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 the
Valencia Nanophotonics Tecnology Center (NTC),
Universidad Politécnica de Valencia, whose mission is
to exert the European leadership in photonic
technology and system development in the areas of:
Defense and Security
Description of the company
• Localisation :
Description of the company
• History:
“Market needs
products…Not only base
Javier Martí in 2005
Description of the company
• History:
Why don´t
create a new
Description of the company
• History:
Then they started to offer
real solutions to
technological problems.
Description of the company
• Objectives:
To offer photonic devices and systems that
massive production companies don´t design
Because they can´t offer such low prices as
Description of the company
• What can photonic devices offer us?
Works and services offered to clients
1.Digital Receivers
Based on proprietary photonic technology, high performance Digital Receivers
developed at DAS Photonics go far beyond the performance of their electronic
counterparts in terms of bandwidth, dynamic range, …
These devices offer extremely interesting applications, especially in the fields of
electronic warfare and next-generation Ultra Wide Band (UWB) networks.
Works and services offered to clients
2.Optical Beamforming
Optical beamforming networks for phased-array antennas that exploit advantages of
photonic technology (such as large bandwidth, fast beam switching, low size and
weight, low power consumption, immunity to EMI and high parallelism) to
dynamically reconfigure their radiation patterns.
Several prototypes (hybrid and integrated) have been developed, based on optical
delay lines and photonic integrated devices.
This kind of antennas is extremely attractive for satellite applications, as well as for
high-resolution radar systems.
Works and services offered to clients
3.Radio-over-fiber links for remote antennas
High-performance optical links (high SFDR, low loss,
large bandwidth) for interconnecting:
•central and remote units in radar systems and
electronic warfare receivers
•central stations and base stations for the distibution of
microwave signals (WiMAX, UMTS,...) in
telecomunication access networks
These optical-fibre links soften the localization
requirements of the radiating elements and processing
and frequency-converting systems, so that the optical
fibre transports the signals on the frequency bands that
are received (or transmitted) directly from the
Their main application fieds are telecom, highresolution radar systems and electronic warfare.
Works and services offered to clients
4.Photonic nanostructures
Specific designs of nanostructures manufactured on diverse materials
(semiconductors, polymers, metals,…) for applications of wavelength filtering, slow
waves, high-dispersive elements, coupling optimization and adaptation of refractive
These nanostructures are of special interest for optical sensors and photonic
processing devices.
Works and services offered to clients
5.High-performance telecommunication systems and devices
Innovative cutting-edge-technology systems and devices oriented towards
telecommunication applications, both at the core network and the access segment.
Our designs encompass products at system level as well as the fabrication of
components and devices for third-party products, through extensive expertise on
fields such as microwave photonics, high-speed optical processing and
micro/nanofabrication technologies and processes.
Works and services offered to clients
6.Optical Interconnects
DAS Photonics develops optical solutions for interconnecting electronic systems at
very high speed, based on different photonic technologies, oriented towards multiple
application scenarios (board-to-board, system-to-system,…).
Advanced computing, storage networks, or space systems are examples of the wide
range of applications targeted by these Optical Interconnect technologies.
Description of the company
• Organization structure:
TOTAL:30 people
Director : Javier Marti
3 divisions
Operation responsible
Technology Operator
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 the
conception of components to deliver
to clients (which are not commoncustomers but companies).
These components are used for
defense, satelites and other very high
level telecommunication areas.
For that reason, they have to be to
design the smallest possible and their
weight is to be the lightest possible.
Most of the time, light is used to
vehicule this information. (light has
no weight!)
• Quality is the top priority of
Das phontonics.
• The reason is simple, not only
has the customer to be
satisfied, but also any small
error could lead to the
malfunction of the
• Due to the sectors in which
das photonics works, which
are defense, security and fibre
transmission, the quality is of
the upmost importance.
Process & capacity design
The company is still growing
actually.But due to its recent
creation, process and capacity design
are still evolving and not really longterm situations at the moment.
