Hotel Taj Land's End,

Mumbai
17th & 18th
February 2005
conferences
Key benefits of attending this event:
Methods and processes for developing an explicit co-development strategy
Learn how to align expectations whilst building trust amongst partners
Gain insights on handling program management problems
Developing a well-integrated, cross-company project team
Selecting the right Information Technology Tools for collaboration
Maximise the potential for Product Innovation
Building effective executive leadership and program management
Benchmark on the implementaion of PLM tools for rapid product innovation and the
resultant ROI
Challenges of integrating internal and external teams and maintaining control over projects
Assess the role of change management for global competitiveness
Understand the practicality and potential of implementing TRIZ for product innovations
Discuss the critical issues facing public sector undertakings for collaboration
Analyse the challenges of intellectual property ownership during collaboration
2nd Annual Conference on Collaborative Product Development
Strategies for collaborative development for global competitive advantage
The critical success factor in competitive environment for manufactures is in new
product design and development. Collaborative developing products enables a
manufacturer to optimise their entire product lifecycle, reduces the time to market
Collaboration and outsourcing is gaining importance punctuated by the fact that many
automobile giants, IT and Biotechnology companies have set up their design and R&D
centers in India.
Your distinguished chairperson:
Bradford L. Goldense President & CEO
Goldense Group, Inc.
Your eminent panel of speakers:
Kjell Anderson GM, Product Development
VOLVO
C R Nanda DGM- Product Engineering Department
Bajaj Auto
Sam Burman Head - Future Vehicle Design
Ashok Leyland
Dr. Debashish Bhatacharjjee Chief R&D Services
Tata Steel
Andy Kalambi Vice President/Managing Director - Asia
Pacific
MatrixOne Asia Pte Ltd, Singapore
Dr. Krishnan Nair Managing Director
Magna Steyr
Vasudev Jagganathan GM R&D IDAM
Mahindra & Mahindra
Prof Apte
IIT Mumbai
Johan Langenbick Chief Operation Officer
Creax India
Ravi Arora Sr. Consultant
TQMS
Dr. Madan Mohan Rao Editor
KM Chronicles
Rommal Fernando Technical Manager- Automotive
UGS-India
" The onl y CONSTA NT
i n l i f e i s CHA NGE"
Featuring comprehensive case studies, in-depth analysis and
strategic insights from these leading organisations:
Goldense Group, Inc.
Volvo
Bajaj Auto
Ashok Leyland
Tata Steel
MatrixOne Asia Pte Ltd, Singapore
Magna Steyr
Mahindra & Mahindra
IIT Mumbai
Creax India
TQMS
KM Chronicles
James Champy
Workshop on Day Two :
18th February 2005
Your workshop leader:
Bradford L. Goldense
President & CEO
Goldense Group, Inc.
Media Partner
Gold Sponsors
Silver Sponsor
Platinum Sponsor
Endorser
SIAM
Day 1
Thursday 17th February 2005
Why you cannot miss this event:
With increasing pressure on companies to reduce cost and to bring innovative products
in the market with a shorter product lifecycle there arises a need for companies to
effectively collaborate - that is to develop effective links between suppliers, partners and
customers across geographic boundaries for developing new and innovative products.
As global manufacturers look upon India a part of their global souring strategy there is
an increasing need for suppliers to have more responsibilities in terms of value added
services such as R&D design and testing. India serves as the ideal choice for a low cost
component manufacturer, having a highly qualified manpower that serves as a key
advantage. Multinational companies over the last few year having been investing in
having their R&D centers in India for the very same reason.
Impact of WTO & regional FTA
These trade agreements offer an equal opportunity for global expansion and at the
same time a huge threat for those companies that would not be able to adapt to the
changing environment. For Survival and growth the biggest factor would be the ability
of organisations to collaborate effectively. Interest in collaborative product development
has grown rapidly amongst Indian corporate during the past few years. When done
right, collaborative product development benefits both consumers and developers. It
enables companies to quickly arrive at more innovative products at a lower cost and a
faster development time frame. Yet many organisations are dissatisfied with their ability
to collaborate. The focus of the conference is examining critical success factors for
effective collaboration and increase product innovation through better collaboration
with partners, suppliers and customers.
