SIMOGGA - Think Bigger

Ideas worth nothing
only the execution counts
AMIA Systems, Lean facility layout
Spin-off from the Université Libre de Bruxelles
Emmanuelle VIN, CEO
M: +32 479 727 905
[email protected]
Abdelkrim BOUJRAF, Sales & Marketing
M: +32 497 480 970
[email protected]
Drootbeekstraat 13
Brussels 1020, Belgium
www.amia-systems.com
17/11/2015
AMIA Systems’s team
• Civil Engineer in Electro mechanics
(ULB)
• “Ecole Centrale de Paris”
• Author of the code in SIMOGGA
Objective :
• Make a bridge between research
and industry
Emmanuelle VIN, Ph.D.
• Consultant for EU for 15 years
• Master in IT & Human Sciences
• MBA from Solvay Brussels School
• Software engineer
• Join the team during the Spin off
in Brussels
• R&D, CAD, Security, Support
Abdelkrim BOUJRAF, MBA.
Co-founder, Sales &
Marketing, IT
Philippe VAN DAMME
Co-founder, Software
Engineer
Managing Director, Founder
• Software Engineer
• Software Engineer
• R&D, CAD, Support
• R&D, CAD, Support
Philippe VAN DAMME
Adrianna DOMANOWSKA
Sengul DEMIR
Software engineer
Executive Assistant
Co-founder, Software
Engineer
2
• Executive assistant
Think Bigger is an event organized for entrepreneurs
who are eager to grow their startup.
Some of the topics include
• Complexities, barriers and hoops
• How to create the best team for the
best results
• How to turn social media into your
semi-automated HR recruiter
• Strategy – how Business Model
Canvas will prepare you for the
growth
• HR matters & how to get your first
employees on board
• How to establish your business in
Belgium – Banking perspective
3
“Ideas worth nothing, only the execution
counts”
by Abdelkrim Boujraf owner of “AMIA Systems” a company staying at
Startit@KBC in Brussels
The journey to build AMIA Systems, a spin-off of the “Université Libre de
Bruxelles”: “From an invitation to look at an unexpected challenge to the
creation of company”
WORKSHOP II.3.1 STARTUP TESTIMONIAL
4
① Who we are?
AMIA Systems is spin-off from the “Université Libre de Bruxelles”
“ AMIA Systems helps managers
to visualize, quantify and optimize the operations
of their maintenance site or production plant using SIMOGGA
solutions ”
5
Everything starts in a garage?
Courtsey: Wikimedia
https://upload.wikimedia.org/wikipedia/commons/b/b7/HP_Garage_in_Silicon_Valley.jpg
6
Start as a freelance? In a co-working space?
Courtsey: KBC Brussels
7
Start from a university? “Université Libre de Bruxelles”?
Courtsey: ULB
https://www.ulb.ac.be/campus/solbosch/img/A1.jpg
8
Revise a factory layout
START FROM AN IDEA OR FROM SOMEONE
ELSE NEED?
9
Why reviewing your factory layout ?
Traffic  congestion, delays…
10
SIGGA : Résultats finals
Trafic intra-cellulaire
29 machines 10104 solutions
100
100
95
90
90
80
85
70
HeurRP
80
60
GGACF
75
50
GGARP
SIGGA
HeurCF
40
70
0
20
40
60
80
100
0
30
60
90
120
Temps (Sec)
Itérations
Résolution simultanée
50 sec . - 100% - 57gén.
Résolution séquentielle avec
heuristique
152 sec . - 97% - 100 gén.
Résolution séquentielle avec
algorithme génétique
15608 sec. - 83,3% - 100 gén.
11
199 sec .- 94% - 100 gén.
4356 sec. - 100% - 67gén.
150
You end up with a PhD titled “Genetic Algorithm Applied
to Generalized Cell Formation Problems”
12
Crazy men believe in you and push you to get a grant
13
Spin-off in Brussels – X-SIMOGGA (1.0) Planning
Bimensuel (départ sept. 2010)
9
11
1
3
Développement X-SIMOGGA
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Interface + Logiciel de visualisation
Validation chez un industriel
Etude de marché
X
X
5
7
9
11
X
X
X
X
1
3
5
7
X
X
X
Positionnement stratégique
Plan d’action
Recherche de partenaires et clients
Exécution du plan de lancement
Formation
X
X
14
X
X
X
X
The one-woman-show starts. a hard journey?