This year: 1 Mi €
Yet, different areas have their proper
scientist. An interview of one of them
enlighted this question:
– The company works with a
perpendicualar system. Imagine
two rows, one vertical and
horizontal. One is of the
decisions and the other of
technologies. The intersection of
them makes the company works.
Location selection
• The company is located in the
best area of Valencia, in Spain.
• They are in the university of
polytechnica of Valencia and
linked to some other nanotechnology companies.
• As it is growing, recruting some
potencial and talented new
workers is also a priority. And
students as of those from Teleco
are first choices.
Layout design
• The layout design has not changed since the begining and can be a
subject of interest.
• The blue color evocates the future and technologies.
• The design of their website is clear and easy to use. As their components
have to be.
• Futhermore, their name Das Photonics is enough to guess that they are
working on light use, the area of future.
Human resource and job design
• Starting firts with 5 people
as a project, Das
photonics has suceeded in
growing quickly.
• In only 3 years (from 2005
to 2008), more than 20
people have arrived. All
qualified and young and
Supply-chain management
• Das Photonics is its own distributor
• Yet It also uses its link with the
nanotechnologic center to create new
• Das photonics does not need a
lot of raw materials: Their
components have to be small
and the lightest possible.
• As a consequence, veryprecise robots, of the area of
the nanotechnlogy, are
needed and are furnished by
• Optical systems to transport
light among materials are also
• This is the strong point of Das
• Using its perpendicular system,
projects are created, proposed
and accepted.
• Their high investment in R&D
allows them to make some
discoveries, and to propose them
in the correct area.
• An example is the discovering of
invisible materials which can be
used in defense.
• Maintenance is not a problem for das photonics.
• On the left hand, they are evolving very importantly and they keep
getting bigger. They received a price for "Emprededor en Telcos"
last year.
• On the other hand, their investment in R&D is going higher every
year and shows how powerful this company is getting.
Quality Tools
Ishikawa diagram
Quality Tools
The most useful tools are:
1. Brainstorming
2. The Ishikawa diagram (or fishbone diagram
or also cause-and-effect diagram)
Quality Tools
1. Brainstorming
Is a group creativity technique designed to generate a large number of
ideas for the solution to a problem. The method was first popularized in
the late 1930s by Alex Faickney Osborn, an advertising executive and one
of the founders of BBDO, in a book called Applied Imagination. Osborn
proposed that groups could double their creative output by using the
method of brainstorming.
Is widely used, but there is limited agreement on the detail of how it is to
be done. The name is often used for a general collection of thoughts
within a group, whether it is creative or simple collation of known facts.
Selection, often through Voting, is also often considered to be a part of
Quality Tools
1. Brainstorming
a) Useful situationes:
• when new ideas are required, to generate a large list of
• when a solution to a problem cannot be logically deduced,
• when information about a problem is confused and spread
across several people, to gather the information in one place
• The creative synergy of a Brainstorming session is also useful
in helping a team bind together
Quality Tools
1. Brainstorming
b) 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 is
skilled in facilitating, who has no strong opinions about the problem and who the potential
Brainstorming 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 for
complementary, rather than supplementary knowledge, to allow for the broadest range of
inputs. 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 or
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 and
Start generating ideas, making sure that everyone can contribute.
Quality Tools
1. Brainstorming
b) Steps of using brainstorm:
As the ideas are suggested, the recorder writes each one down on the whiteboard or flipchart, so that
they 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 rather
than 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
Quality Tools
1. Brainstorming
c) Process of conducting a brainstorming session:
Quality Tools
1. Brainstorming
d) Conclusion:
Brainstorming is a popular method of group interaction in both
educational and business settings. Although it does not appear to provide
a measurable advantage in creative output, brainstorming is an enjoyable
exercise that is typically well received by participants. Newer variations of
brainstorming seek to overcome barriers like production blocking and may
well prove superior to the original technique. How well these newer
methods work, and whether or not they should still be classified as
brainstorming, are questions that require further research before they can
be answered.
Quality Tools
2. The Ishikawa diagram
The cause-and-effect diagram is :
a method for analysing process dispersion. The diagram's purpose is to relate causes and
effects. Three basic types: Dispersion analysis, Process classification and cause enumeration.
