for the analysis and priorization of technologies, which were in the

forecasting identified as possibly relevant for the company. Often alternative technologies are compared

using certain criteria that have to be determined in advance.

Typically, Portfolio techniques or cost-benefit analyses are used during this phase. Technology Portfolios

are used for the visual, two-dimensional representation of results. With them actions to be suggested for

upcoming technology decisions can be deducted and easily communicated.



Lecture 2


Lifecycle of a technology

source: Bullinger 1994

Life cycle phases

Uncertainity about technological capabilities

Investments in tech. development

Width of potential application areas

Type of requirements for the development

Impacts on cost / performance relationship

Number of patents/ typeof patents

Entrance barriers

availability

Level of realization of

competitivepotential

time

Pacemaker technologies

keytechnologies

Basictechnologies

displacedtechnologies

emergence growth maturity seniority

Indicatorshigh

low

unknown

scientific

secondary

increasing, conceptpatents

Scientific abilities

Very limited

medium

maximum

large

Usage- oriented

maximum

high, productrelated

Human resources

restructuring

low

low

established

Usage- oriented

marginal

decreasing, process related

licenses

marktorientiert

very low

negligible

decreasing

Cost oriented

marginal

Know-how

high

Technology Life Cycle:

The life cycle model according to Arthur D. Little says that a technology with increasing level of realization

of the competitive advantages is going through the four phases emergence, growth, maturity and seniority.

Categories of technologies can be assigned to every phase dependent of the level of competitive

advantage.

Pacemaker Technologies are Technologies, which probably will have a strong market position in the

future and will assure high long-term benefits for the participating companies.

Key Technologies, which are already established in the market, give the companies that employ them

stron competitive advantages.

Basic Technologies are technologies that have been established in the market for a while and need to be

employed by companies in order to hold their market position, without offering them significant advantages

Displaced Technologies are technologies that have almost completely been suppressed by superior

substituting technologies



Lecture 2

McKinsel S-Curve Concept:

The goal of the S-Curve model is the early identification of technology jumps and the decision, when a

change to a new technology is necessary. Furthermore the size of the expected R&D budget should be

predicted , which corresponds to the phases of the technology lifecycle.

For this, substitution between technologies is made visible by showing the capabilities (or some other value

like experience or R&D efforts) of different technologies over time in a coordinate system. In most cases a

S-shaped line for the capability over time of a technology will become visible, which shows that every

technology eventually reaches a physical barrier for ist capabilities.

The s-shaped line can be separated into three phases:

Phase 1 (emergence) includes the selection of business areas and the deduction of normative strategies.

Phase 2 (maximum growth) is characterized by a rising rate of innovation and of R&D efforts that are

needed to access markets

Phase 3 (maturity) consolidates the market position with sinking innovation rate and R&D budget

If Technologies that are substituting at some time are depicted in the chart with their S-curve,

Technology jumps from A to B can be identified. This means for example that technology A is already in ist

mature phase and that further R&D investments cannot increase ist capabilities significantly and only lead

to a very short-term competitive advantage. Technology B on the other hand offers a large potential for

growth and is therefore very suitable for technology jumps for the enterprise.


McKinsey‘s S-Curve-Concept

accumulated R&D effort

Perf

orm

an

ce o

f th

ete

ch

no

log

y

mature technology

A

physical barrier for the old technology

B

physical barrier for the new technology

substituting technology

Que

lle:

vg

l. K

rubasik

1982



Lecture 2


Bet Draw

Cash-in Fold

Importance of

the technology

relative technology position

R&D

spending

Number of

patentsworkforce

Creation of

value

Changerate

market

attractivity

Bet

Draw

Cash-in

Fold

F&E effort

OptimalArea

Portfolio technique by Booz, Allen & Hamilton

source: vgl. Servatius 1985

Recommended Action*:*Wording in analogy to Poker game

Portfolio technique by Booz, Allen & Hamilton:

In the Portfolio Technique by BA&H technology investments are linked to the corporate strategy.

