Project: DAS photonics - Universidad Politécnica de Valencia

Project: DAS photonics

Description of the company• What does it do?DAS Photonics S.L. is a spin-off company from theValencia Nanophotonics Tecnology Center (NTC),Universidad Politécnica de Valencia, whose mission isto exert the European leadership in photonictechnology and system development in the areas of:• Defense and Security• Avionics• Satellite• Telecommunications

Description of the company• Localisation :

Description of the company• History:“Market needsproducts…Not only basetechnologies”Javier Martí in 2005

Description of the company• History:Why don´tcreate a newcompany?

Description of the company• History:Then they started to offerreal solutions totechnological problems.

Description of the company• Objectives:To offer photonic devices and systems thatmassive production companies don´t designWhy?Because they can´t offer such low prices asthem

Description of the company• What can photonic devices offer us?WeighSizeSpeedPowerneeds

Works and services offered to clients1.Digital ReceiversBased on proprietary photonic technology, high performance Digital Receiversdeveloped at DAS Photonics go far beyond the performance of their electroniccounterparts in terms of bandwidth, dynamic range, …These devices offer extremely interesting applications, especially in the fields ofelectronic warfare and next-generation Ultra Wide Band (UWB) networks.

Works and services offered to clients2.Optical BeamformingOptical beamforming networks for phased-array antennas that exploit advantages ofphotonic technology (such as large bandwidth, fast beam switching, low size andweight, low power consumption, immunity to EMI and high parallelism) todynamically reconfigure their radiation patterns.Several prototypes (hybrid and integrated) have been developed, based on opticaldelay lines and photonic integrated devices.This kind of antennas is extremely attractive for satellite applications, as well as forhigh-resolution radar systems.

Works and services offered to clients3.Radio-over-fiber links for remote antennasHigh-performance optical links (high SFDR, low loss,large bandwidth) for interconnecting:•central and remote units in radar systems andelectronic warfare receivers•central stations and base stations for the distibution ofmicrowave signals (WiMAX, UMTS,...) intelecomunication access networksThese optical-fibre links soften the localizationrequirements of the radiating elements and processingand frequency-converting systems, so that the opticalfibre transports the signals on the frequency bands thatare received (or transmitted) directly from theantennas.Their main application fieds are telecom, highresolutionradar systems and electronic warfare.

Works and services offered to clients4.Photonic nanostructuresSpecific designs of nanostructures manufactured on diverse materials(semiconductors, polymers, metals,…) for applications of wavelength filtering, slowwaves, high-dispersive elements, coupling optimization and adaptation of refractiveindexes,…These nanostructures are of special interest for optical sensors and photonicprocessing devices.

Works and services offered to clients5.High-performance telecommunication systems and devicesInnovative cutting-edge-technology systems and devices oriented towardstelecommunication applications, both at the core network and the access segment.Our designs encompass products at system level as well as the fabrication ofcomponents and devices for third-party products, through extensive expertise onfields such as microwave photonics, high-speed optical processing andmicro/nanofabrication technologies and processes.

Works and services offered to clients6.Optical InterconnectsDAS Photonics develops optical solutions for interconnecting electronic systems atvery high speed, based on different photonic technologies, oriented towards multipleapplication scenarios (board-to-board, system-to-system,…).Advanced computing, storage networks, or space systems are examples of the widerange of applications targeted by these Optical Interconnect technologies.

Description of the company• Organization structure:Director : Javier MartiTOTAL:30 peopleDefenseAvionics3 divisions+Operation responsible+Technology OperatorSatelites

Description of the company• Competitors:Selex (Italy)+Thales (France)

10 Operations Management Decisions• Let's see how the company works:

Goods & service design• Das photonics works in theconception of components to deliverto clients (which are not commoncustomersbut companies).• These components are used fordefense, satelites and other very highlevel telecommunication areas.• For that reason, they have to be todesign the smallest possible and theirweight is to be the lightest possible.• Most of the time, light is used to• Most of the time, light is used tovehicule this information. (light hasno weight!)