Effect = problem to be resolved, opportunity to be grasped, result to be achieved. Excellent
for capturing team brainstorming output and for filling in from the 'wide picture'. Helps
organise and relate factors, providing a sequential view. Deals with time direction but not
quantity. Can become very complex. Can be difficult to identify or demonstrate
the brainchild of Kaoru Ishikawa, who pioneered quality management processes in the
Kawasaki shipyards, and in the process became one of the founding fathers of modern
management. 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 their
level 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, and
compare the relative importance of different causes.
Quality Tools
2. The Ishikawa diagram
a) Appearance:
Most Ishikawa diagrams have a box at the right hand side in which is written the effect that is to
be examined. The main body of the diagram is a horizontal line from which stem the
general causes, represented as "bones". These are drawn towards the left-hand side of the
paper and are each labeled with the causes to be investigated, often brainstormed
beforehand and based on the major causes listed above. Off each of the large bones there
may be smaller bones highlighting more specific aspects of a certain cause, and sometimes
there 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 the
box along with the original effect. The more populated bones generally outline more
influential factors, with the opposite applying to bones with fewer "branches". Further
analysis of the diagram can be achieved with a Pareto chart.
Quality Tools
2. The Ishikawa diagram
Quality Tools
2. The Ishikawa diagram
b) Useful when:
• investigating a problem, to identify and select key problem causes to
investigate or address,
• the primary symptom (or effect) of a problem is known, but possible
causes are not all clear,
• working in a group, to gain a common understanding of problem causes
and their relationship,
• we want to find other causal relationships, such as potential risks or
causes of desired effects,
• in preference to a Relations Diagram where there is one problem and
causes are mostly hierarchical (this will be most cases).
Quality Tools
2. The Ishikawa diagram
c) Steps of introducing:
Form a small team of people to work on the problem. Ideally, their knowledge and skills will be
complementary, to give a broad but expert group. If it has not been already defined, meet first to define
the key symptom or effect of the problem under scrutiny. Aim for a brief, clear phrase which describes
what is happening to what, such as, 'Low sales of MkII Costor'. Make sure that only a single effect is
described, 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 you
are 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 the
primary cause areas. If these are uncertain, then the 'Four Ms' (Manpower, Methods, Machines and
Materials) provide a good starting point, as illustrated in Fig. 1. In these gender-free days, an exact
alternative is the four Ps (People, Processes, Plant and Parts).
Quality Tools
2. The Ishikawa diagram
c) Steps of introducing:
Use Brainstorming to build the diagram, adding causes or cause areas to the appropriate ribs or sub-ribs as
they appear.
If a cause appears in several places, show the linkage by using the same capital letter next to each linked
cause, as illustrated.
Beware of adding 'causes' which are actually solutions. These often are expressed as a negative; further
consideration 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 for
patterns, Take a break. Do something to take your mind off your current line of thought, Involve other
people, especially those who have expertise in the problem areas, Leave the chart on the wall for a few
days 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 around
them, 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 as
Plan and implement actions to address key causes.
Quality Tools
2. The Ishikawa diagram
d) To build successfully:
• Be sure everyone agrees on the effect or problem statement
before beginning.
• Be succinct.
• For each node, think what could be its causes. Add them to
the 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 further
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will our new
optical card
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Tv on pc and High definition TV
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Video Upload
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House of quality
House of quality
Can we sell our
products all around
the World?
• Thanks to e-commerce we can offer our
services to customers that otherwise wouldn´t
be able to reach us.
It´s a great idea….
But how does it
Business-to business (B2B)
Both sides of the transaction are businesses,
non-profit organizations, or governments.
Suppliers are a good example for B2B
• Small companies like DAS photonics can
suceed but they need to create products that
others don´t offer
• They work over previous demand, so it´s very
important that customers get what they
• As there are very few workers they need to
cooperate to create new products.
• E-commerce can help small companies to
become popular and increase sells.
Project bibliography
• Webs:
• Videos:
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