15
Certain believes become dead-ends (2011)
Lean – Cellular
Logistics
AMIA Consulting
Humanitarian catastrophe
Humanitarian logistics
Traineeship
16
Planning 2012-2013
Mensuel (départ oct. 2012)
10
11
12
1
2
3
4
5
6
7
Recherche et développement
Développement X-SIMOGGA
Interface + Logiciel de visualisation
Validation auprès d’industriels
Business Plan
Marketing
Validation du Business Model
Recherche de partenaires
Constitution de l’équipe
Plan financier
Formation
17
8
9
Business model canvas (2012)
18
A first graphical User Interface is built
19
We move forward: Projet SOIB 2012-2013
Mensuel (départ oct. 2012)
10
11
12
1
2
3
4
5
6
7
Recherche et développement
Développement X-SIMOGGA
Interface + Logiciel de visualisation
Validation auprès d’industriels
Business Plan
Marketing
Validation du Business Model
Recherche de partenaires
Constitution de l’équipe
Plan financier
Formation
20
8
9
The branding (Nov 2013)
21
At the beginning was SIGGA…
Simultaneous Grouping Genetic Algorithm
Méthode de résolution efficace pour faire du regroupement cellulaire
Job shop
SIGGA
Ideal
process
Ideal
routing
Best
grouping
Très flexible mais ...
de nombreux encours, déplacements
Cellular shop
Flexibilité et efficacité
22
2011-2012 (2)
Un proof of concept validé
3500
50 min
3000
SIMOGGA GUI
Secondes
SIMOGGA Core
Command Line
Dassault, VISIO ...
Dassault, VISIO ...
2500
25 min
2000
1500
1000
8 min
500
0
SIMOGGA RPCF
Résolution multicritère
Application au Cellular Manufacturing
# opérations pour produire les pièces
SIGGA
Couche générique : résolution d’un double problème de
groupement
Librairie
R Library (GGA), C++
SIMOGGA LD V0
Model + Viewer + Controller
Création + Visualisation + Amélioration + Evaluation de solutions
23
2011-2012 (2)
Un proof of concept validé
Dassault, VISIO ...
SIMOGGA Core
Command Line
SIMOGGA RPCF
Résolution multicritère
Application au Cellular Manufacturing
SIGGA
Couche générique : résolution d’un double problème de
groupement
Librairie
R Library (GGA), C++
SIMOGGA LD V0
Model + Viewer + Controller
Création + Visualisation + Amélioration + Evaluation de solutions
24
2012-2013 (3)
Un proof of concept amélioré
SIMOGGA GUI
Dassault, VISIO ...
SIMOGGA Core
Command Line
SIMOGGA RPCF
Résolution multicritère
Application au Cellular Manufacturing
SIGGA
Couche générique : résolution d’un double problème de
groupement
Librairie
R Library (GGA), C++
SIMOGGA LD V0
Model + Viewer + Controller
Création + Visualisation + Amélioration + Evaluation de solutions
25
First customers!
26
Let’s come back to the business model canvas for a minute
BUSINESS MODEL CANVAS
27
Business model canvas
• The Business Model Canvas is a strategic management and lean startup
template for developing new or documenting existing business models.
• It is a visual chart with elements describing a firm's or product's value
proposition, infrastructure, customers, and finances.
• It assists firms in aligning their activities by illustrating potential trade-offs.