Relevant technologies for each business area are listed and sorted into the portfolio. The goal is to find

out priorities for investments based on the technological situation in the business area.

The analysis is being done in 4 steps:

1. Estimation of the technological basic postition

2. Development of a technology portfolio

3. Integration of technology- and corporate strategy

4. Deduction of priorities for technology-investments



Lecture 2


marketattractivity

technologyattractivity

BC

Atechnologypriority

market-

priority

D

Portfolio technique by McKinsey

Recommended Action:

A Defensive usage of R&D

B Aggressive usage of R&D

C/D Selective usage of R&D

source: Wolfrum 1991

relative market position rel. technology position

Portfolio Technique by McKinsey:

The strategic decisions are dealing with setting accents for the long term R&D in dependance of the

sorrounding conditions, that a company or part of a company has to deal with. For this, long term

prognoses are needed and technology portfolios have to be conceived. Portfolios are two dimensional

Charts that show a variable that is influenced by the company on one and a variable the is influenced by

the company‘s environment on the other axis.

The Portfolio Variant developed by McKinsey tries to depict the grade of the realization of potentials of

products and production processes quantitatively. This is based on the S-curve concept, according to

which the capabilities of a technical system are progressively rising towards a determined level

comparable to a logistic growth curve. The comparison and combination of technology and market

portfolio into one single integrated portfolio allows the analysis of technology-strategic considerations.

The proceeding for development of the technology portfolio is separated into four steps:

1. Identification of important technologies

2. Classification of technologies into the technology portfolio

3. Classification of business areas into the market portfolio

4. Combination into an integrated portfolio and deduction of R&D-needs



Lecture 2


Technology life cycleR

ela

tive

Tech

no

log

y p

osit

ion

Acqui-sition

Ratio-nalisation

With-drawal

Ratio-nalisation

Coope-ration

presence Leader-ship

focussing

Pre-sence

acquisition

rationalisation

cooper-ation

Focus-sing

Leader-

ship

weak favorable strong

weak

favo

rab

lestr

ong

Technology postition

Co

mp

eti

tive

po

sit

ion

weak favorable strong

weak

favo

rab

lestr

ong

Technology

position

Co

mp

eti

tive

po

sti

tio

nTechnology portfolio according to Arthur D. Little

weak

favo

rab

lestr

ong

emergence growth maturity

The diameter of the

circle represents the

size of R&D investments

in technologies

increasingR&D risk

source: Wolfrum 1991

Portfolio technique according to Arthur D. Little:

The goal of the portfolio technique according to ADL is to deduct technology strategies, while taking into

account that technology and business cycles are not running congruently. An analysis of technology and

business positions of the strategic business areas and of the progression of the technologies‘ and business

areas‘ lifecycles is used as basis for the decision between technology-strategic options.



Lecture 2


Select

Invest

Disinvest

high

medium

low

low medium high

Resource strength

Strength of know-howFinancial strength

Bild 18

Technology portfolio according to Pfeiffer

Attractivity of

the technology

Relevance of the

need for the technology

Relevance of

technology potential

source: Pfeiffer 1987

Technology portfolio according to Pfeiffer:

This techniques takes as well the emergence cycle which is situated prior to the market cycle as the

monitoring cycle into account for the process of strategic analysis over the two dimensions attractivity of

technologies and strength of resources. This is based on the assumption that, with a tendency towards

expanding emergence cycles and in the meantime contracting market cycles, the innovator can always

abtain a signifcantly higher market share than the imitator. Therefore it is recommended to invest early into

relevant technologies and to follow a pioneering strategy.



Lecture 2




TechnologyPlanning

TechnologyUsage

Corporate strategy

Corporate strategy


Technology strategy

»Technology Push«


»Market Pull«

internaltechnology

competences

externaltechnology

potentials

market competition








Lecture 2


Technology Planning

Problem

� »When and with which technology do we want to make /

equip our products?«

Goals

� Coordination of future products and adecquate

technologies

� Determination of core technologies (core competences)

� Deduction of need for technologies

� Make-or-Buy Decisions

Proceeding and Methods

� Roadmapping

� Technology Calendar

Technology Planning:

Technology Planning determines which technologies will be used at what time for the making or the

equipment of future product generations and how these technologies can be acquired.