Who should attend
Heads, Vice-Presidents, Directors, General Managers, Managers and Specialists of:
Research and Development Chief Technology Office
Engineering Procurement
Projects and Operations Engineering
Product Innovation Business Technology
Process Development Design and Development
From the following industries:
Auto, Auto Ancillary, Manufacturing and Heavy Engineering
Morning Plenary Session
0830 Registration & Morning Coffee
0900 Opening address from the Chairperson
Bradford L. Goldense President & CEO
Goldense Group, Inc.
0915 Session One
Challenges and Issues in Collaborative Product Development
Data Reliability & Understanding: Data Controls, Knowledge Building, Roles
& Functions in Understanding & using Technology.
Control: Data Transfer, Communication, Security & Cost.
TRUST: Dependency, Integration of Internal & External Teams.
MANAGEMENT: Change, Distribution, Team Performance
C R Nanda
DGM, Product Engineering Department
Bajaj Auto
1015 Session Three - Case Study
Collaborative Product Development at VOLVO -Supplier
Involvement in Product Development (SIPD)
Involving the supplier in concept development
Joint development of features list and specification
Early involvement , increasing potential of innovation
Interaction - not outsourcing
Kjell Anderson GM, Product Development
VOLVO
1100 Morning refreshments
1115 Session Four
Change Management for Collaborative development
For collaborative product development to be successful it is imperative for
employees be tuned to the new functional methods and environment.
There needs to be change in the work environment perception of being a
manufacturer to that of a partner which can innovate and be flexible to
the new business environment. This presentation focuses on the
organisational change management needs to have a successful CPD in
place.
Sam Burman Head, Future Vehicle Design
Ashok Leyland
1200 Customer focused Collaborative Product Development
Product Lifecycle Management software applications have emerged as a
key enabler for Customer focused Collaborative Product Development . The
presentation will discuss the role of PLM in supporting strategic business
goals and objectives, while focusing on the critical success factors for
successful deployment and effective use. It will discuss the challenges and
issues faced in PLM and the technologies, processes and best practices that
can help address the same
Rommal Fernando Technical Manager- Automotive
UGS-India
1300 Networking luncheon
1400 Collaborative Product Lifecycle Management: Towards
Design for Excellence
Evolution of PLM
Elements of PLM system
Collaborative engineering
Issues in product lifecycle and how to consider them to design excellent
products
Prof Ravi
IIT Mumbai
1445 Enterprise Deployments and Change Management
The successful implementation of technology for collaboration requires
participation and active support from ground up. Often the IT solutions
deployed is not exploited to the fullest capacity. This presentation focuses
on:
Approaches to enterprise deployment
Deployment stages
Planning and execution
Ensuring buy in from the employees
Training and learning stages
Speaker to be advised
1530 Afternoon refreshments
Stream Two
Innovation Management
1400 Product Innovation through TRIZ
Using TRIZ for innovative solutions to engineering problem
Dealing with psychological inertia
Ideation
TRIZ Tools
Prof Apte
IIT Mumbai
1445 Extended Session:
Systematic innovation for the automotive industry
Systematic Innovation Method
Predicting the future through Functionality and Evolution trends and
patent research
Innovation Study - Problem Solving - Process innovation & Cost
cutting - Solution Marketing - Patent related projects
Workshop Systematic Innovation for Future Mobility
Case studies : These would consists of 20 min of presentation followed
by 10 mins of discussion.