Source: Wikipedia - https://en.wikipedia.org/wiki/Business_Model_Canvas
28
Business Model (2012)
Research/Software
developments
Logistics
PME/freelance
soft. Sales to
partners / Sales
& marketing
Global businessto-business
customised
Production
cost reduction
(moves, lead
time…)
Lean/cellular
Industrial architects
/Design office /
Consultancy
Humanitarian
Axyom
Sales &
Marketing
New product
develop. / issue
patents
Outsourcing of a
temporary
problem
Researchers /
Logistics,
competences
Lean/Cellular
Industries Job
Shop
Sales competence /
software analyst –
programmers / project
managers
Forum - User
Groups
Logistique
Entreprises
Direct
Humanitarian
NGOs
Indirect through
partner network
Consultancy in
logistic
Customer
support
Software /
updates
developments
Consultancy in cellular
manufacturing, lean /
training
(In)direct software sales /
Software implementation /
support services
29
My position regarding business model canvas
•De facto a Lingua franca
•Very relevant and Too simplistic
•Anyone can fill it in a day in his room
•Give you a sense of false control, accomplishment
•Anyone becomes a “Business Model Canvas”
coach, trainer…
30
The theodorus fund
RAISING MONEY FROM AN INVESTMENT
FUND
31
Theodorus investment fund objectives
•The Theodorus investment fund has the objective to invest in the
spin-offs of the Université Libre de Bruxelles (ULB) in order to,
– maximize the value of the ULB research,
– allow young, talented researchers to develop high potential spin-offs,
– offer an attractive return on investment to financial investors and the ULB
•Expertise
– Life science
– Engineering technologies
32
Theodorus fund & Université Libre de Bruxelles, the
context
•Université Libre de Bruxelles
•Theodorus Success
– 41 spin-off
– Many spin-off’s operate without
Theodorus Fund investments
– 1 IPO – Bone Therapeutics
– 1 upcoming IPO at the NASDAQ
– ~10 MBOs or trade sales
33
Business Model Canvas (2013)
34
Once upon a time
CAD/CAM
1980
3D computer aided systems
(CATIA)
PLM, product life cycle management
PLM 2.0
2000
Manufacturing
2007
Collaboration with
customers
PLM + Internet
Analysis & Simulation
3D Modeling
Search Engine
Social Media
3D Visualization
• Complex databases
• Manipulate a tremendous amount of data
• Ability to design virtually any system (e.g. Boeing Dreamliner)
Optimization in manufacturing
–
36
For which kind of manufacturing companies?
Variability
Volume/Quantity
Customization
Standardization
AMIA
Projects
Job shop
Batch Process
Assembly line
Coutinuous Flow
Unique projects
Machining
Suppliers for
assembly lines
Assembly lines
Pipelines
Mass food industry
Candidate for Cellular layout
37
Case studies
Oil & Energy
Challenge:
Proposition of a cell
layout
Our mission
•
Process analysis
•
Highlight main flows
•
Revise suppliers
strategy
38
Case studies
Aviation
Functional Layout
(hall PPE)
•
Highlight main flows
•
Reduce by 85% the
product family mgt
•
Kilometers: – 32%
•
Quick wins 50 K€ /y
39
Case studies
Automotive
Assembly line with
supply management
40
•
Alternative layouts
•
Kilometers: – 9%
•
Quick wins 80K€/y
•
100 K€ /y if further
modifications
Testimonials
Mr. E. S. , Plant Manager Axle Plant (DAF Trucks N.V., Westerloo)
– Outcome of [SIMOGGA] model is in line with our gut feeling and has finalized a number of
discussions in the Axle plant.
– The model is very flexible in looking at various scenarios.
– Outcome is both logistic and financial.
– Solution can be presented in a visual way (in current factory lay-out).
– The investment in your model has payout on the short run.
Mr. G. B., Supply Chain Improvement (SONACA, Gosselies)
– [SIMOGGA] permet de détailler de manière mathématique les constats du terrain en terme
de quantification du flux
– Ce détail nous a donné une base de travail pour construire … [des] argumentations vers
l’atelier et le management,
– [SIMOGGA donne] une vue d’ensemble du problème de flux, [alors que l’on gère] beaucoup de
données.