Lecture 2


Method of technology calendar

Quelle: vgl. Schmitz 1996

TE

CH

NO

LO

GY

PR

OD

UC

T

A

B

CB2

DD2

D1

I

A

2007 2008

II

D

2006

Products / Components

Product- und Productiontechnologies

Products and

product

components of

the company

Time-related

coordination as main element

Required

product and

process

technologiesand needed

development

� Assignment of products

and technologies

� 6-phased proceeding

model

– Analysis of the situation

– Product analysis

– Search for alternatives

– Creation and reductionof variations

– Assessment and

determination of strategies

– Activity program

B

C

time

Technology calendar:

An example technology calendar is shown to the right. It consists of two roadmaps: The product or product

component roadmap on the top and the technology roadmap at the bottom. The timing-related

interdependences between products and technologies become visible by a combined presentation of both

roadmaps.



Lecture 2


Practical Usage of the Technology Calendar: factors for successPreparation� Early clarification of goals and purpose of usage

Acquisition of data� Most difficult and work-intensive phase

� Internal and external sources have to be used

Criteria for assessment� Cannot be definde universally, but have to be specified separately

for each company

Communication� Clarify early what will be done with the results, who receives

access, how information will be disseminated to whom

� > 50% of the required content is available internally

Basis for the decision� 80/20 rule: It is impossible to take everything into account

� The economic risks can be reduced, but not eliminated

Factors for success when using the Technology Calendar:

This slide shows factors for success, which have in practical usage proven to be central to the successful

usage of the Technology Calendar.

Explanation of the 80/20 rule: This rule states that 80% of all results can be produced with 20% of the

overall effort, while the last 20% of results require a relatively high effort of 80%.

Therefore it is not efficient to pursuit the perfect solution, but the focus should according to the 80/20 rule be

on „good enough“ results.



Lecture 2


Possible sources for the acquisition of technologies

� Own research and development

� Cooperations / joint development teams

� Technology networks

� Joint Ventures

� Subcontracting of research and development tasks

� licensing

� Buying technology (patents etc.)

� Acquisition of companies in possession of technologies

� Acquisition of experts

Internal sources of technologies(»Make«)

External sourcesof technologies (»Buy«)

Hybrid sources

of technologies

Quelle: vgl. Koruna 1998

Sources for technologies:

Technology sources can be classified into two basic categories:

Internal sources for technologies are a company‘s own research and development, from which

technologies can emerge.

External sources for technologies are knowledge carriers external to companies like competitors,

technology experts or universities which can be subcontracted for R&D or bound to the company with

lasting relationships.

A mixture of both are hybrid sources – technologies are developed in cooperation with external knowledge

carriers.



Lecture 2


Deduction of the acquisition plan and selection of sources of

technology

Make-or-buy decisions respecting

� Technical and economic chances and risks

� Efforts and timing aspects

� Existing competences and goals

»Make«

Decision mostly in case of…

� Technical feasibility of the development

� Willingness to take high risks

� Company internal competence regarding the

field of technology

� High competitive relevance of the technology

� Corporate goal to be a technology leader

»Buy«

Decision mostly in case of…

� Low Willingness to take risks

� Missing capacities

� Missing competences regarding the field of

technology

� Low competitive relevance of the technology

� Corporate goal to be present in the

technology area

source: vgl. Koruna 1998, Brodbeck 1999

Make or Buy:

The decision to make means that internal sources for technologies will be used.

The decision to buy means that external sources will be used.