Innovation Study on the windscreen wiper
Problem solving of condensation on a car window
Predicting the future of the airbag through patent research
Johan Langenbick Chief Operation Officer
Creax India
1730 End of day one
1545 Collaborative data management during R&D, engineering
and supply chain & maintaining confidentiality
Seamless flow of data is of paramount importance for success of
collaborative partnership, this presentation focuses on:
Seamlessly exchange of data for product design
Plans, structures and maintenance.
Maintaining confidentiality at all stages
Vasudev Jagganathan GM R&D IDAM
Mahindra & Mahindra
1630 Effective organisation structure for collaboration
Overcoming challenges of integrating team members onto a
collaborative framework
Reworking in house roles and responsibilities
Case study : Effective organisational structures
1730 End of day one
I would like to thank everyone who has helped with the research and organisation of
this event, particularly the speakers and their staff for their support and commitment.
Abidali Dossa, Conference Producer
Day 2
Friday 18th February 2005
Register Now
Contact Marketing at marcus evans
Tel: +603 2723 6611
Fax: +603 2723 6622
Email: monas@marcusevanskl.com
marcus evans reserves the right to change the venue of, or speakers at the conference should circumstances require. marcus evans
0800
0900
Registration and morning coffee
Opening & welcome remarks by the chairperson
Bradford L. Goldense President & CEO
Goldense Group, Inc.
1045 Morning refreshments
1315 Networking luncheon
0915 Session One
Customer centric Collaborative Product Development Strategy
Defining and implementation plan between the design and manufacturing
partner
Selecting the best collaborative engineering techniques to extract value
from the extended enterprise
Selecting the best design processes reuse
Creating synergy between engineering and IT
Dr. Debashish Bhatacharjjee Chief R&D Services
Tata Steel
1000 Session Two
Cultural issues in Managing Multilocational Teams
The globalisation of business has generated numerous opportunities and
challenges because of cultural differences. These differences are often
magnified when two cultures are involved in a collaborative effort. To create
an effective product development team, cultural differences must be
considered and addressed. This presentation will discuss:
Overcoming cultural barriers of a multicultural team
Understanding and managing cultural differences between companies
Developing an effective multinational, multi company team
Dr. Krishnan Nair Managing Director
Magna Steyr
1145 Session Four
Developing Communities of Practice for Collaborative Product
Development
Collaborative product development opens up a new range of challenges for
exchange of ideas between teams This presentation focuses on the best
practises world wide for developing inter and intra organisation communities
of practise
Dr. Madan Mohan Rao Editor
KM Chronicles
1230 Session Five - Case Study
Practical KM strategies for Manufacturing
Corporate wide KM Framework
KM and R&D
KM and IP management
Implementation challenges
Case Study: KM in manufacturing success factors
Ravi Arora Sr. Consultant
TQMS (Tata Quality Management Services)
Team Management for Collaborative Success
Workshop from 1400 - 1730
R&D Productivity
For the past fifteen years, industry has been working to remove the variability of
product development and to improve the predictability of research. The inherent
probabilistic nature of R&D, in contrast to the deterministic nature of operations
and transaction processing functions, is resulting in longer periods of time to
realize comparable levels of improvement. At the same time, the journey to make
R&D more effective and efficient has already resulted in great learning to
practitioners and to management alike.
Three primary subject areas will be addressed: R&D Processes, Intellectual Property,
and Measurement & Metrics. The evolution of R&D processes is now concluding
its second decade and there is perhaps a decade remaining before there will be a
"generally agreed best practice R&D process(es) across industry." The major steps
of the process maturity evolution will be highlighted and predictions of what
remains to be done will be offered. The focus will be on process design and
quality which is the key driver of quality product designs. Mastery of Intellectuall
Property [IP] is becoming an increasingly important issue as improvements in R&D
processes are resulting in increased collaboration and outsourcing and therefore
complexity by competing companies and countries. Industry is learning that the
outsourcing of operations and transaction functions is easy in contrast to
outsourcing invention and design. Selected findings from recently published
primary research from Goldense Group, Inc.'s [GGI] 2004 Biennial Survey will be
presented on "IP Process" and "IP Tools & Systems." Today's R&D IP practices will
be summarized along with selected remaining and challenging IP issues. In
conclusion, you get what you measure. Measurement both drives what to
improve and records what has been improved. Metrics are integral to success.