• Quality is the top priority ofDas phontonics.• The reason is simple, not onlyhas the customer to besatisfied, but also any smallerror could lead to themalfunction of thecomponent.• Due to the sectors in whichdas photonics works, whichare defense, security and fibretransmission, the quality is ofthe upmost importance.Quality

Process & capacity design• The company is still growingactually.But due to its recentcreation, process and capacity designare still evolving and not really longtermsituations at the moment.This year: 1 Mi €• Yet, different areas have their properscientist. An interview of one of themenlighted this question:– The company works with aperpendicualar system. Imaginetwo rows, one vertical andhorizontal. One is of thedecisions and the other oftechnologies. The intersection ofthem makes the company works.

Location selection• The company is located in thebest area of Valencia, in Spain.• They are in the university ofpolytechnica of Valencia andlinked to some other nanotechnologycompanies.• As it is growing, recruting somepotencial and talented newworkers is also a priority. Andstudents as of those from Telecoare first choices.

Layout design• The layout design has not changed since the begining and can be asubject of interest.• The blue color evocates the future and technologies.• The design of their website is clear and easy to use. As their componentshave to be.• Futhermore, their name Das Photonics is enough to guess that they areworking on light use, the area of future.

Human resource and job design• Starting firts with 5 peopleas a project, Dasphotonics has suceeded ingrowing quickly.• In only 3 years (from 2005to 2008), more than 20people have arrived. Allqualified and young anddynamic.

Supply-chain management• Das Photonics is its own distributor• Yet It also uses its link with thenanotechnologic center to create newcontracts

Inventory• Das photonics does not need alot of raw materials: Theircomponents have to be smalland the lightest possible.• As a consequence, verypreciserobots, of the area ofthe nanotechnlogy, areneeded and are furnished bySpain.• Optical systems to transportlight among materials are alsoimportant.

Scheduling• This is the strong point of DasPhotonics.• Using its perpendicular system,projects are created, proposedand accepted.• Their high investment in R&Dallows them to make somediscoveries, and to propose themin the correct area.• An example is the discovering of• An example is the discovering ofinvisible materials which can beused in defense.

Maintenance• Maintenance is not a problem for das photonics.• On the left hand, they are evolving very importantly and they keepgetting bigger. They received a price for "Emprededor en Telcos"last year.• On the other hand, their investment in R&D is going higher everyyear and shows how powerful this company is getting.

Quality ToolsBrainstorming&Ishikawa diagram

Quality ToolsThe most useful tools are:1. Brainstorming2. The Ishikawa diagram (or fishbone diagramor also cause-and-effect diagram)

1. BrainstormingQuality Tools1. Is a group creativity technique designed to generate a large number ofideas for the solution to a problem. The method was first popularized inthe late 1930s by Alex Faickney Osborn, an advertising executive and oneof the founders of BBDO, in a book called Applied Imagination. Osbornproposed that groups could double their creative output by using themethod of brainstorming.2. Is widely used, but there is limited agreement on the detail of how it is tobe done. The name is often used for a general collection of thoughtswithin a group, whether it is creative or simple collation of known facts.Selection, often through Voting, is also often considered to be a part ofBrainstorming.

Quality Tools1. Brainstorminga) Useful situationes:• when new ideas are required, to generate a large list ofpossibilities,• when a solution to a problem cannot be logically deduced,• when information about a problem is confused and spreadacross several people, to gather the information in one place• The creative synergy of a Brainstorming session is also usefulin helping a team bind together

Quality Tools1. Brainstormingb) Steps of using brainstorm:• Start with a clear and open statement of the problem that you want to address.• Appoint a facilitator to organize and run the Brainstorming meeting. Look for a person who isskilled in facilitating, who has no strong opinions about the problem and who the potentialBrainstorming group will respect in that role. If possible, also appoint a recorder.• Form a group of between five and eight people who may contribute to the problem. Look forcomplementary, rather than supplementary knowledge, to allow for the broadest range ofinputs. Try to avoid including people who may antagonize or inhibit one another.• Lay out the meeting room with participants facing one wall, on which is a whiteboard orflipchart.• In the meeting, the facilitator focuses the group by describing the four rules of Brainstorming( No criticism or debate, The sky is the limit, Quantity rather than quality, Mutate andcombine),• Start generating ideas, making sure that everyone can contribute.