41
AMIA Systems
Stratégie de commercialisation / channel
Consultants
AMIA Systems
SIMOGGA,
The facility layout tool
Excellence opérationnelle
Change management
Plannificateur industriel
Ventes
indirectes
AMIA Consulting
42
Competitors of SIMOGGA
Block diagram optimization
• FactoryOPT, Pfast
Cell optimization
• Software
– Impact (academic FR)
• Consultancy companies
– Geometric (DE),
Strategos (USA), Rockford Consulting (USA)
Academics
43
Accumulated Cash flow position
Cash Flow YoY
400K
200K
Year 1
-100K
Year 2
Year 3
Year 4
-100K
-150K
-200k
Cash Position
44
Year 5
Year 6
Year 7
Incorporation of AMIA Systems - 5 May 2014
45
Support around AMIA’s Team
• Board:
– Alain DELCHAMBRE – Former president of the Université Libre de Bruxelles
– Carl FRANSMAN – Former Senior VP PTC
– Nicolas CASULA – Theodorus Fund - Investment manager
– Nicolas DE SMET – Owner of an M&A boutique
– Olivier BELENGER – Theodorus fund - Director
• Investors: Fond Theodorus III dont :
• Advisors:
– Pascal Francq
– Véronique Dossogne - SIRRIS
46
Now you have to operate!
47
The real execution starts!
48
The hard thing about hard things, Ben Horowitz
•http://astore.amazon.fr/i14ynet-21
49
Inbound logistics
“Receiving, warehousing and inventory control of input materials”
•Depends on the business
–E-commerce
–Software development
50
Operations
•There is nothing such as Lean startup in the real
world!
“When you send a rocket to the moon, you have to
calculate precisely where it is at all times… Do you
make it to the Moon? To Jupiter?...”
51
Operations
Value-creating activities that transform the inputs into the final product
•“Make a lonely decision: Only the CEO has
comprehensive knowledge of the criteria, the
rationale for the criteria, all of the feedback from
interviewers and references, and the relative
importance of the various stakeholders.”
•“What are we not doing?”
52
Outbound logistics
Activities required to get the finished product to the customer, including warehousing,
order fulfillment
•Delivery of the product by transporters
•SaaS application available on Internet
53
Marketing & Sales
Activities associated with getting buyers to purchase the product, including channel
selection, ads, pricing
•“…conventional wisdom [from business people]
had nothing to do with the truth and the efficient
market hypothesis was deceptive…”
54
Marketing & Sales
•“Let’s build a lightweight version of the product…
Let’s acquire a company with a simpler
architecture… Let’s focus on service providers …
customers were buying [similar products types];
they just weren’t buying our product…”
•“I was like he had his own sales FBI”
55
Servicing
Activities that maintain and enhance the product’s value including customer support, repair services,
etc
•Helpdesk
•Service desk
•Forum
•Community based
56
Porter Value chain creation
57
Firm infrastructure
Activities such as finance, legal, quality management
•Accountancy
•Customer Relationship management
58
Human resources management
Recruiting, development, and compensation of employees
•“I was keeping everyone in high spirits by
accentuating the positive and ignoring the
negative. But my team knew that reality was
more nuanced than I was describing it.”
•“ If we lost a big prospect, the whole organization
needed to understand why, so that we could fix
the things that were broken in our products,
marketing and sales process”.
59
Human resources management
Recruiting, development, and compensation of employees
•Trust
–“If I trust you completely, then I require no
explanation or communication of your actions
whatsoever… if I don’t trust you at all, then no
amount of talking, explaining, or reasoning will
have any effect on me…”
•“A healthy company culture encourages people to
share bad news”
60
Human resources management
Recruiting, development, and compensation of employees
•“Managers must lay off their own people. They
cannot pass the task to HR…”
•“the reason that you have to fire your head of
marketing is not because he sucks; it’s because
you suck… executive firing is an
interview/integration process system failure…”
61
Human resources management
Recruiting, development, and compensation of employees
•“…Wrong advice that venture capitalists [in the
US] and executive recruiters give CEOs is to hire
someone “bigger” than required…you need to hire
the someone who can do the job for the next
eighteen months…”
62
Human resources management
Recruiting, development, and compensation of employees
•“Informing the board is tricky and many issues
can further complicate the task:
–This if the fifth…executive that you had to fire
–This is the third executive that you fired in this role
–…”
•“…you cannot let him keep his job, but you
absolutely can let him keep his respect”.