Lecture 2


Technology

Forecasting

Technology

Assessment

Technology

Planning

Technology

Usage

Corporate strategy

Corporate strategy


Technology strategy

»Technology Push«


»Market Pull«

internal

technology

competences

external

technology

potentials

market competition








Lecture 2


Possibilities for internal and external Technology Usage

� Usage in products and processes

� Using synergies with other technologies

� Protecting technologies by adequate protective measure

� Licensing to companies from other sectors or selected

competitors

� Licensing to set industry standards (eg JVC: licensing of

production licenses for VHS video)

� Spin-off companies

� Selling technologies

Internal TechnologyUsage (»Keep«)

External TechnologyUsage(»Sell«)

source: Brodbeck 1999

Technology Usage:

Technologies can be used internally and/or externally.

Decisions about the usage of technologies are aiming at the optimal usage of theoretical capabilities of

technologies.

In doing so the benefit of a technology can be maximised by giving up the right for an exclusive usage in

order to achieve a broader dissemination of the technology. A typical example for this is JVC‘s agressive

licensing of their VHS video technology in the eighties which aimed at suppressing the technically superior

video standard Video 2000.



Lecture 2


Exklusive Technology Usage will be endangered by theft of Know-how

and pirate products

picture: Werner Fischdick picture: Shaw 2005

Aircraft components

� Partnair Flight 394, Oslo -

Hamburg: Crash after losingtail unit

� cause: fake screws and

sleeves

� 55 deaths in crash

� Bankruptcy of airline(Partnair)

Machinery and industrialequipment manufacturing

� Flow International: Leading

the world market in water-jetcutting technology

� Estimated losses caused byproduct and brand pirating: 10-15% of revenue

Pharmaceutical Industry

� Novartis: fake pills made of

boric acid, floor wax and

yellow paint for highwaymarkings

� Fake malaria pills in Africa

� 3.000 death victims

picture: Flow International

Consequneces of product piracy:

Affected companies have to deal with losses of revenue and return (dropping prices, loss of market

shares) and damages to their image (company/brand). Furthermore lawsuits for failing products or product

components that are imitations can be dangerous to the company because it is in the case of failure the

company‘s duty to prove that a product was an imitation.

For the whole society and economy the consequences as well as for companies and individuals can for

example be deaths (pharmaceutical industry, airplane crash) or company bankruptcies.



Lecture 2


In addition to the well known legal measures numerous other

protective measures for technologies exist

Legal Measures

Strategic Measures

Complementary

Competences

Technology

Know-how

Imitation Barriers

Strategic measures

� Lead Time

� Competitor Outpacing

� Parallel Market Entrance

� Release Management

� Contingenting

ComplementaryCompetences

� Extended Service

� Operator models

� Integration of value

creating steps

� selling product bundles

Imitation Barriers

�Enclosure of know-how:

- Microchip-coding

- Selfdestructive

mechanisms

�Complexity of product

�Technology based

financial barrierrs:

- Manufacturing

processes with high

financial expense

�Nondisclosure:

- „Chinese Walls“ in thedevelopment

- „Dumb“ suppliers

Four pillars of technology know-how protection:

1) Strategic measures: competitive and market strategic measures

2) Imitation barriers: technologic measure which inhibit the imitation of products or critical parts

3) Complementary Consequences: Extension of the value creation chain with hard to imitate or cost-

intensive areas (operator models, extended service, integration of central suppliers…)

4) Legal measures: patents, utility patents, design patents, brands

Explanation of terms:

Lead Time: time advantage until first emergence of competitive products

Release Management: periodical market introduction of new products (especially with incremental

innovations)

Competitor Outpacing: perfecting lead time and release management with the goal to avoid parallel

market phases with imitators

Chinese Walls: Strict division of information between different areas



Lecture 2


Example: De-Standardisation

�Usage of non-standard parts

�E.g.: Usage of bearings in tooling machines that are not

available from catalogue

High tech, complex bearings(Technological Barrier)

� Need for specialized lubricants, which are sold

exclusively

� A product pirate cannot build or buy the bearings

Bearings with non-standard size

� A product pirate will buy bearings from the catalogue

and mount them with a slight slackness

� Small exactitude of the guiding, wearout, failure of

the product!