Quality Tools1. Brainstormingb) Steps of using brainstorm:• As the ideas are suggested, the recorder writes each one down on the whiteboard or flipchart, so thatthey are all in full view of the participants.• Ways to regenerate flagging ideas include:– Build a private list of ideas beforehand, and dip into it when ideas run out or get stuck in a rut.– Stop for a while, and just look at the ideas generated so far.– Take a break. Rest the mind.– Have a 'wild idea' session, where the main objective is to come up with outlandish ideas.– Improve on promising ideas by talking about, 'What I like about this idea ... '.– Use one or more of the variations, below.• When there are no more ideas to add, discuss the listed ideas, looking to identify the better ideas ratherthan eliminating those which are not so good. The ideas can be reviewed in the light of known constraints,such as time and cost, again looking positively for how they can be used within these constraints.• If there is no clear agreement on the best idea, or if there is any chance of participants being reticent,identify a voting system to decide

1. BrainstormingQuality Toolsc) Process of conducting a brainstorming session:

1. Brainstormingd) Conclusion:Quality ToolsBrainstorming is a popular method of group interaction in botheducational and business settings. Although it does not appear to providea measurable advantage in creative output, brainstorming is an enjoyableexercise that is typically well received by participants. Newer variations ofbrainstorming seek to overcome barriers like production blocking and maywell prove superior to the original technique. How well these newermethods work, and whether or not they should still be classified asbrainstorming, are questions that require further research before they canbe answered.

The cause-and-effect diagram is :Quality Tools2. The Ishikawa diagram• a method for analysing process dispersion. The diagram's purpose is to relate causes andeffects. Three basic types: Dispersion analysis, Process classification and cause enumeration.Effect = problem to be resolved, opportunity to be grasped, result to be achieved. Excellentfor capturing team brainstorming output and for filling in from the 'wide picture'. Helpsorganise and relate factors, providing a sequential view. Deals with time direction but notquantity. Can become very complex. Can be difficult to identify or demonstrateinterrelationships.• the brainchild of Kaoru Ishikawa, who pioneered quality management processes in theKawasaki shipyards, and in the process became one of the founding fathers of modernmanagement. The cause and effect diagram is used to explore all the potential or real causes(or inputs) that result in a single effect (or output). Causes are arranged according to theirlevel of importance or detail, resulting in a depiction of relationships and hierarchy of events.This can help you search for root causes, identify areas where there may be problems, andcompare the relative importance of different causes.

a) Appearance:Quality Tools2. The Ishikawa diagramMost Ishikawa diagrams have a box at the right hand side in which is written the effect that is tobe examined. The main body of the diagram is a horizontal line from which stem thegeneral causes, represented as "bones". These are drawn towards the left-hand side of thepaper and are each labeled with the causes to be investigated, often brainstormedbeforehand and based on the major causes listed above. Off each of the large bones theremay be smaller bones highlighting more specific aspects of a certain cause, and sometimesthere may be a third level of bones or more. These can be found using the '5 Whys'technique. When the most probable causes have been identified, they are written in thebox along with the original effect. The more populated bones generally outline moreinfluential factors, with the opposite applying to bones with fewer "branches". Furtheranalysis of the diagram can be achieved with a Pareto chart.