Key components of robust measurement frameworks and the components of the
set of measures used by R&D organizations will be outlined. Commonly used
measures for projects and for measuring R&D as a whole, based on GGI's primary
research conducted in 2000 and 2002 will be listed and discussed in their order of
popularity. The evolution of proactive and predictive measures that will ultimately
drive and lead to R&D process maturity will provide a glimpse of the future.
R&D Productivity: Process Robustness
Historical perspectives of sequential to collaborative
Business costs driving change & new management science
Process design & evolution
Innovation activities & mindsets
Outsourcing has just begun
Process maturity is not just for software
R&D Productivity: Intellectual Property
IP decision processes, practices, & people
IP tools & systems
IP issues & mountains
Relative maturity of product vs. IP practices
R&D Productivity: Measurement & Metrics
Dashboards, scorecards, & frameworks
Sets of metrics for R&D
Commonly used project metrics
Commonly used corporate overall metrics
Proactive, predictive, & re active metrics
Measurement maturity
Bradford L. Goldense President & CEO
Goldense Group, Inc.
About the Gold Sponsor
MatrixOne, Inc. is a recognised leader in delivering collaborative Product
Lifecycle Management (PLM) solutions. We provide flexible solutions that
unleash the creative power of global value chains to inspire innovations and
speed them to market. MatrixOne's customers include global leaders in the
aerospace and defense, automotive, consumer products, high technology, life
sciences, machinery, and the process industries, including Agilent Technologies,
General Electric, Honda, Johnson Controls, Philips, Procter & Gamble, Siemens,
and Toshiba. MatrixOne (www.MatrixOne.com) is headquartered in Westford,
Massachusetts with locations throughout North America, Europe, and
Asia/Pacific.
About the Media Partner
InnovAsia provides independent intelligence and research on emerging
technologies across Asia. InnovAsia is a major initiative from INSEAD, the only
top-tier business school with a full campus in Asia. In addition to engaging
INSEAD's extensive faculty, alumni and research network across the region,
InnovAsia and its partners monitor technology incubators, research labs and
entrepreneurs clubs in major Asian cities.
1100 Session Three
Accelerating your Return on Innovation
Companies invest upto 7% of their revenues in furthering innovation.
However the success rate of innovation is low due to improper prioritization of
projects, inadequate visibility of projects, misalignment of products with
customer needs, not leveraging global resources, disconnected suppliers and
regulatory compliance issues. Leading companies like GE, Porsche, Nokia are
harnessing the power of innovation to build sustained competitive advantage.
This session explores how these companies are optimizing their PLM practices
to achieve outstanding returns.
Andy Kalambi Vice President/Managing Director - Asia Pacific
MatrixOne Asia Pte Ltd, Singapore
About the Endorser
Society of Indian Automobile Manufacturers (SIAM) Society of
Indian Automobile Manufacturers (SIAM) is the apex Industry body representing
36 leading vehicle and vehicular engine manufacturers in India. SIAM provides
an important channel of communication between the Industry and the
Government, National and International organisations. The Society formulates
rules, regulations and policies related to the industry. SIAM has been striving to
keep pace with the socio-economic and technological changes shaping the
Industry and endeavours to be a catalyst in the stronger development
Automobile Industry in India.
About the Gold Sponsor
UGS is a leading global provider of product lifecycle management (PLM) software and
services with nearly 4 million licensed seats and 42,000 clients worldwide. Headquartered
in Plano, Texas, the company promotes openness and standardization and works
collaboratively with its clients in creating enterprise solutions enabling them to transform
their process of innovation and thus begin to capture the value of PLM. For more
information on UGS products and services, visit www.ugs.com