Catalogue product

Non standard

Notizen:



Lecture 2

Final statement:

The lecture explained the most relevant steps of the process of technology

management:

First of all, it was explained how technology forecasting works and which sources

of information and tools it can use. In addition, the very important tasks of

Scanning, Monitoring and Scouting were explained.

Secondly, it was shown how technology assessment analyzes and evaluates the

capabilities of a technology, and which tools and methods it uses for this. Due to

their industrial relevance, the focus was on portfolio techniques and on lifecycle

and S-curve concepts.

Regarding technology planning, the important tool of the technology calendar

was demonstrated and it was explained how it can be used in industrial practice.

Finally, the process step of technology usage was explained and it was shown

how a strategy for keeping or selling technologies can be derived, using certain

tools to protect from product piracy.



Lecture 2

Questions:

Of which steps does the process of technology management consists and to

which external influences is it subject?

Which are the tasks of technology forecasting and why are they important?

Which sources of information are there for technology forecasting and whey are

they relevant at different times of technology development?

What is the difference between scanning, monitoring and scouting and why are

all three of them highly relevant?

Which type of prognosis is relevant for which signal?

What is the life cycle concept used for? What are its phases and what are the

differences between them? Which examples can you imagine?

What is the S-curve concept used for?

How is the performance of a technology measured?

Why do you find the accumulated R&D effort on the axis and not the time?

Which different types of portfolios do you know? What are the differences

between them and what are their pros and cons?

Which decisions have to be taken in technology planning and what role does it

play in a company?

How does a technology calendar work and what success factors are there for its

usage?

How can a reasonable make or buy decision be taken?

Which external sources for technologies are there and when should they be

used?

Which possibilities are there for the internal and external usage of technologies

and What are their pros and cons? Which examples can you imagine?

Which countermeasures for product piracy do you know of?



Lecture 2

Literaturverzeichnis

Zitierte Literatur:

Binder, V.; Kantowsky, J.: Technologiepotentiale – Neuausrichtung der Gestaltungsfelder des

Strategischen Technologiemanagement. Wiesbaden: DUV, 1996.

Eversheim, W. / Schuh, G.: Betriebshütte – Produktion und Management. Springer- Verlag.

Berlin, Heidelberg, New York. ISBN 3-540-59360- 8. 1996

Brockhoff, K.: Forschung und Entwicklung. Oldenbourg Verlag. München. ISBN 3-519-06367-0. 1994

Porter, M.: Wettbewerbsstrategie (Competitive Strategy). Campus Verla. Frankfurt a.M., New York. ISBN 3-593-33266-3. 1997

Wolfrum, B.: Alternative Technologiestrategien. in: Zahn, E. (Hrsg.): Handbuch des Technologie-

Managements. Schäffer-Poeschel. Stuttgart. 1995

Gerpott, T.: Strategisches Technologie- und Innovationsmanagement. Schäffer-Poeschel.

Stuttgart. 2005

Lichtenthaler, E.: Technology Intelligence – Improving Technological Decision-Making. in: Tschirky, H.; Jung, H.-H.; Savioz, P. (Hrsg.): Technology and Innovation

Management on the move. Orell Füssli Verlag AG. Zürich. 2003

Porter, M.: Wettbewerbsvorteile: Spitzenleistungen erreichen und behaupten. Campus Verlag.

Frankfurt a.M. 1986

Ashton, W.B.; Klavans, R.A.: Keeping Abreast of Science and Technology: Technical

Intelligence for Business. in: Columbus, OH: Battelle Press. 1997

Keller, G.: Erstellung eines Informationsquellenmix zur Beschaffung von strategischen

Informationen für die Technologiefrühaufklärung. Projektarbeit ETH Zürich. 1997

Peiffer, S.: Technologie-Frühaufklärung. Steuer- und Wirtschaftsverlag. Hamburg. 1992

Bullinger, H.-J.: Einführung in das Technologiemanagement. B.G. Teubner. Stuttgart.1994

Eversheim, W.: Innovationsmanagement für technische Produkte, Berlin: Springer. 2002

Servatius, H.-G.: Methodik des strategischen Technologie-Managements. 2. Aufl., Berlin: Schmidt, 1985

Wolfrum, B.: Strategisches Technologiemanagement. Gabler Verlag. Wiesbaden. 1991

Pfeiffer, W.: Technologie-Portfolio zum Management strategischer Zukunftsgeschäftsfelder.