Quality Tools2. The Ishikawa diagramb) Useful when:• investigating a problem, to identify and select key problem causes toinvestigate or address,• the primary symptom (or effect) of a problem is known, but possiblecauses are not all clear,• working in a group, to gain a common understanding of problem causesand their relationship,• we want to find other causal relationships, such as potential risks orcauses of desired effects,• in preference to a Relations Diagram where there is one problem andcauses are mostly hierarchical (this will be most cases).

c) Steps of introducing:Quality Tools2. The Ishikawa diagram• Form a small team of people to work on the problem. Ideally, their knowledge and skills will becomplementary, to give a broad but expert group. If it has not been already defined, meet first to definethe key symptom or effect of the problem under scrutiny. Aim for a brief, clear phrase which describeswhat is happening to what, such as, 'Low sales of MkII Costor'. Make sure that only a single effect isdescribed, as this may result in several sets of causes.• Write down the key effect or symptom at the center-right of the page (or whiteboard or flipchart, if youare doing it in a group), and draw a spine horizontally from it to the left.• Draw the main cause area 'ribs' (typically around four to six), one for each of what appears to be theprimary cause areas. If these are uncertain, then the 'Four Ms' (Manpower, Methods, Machines andMaterials) provide a good starting point, as illustrated in Fig. 1. In these gender-free days, an exactalternative is the four Ps (People, Processes, Plant and Parts).

c) Steps of introducing:Quality Tools2. The Ishikawa diagram• Use Brainstorming to build the diagram, adding causes or cause areas to the appropriate ribs or sub-ribs asthey appear.• If a cause appears in several places, show the linkage by using the same capital letter next to each linkedcause, as illustrated.• Beware of adding 'causes' which are actually solutions. These often are expressed as a negative; furtherconsideration may find a truer cause.• Beware also of things which are knock-on effects, rather than causes• Ways of finding more causes include: Keep asking 'Why?‘, Look at the diagram without talking. Look forpatterns, Take a break. Do something to take your mind off your current line of thought, Involve otherpeople, especially those who have expertise in the problem areas, Leave the chart on the wall for a fewdays to let ideas incubate and encourage passers-by to contribute.• Discuss why the found causes are there. Look for and circle key causes which require further attention.Avoid having too many key causes, as this may result in defocused activities. If there is no clear agreement,use a Voting system.• Consider the key causes again. Are any more important than others? If so, put a second circle aroundthem, or put numbers next to them to show their relative priority.• If necessary, gather data to confirm key causes are real, and not just assumed. Repeat the process asnecessary.• Plan and implement actions to address key causes.

d) To build successfully:Quality Tools2. The Ishikawa diagram• Be sure everyone agrees on the effect or problem statementbefore beginning.• Be succinct.• For each node, think what could be its causes. Add them tothe tree.• Pursue each line of causality back to its root cause.• Consider grafting relatively empty branches onto others.• Consider splitting up overcrowded branches.• Consider which root causes are most likely to merit furtherinvestigation.

Optical Ethernet AdapterDesign of a new good :

Design of a new good

Design of a new good

Transmitter : SLEDDesign of a new good

Design of a new goodReceiver : PIN photodiode

Design of a new goodWhich services willour new opticalcard provide?

DownloadDesign of a new good

Design of a new goodTv on pc and High definition TV

Video UploadDesign of a new good

VODDesign of a new good

VoIPDesign of a new good

GamingDesign of a new good

E-commerce

E-commerceCan we sell ourproducts all aroundthe World?

E-commerce• Thanks to e-commerce we can offer ourservices to customers that otherwise wouldn´tbe able to reach us.

E-commerce•It´s a great idea….It´s a great idea….But how does itwork?

E-commerce

Conclusions• Small companies like DAS photonics cansuceed but they need to create products thatothers don´t offer• They work over previous demand, so it´s veryimportant that customers get what theywanted• As there are very few workers they need tocooperate to create new products.• E-commerce can help small companies tobecome popular and increase sells.

Cuestions?

Project bibliography• Webs:www.dasphotonics.comwww.google.eswww.wikipedia.es• Videos:http://video.google.es/videoplay?docid=-6495793086073748338&q=das+photonics&total=5&start=0&num=10&so=0&type=search&plindex=1&hl=eshttp://video.google.es/videoplay?docid=-3896805254313361717&q=das+photonics&total=5&start=0&num=10&so=0&type=search&plindex=0&hl=eshttp://videos.orange.es/video/iLyROoaftwps.html%2520%2520