‘Doen waar we goed in zijn’
Jeroen de Groot
Surface Mount Technology
2
Our heritage 1/3 1990 1982
1983
1984
1985
1983: AAA is formed
1986
1987
1988
1989
1991
1987: Start collaboration with Yamaha
1983: The MCM-I
1986: The MCM-VI
1987: The MCM-V* / VII
1989: The MCM-VIII
1983: The MCM-II is launched
1982: The MCM-III is launched
1984: The MCM-IV
3
Our heritage 2/3 2000 1992
1993
1994
1993: The FCM is born
1995
1996
1995: ACM is introduced
1993: The FCM-I
1997
1998
2001
1997: FCM-II & TriScan are introduced
1997: The FCM-II
1995: The ACM
1999
1997: TriScan
1997: The FCM-Multiflex
2000: The ACM-Micro
4
Our heritage 3/3 2000 2001
2002
2002: The AQ-I
2003
2004
2004: The AQ-2
2005
2006
2006: The AX-501
2003: The AX-3
2006: The AX-301
2003: The AX-5
2006: The AX-201
2007
2008
2010
2009
2011
2010/2011: The iFlex
2009: The TPR on AX-501
2007: The AX Tray handler
5
Assembléon Single Pick Single Place The only high speed Single pick – Single Place system (1 head for component range 01005 – 45 x 45mm2)
No impact at pick
Constant monitoring
No impact at place Closed loop placement force 6
Roadmapping helpt ons te Focussen en keuzes te maken
PRODUCTS
CURRENT
FUTURE
MARKET KNOWLEDGE
MARKET EVOLUTION
INTERACTION and CHOICES
TECHNOLOGIES
TECHNOLOGY FORECASTING
TECHNOLOGY PLANNING
TIME
Source: Pieter Groenveld & Ben Bles, PATO Business roadmapping course, 2009
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De markt begrijpen
“If you can, be first. If you can’t be first, create a new category in which you can be first.” Al Ries and Jack Trout, The 22 Immutable Laws Of Marketing (1994)
Productie trends en uitdagingen End Product Trends •
Convergence of functions
•
Handheld, lighter, smaller
•
Shorter lifecycles and more models
Manufacturing challenges •
High market volatility • Need to produce to order • Need to scale up and down swiftly
•
Diversity • Fast change over
•
Seasonality • Capacity adaptability • Product mix (e.g. dual lane)
•
Fast reaction time • Ease of use, New Product Introduction * mass production • Up time / reliability • Serviceability
•
From equipment to full line concept (balanced capacity)
Technical application requirements •
Increasing component density • Smaller components (range 0201, 01005) • Functional Integration • Thinner components • Stacked components
•
Increasing power density • Passive cooling • Low power design • Long life batteries
•
More processing power & memory • Logic / memory stacks • More ICs • More (flash) memory
9
Waarde keten verschuivingen Electronics Production Value Chain Semicon (high accuracy)
•
Electronics Materials Rev=$107Bn, GM=40% Wafer Level Processing
Active Components (Integrated circuits etc.) Rev=$257Bn, GM=40%
IC Assembly Services (attaching an IC to a package) Rev=$13Bn, GM=17%
Wire Bonding
•
Flip Chip Stacking
Flip Chip
Module Manufacturing
Passive Components Rev=$213Bn, GM=25%
•
POP Manufacturing
•
01005 (0.4 x 0.2mm components) 0201 (0.6 x 0.3mm components)
Electronics Production (Printed Circuit Board Assembly) Rev=$166Bn, GM=6%
Finished Equipment Rev=$1,285Bn, GM=30%
•
AX Hybrid
iFlex AX
•
Increased demand for high accuracy PCB assembly due to: • Increasing demand for miniaturization (smart phones etc.) • Limitations in size decrease for chip production (Moore’s law) Traditional PCB producers are not skilled and organized to meet demand for high accuracy production Semicon companies are moving into the field of SMT with high detail module production Modules are supplied to traditional PCB assemblers for end-product assembly Assembléon's portolio fits well with the Semicon industry demand for high accucay SMT equipment Semicon industry offers better margins and long term supplier relationships based on joint development and product roadmaps
Common SMD
SMT (low accuracy)
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Waarde voor de klant: Value drivers EoU (Ease of Use): Property that enables the use of a solution without having to overcome a steep learning curve. (Intuitive operation, no training required, Chinese farmer)
ACap (Application Capability): Capability to produce all required products (Component, Feeding, Board, Force, Accuracy range)
PQ (Process Quality): Perfect products, perfect process control (Quality, DPM levels, Errors, Force Control, Repeatibility)
Pred (Predictability): Ability/need to predict output over multiple products/lines (Perfect optimizer, guaranteed output over applications, minimize risk in change overs, derating (output vs comp. size), feedback loop)
Flex (Flexibility): High-mix environment capability (NPI (online), ramp-up, debugging, dynamic scheduling, react on feedback)
PO (Price / Output): Integral Price/Output ratio on line level CO (Cost of Operation): Yearly costs associated with running a production line/machine (Energy, compressed air, maintenance, repair, consumables)
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Weten met welke technische competences je het verschil maakt “a core competence is a bundle of skills and technologies that enables your company to provide certain advantages for customers“ Prahalad
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Schematisch beeld Pick en Place machine
Robot
Placement Head
PCB Transport
Component Feeding
Component Alignment
Base
Board Alignment
“Hoge kwaliteit en nauwkeurigheid gecombineerd met hoge snelheid, terwijl kritische procesparameters beheerst blijven”
X X X X X
Component feeding technology
Placement head technology
Placement process optimization
Error budgetting & reliability
X X X X X X
X X
Substrate handling technology
X X X X X X X
Image acquisition technology
Base Transport Placement robot Placement heads / nozzles Component feeding Vision (BA / CA) Software
Systems architecture
Modules
Key technologies
Modules versus key technologieen
X
X
“Hoge kwaliteit en nauwkeurigheid gecombineerd met hoge snelheid, terwijl kritische procesparameters beheerst blijven”
X X X X 14
Conclusie • Begrijp de markt. Wat zit er echt achter de trends? Wat gaat er gebeuren? Vertrouw niet op marktgroei voor omzet, marge of winstgroei • Wat voor een soort bedrijf zijn wij? ̶
̶
Eigen core competences: waar maken we echt het verschil mee? Herkennen klanten, partners en eigen medewerkers dit? Dus niet waar we goed in willen zijn… Kies een organisatie vorm die hierop aansluit – bv. samenvoeging Marketing en R&D
• Gezamelijke taal creeeren waarmee we kunnen bevestigen dat wij, de klanten en onze partners hetzelfde bedoelen • Kiezen: wat gaan we op basis van onze eigen competences zelf doen? Waar hebben we partners voor nodig? Wat doen we dus niet • Leg de keuzes vast in een roadmap voor jezelf en je partners 15