Vandenhoeck & Ruprecht. Göttingen. 1987

Schmitz, W.: Methodik zur strategischen Planung von Fertigungstechnologien – Ein Beitrag zur Identifizierung Innovationspotentialen. Diss. RWTH Aachen, 1996

Koruna, S.M.: Externe Technologie-Akquisition. in: Tschirky, H.; Koruna, S. (Hrsg.): Technologiemanagement. Orell Füssli Verlag. Zürich. 1998

Brodbeck, H.: Strategische Entscheidungen im Technologiemanagement. Orell Füssli Verlag. Zürich. 1999



Lecture 2

Weiterführende Literatur:

Booz, Allen & Hamilton (Hrsg.): Integriertes Technologie und Innovationsmanagement. E.

Schmidt Verlag. Berlin. 1991

Bullinger, H.-J. et al.: Innovations- und Technologiemanagement. In: Eversheim, W.; Schuh, G.:

Betriebshütte. Produktion und Management. Berlin: Springer, 1999.

Bullinger, H.-J. et al.: Forschungs- und Entwicklungsmanagement. In: Eversheim, W.;Schuh, G.:

Betriebshütte. Produktion und Management. Berlin: Springer, 1999.

Müller-Stewens, G.; Lechner, C.: Strategisches Management. Wie strategische Initiativen zum

Wandel führen. Stuttgart: Schäffer-Poeschel, 2001.

Pfeiffer, W.; Weiss, E. (Hrsg.): Technologie-Management: Philosophie, Methodik, rfahrungen. (Reihe: Innovative Unternehmensführung; Band 17). Göttingen: Vandenhoeck &

Ruprecht, 1990.

Specht, D.; Möhrle, M. (Hrsg.): Gabler Lexikon: Technologie-Management. Management von

Innovationen und neuen Technologien im Unternehmen. Wiesbaden: Gabler, 2002.

Spur, G.: Technologie und Management. Zum Selbstverständnis der Technikwissenschaft.

München: Hanser, 1998.

Wolfrum, B.: Strategisches Technologiemanagement. 2. Aufl., Wiesbaden: Gabler, 1994.

Zahn, E.: Handbuch Technologiemanagement. Stuttgart: Schäffer-Poeschel, 1995.

Ansoff, H. I.: Strategic Issue management. Strategic Management J. 1. S. 131-148 1980

Mueller-Stewens, G.; Krystek, U.: Frühaufklärung für Unternehmens. Stuttgart: Schaeffer-Poeschel. 1993

Peiffer, S.: Technologie-Frühaufklärung. Hamburg: S+W Steuer- und Wirtschaftsverlag 1992

VDI Technologiezentrum (Hrsg.): Technologiefrühaufklärung. Stuttgart: Schaeffer-Poeschel

1992

Ford, D./Ryan, C.: Taking Technology to Market, in: Harvard Business Review, 2, S. 117-126,

1981.

Pfeiffer, W./ Metze, G./ Schneider, W./ Amler, R.: Technologie-Portfolio zum Management strategischer Zukunftsgeschäftsfelder. Göttingen: Vandenhoeck & Ruprecht, 1982.

Heitzsch, J.-U.: Multidimensionale Bewertung alternativer Produktionstechniken. Ein Beitrag zur technischen Investitionsplanung. Diss. RWTH Aachen, 2000.

Schmitz, W.: Methodik zur strategischen Planung von Fertigungstechnologien – Ein Beitrag zur Identifizierung Innovationspotentialen. Diss. RWTH Aachen, 1996

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