63
Human resources management
Recruiting, development, and compensation of employees
• “if we haven’t treated the people who were
leaving fairly, the people who stayed would never
have trusted me again”
64
Research & Development
R&D, process automation, technology development supporting the value-chain activities
•Use case: e-commerce website
•Source code versioning
•Project management
65
Our environment: Major trend in Industry
①
AMIA Systems
Autonomous
Robots
Big Data
Simulation
Augmented
Reality
System
Integration
Industry
4.0
Additive
manufacturing
Internet of
Things
Cloud
Cybersecurity
http://www.aethon.com/
Procurement
Purchasing the raw materials and other inputs used in the value-creation activities
•Why do one buy iPad, MacPro, iPhone?
67
General Presentation
AMIA Systems, Lean facility layout
Spin-off from the Université Libre de Bruxelles
Emmanuelle VIN, CEO
M: +32 479 727 905
[email protected]
Abdelkrim BOUJRAF, Sales & Marketing
M: +32 497 480 970
[email protected]
Drootbeekstraat 13
Brussels 1020, Belgium
www.amia-systems.com
17/11/2015
① Who we are?
AMIA Systems is spin-off from the “Université Libre de Bruxelles”
“ AMIA Systems helps managers
to visualize, quantify and optimize the operations
of their maintenance site or production plant using SIMOGGA
solutions ”
69
①
SIMOGGA Solutions
AMIA Systems
• SIMOGGA Layout design:
– A solution applying material-flow optimization through Cellular Manufacturing
methods; a key enabler of increased production speed and flexibility while reducing
the capital requirements
• SIMOGGA Planner:
– An Advanced Planning & Scheduling solution to optimize your goals, with limited
resources under constraints
• SIMOGGA Appliance:
– Deliver the Overall Equipment Efficiency (OEE) using the Manufacturing Execution
Systems (MES) giving Shop floor transparency based on real-time, objective data
collected from the machines
70
② Why reviewing your factory layout ?
Traffic  congestion, delays…
71
③ Customer pain:
How do I get the most efficient layout ?
Technics used in the past
72
③ Customer Pains
Today’s technics for a Visualization,
Quantification and Optimization of a facility layout
Visualization
Interactivity
with VISIO
With magnet
SIMOGGA
Quantification Layout Design Intelligence
With simulation
With Excel
73
AMIA Systems helps to improve
your facility layout
Functional
layout
SIMOGGA
Cellular layout
74
④
Proposition
Lean
Manufacturing
⑤ Our solution: SIMOGGA,
intuitive factory lay-out optimization software
SIMOGGA is a graphical material’ handling system enabling all the actors
in the factory (1) to visualize, quantify and optimize the layout (2) based
on a global flow analysis (3) using a small amount of data built on
SIMOGGA’s optimisation algorithm
75
75
View Video
SIMOGGA Layout Design helps you to create
the best layout . . .
MP
Traffic
Solution
Analyze factory flows at macro level
PF
Make a flow analysis without cultural,
historical or technical constraints
M1
MP
M6
⑤
M2
Raw Material
Cell
M5
M3
M2_1
M5
M2
M4
M6
M4_1
M3
Load
Machine
Color = Type
M4
PF
76
M1
Finished products
SIMOGGA Planner – Today’s technics to Visualize,
⑤
Quantify and Optimize the schedule and the planning
Magnetic Planning
Boards
Collect data
from the field
Project management
software
SIMOGGA
Planner
77
Advanced
Planning & Scheduling
Solution
⑤
SIMOGGA Planner – Advanced Scheduling & Planning
• OPTIMIZE YOUR GOALS
– Maximize happiness of employees and customers
– Maximize profit
– Minimize your ecological footprint
• WITH LIMITED RESOURCES
– Assets such as machines, buildings, vehicles
– Employees
– Time
– Budget
• UNDER CONSTRAINTS
– Working hours
– Skills and Affinity
– Logistics conflicts
78
Solution
Reference customers
Automotive
Transportation
Aviation &
Aerospace
Oil & Energy
Machinery
Mining & Metals
Pharmaceuticals
Defense
79
Questions & Answers
Thank you for your attention
Dr Ir Emmanuelle VIN, Founder & CEO
M: +32 479 727.905
[email protected]
www.amia-systems.com
linkedin.com/company/amia-systems
twitter.com/amiasystems
Blog amiasystems.wordpress.com
Abdelkrim BOUJRAF, Sales & Marketing
M: +32 497 480 970
[email protected]
Drootbeekstraat 13
Brussels 1020, Belgium