Project: DAS photonics

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Project DAS photonics
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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
• Avionics
• Satellite
• Telecommunications

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Description of the company

• Localisation

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Description of the company

• History

Market needs productsNot only base technologies
Javier Martí in 2005
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Description of the company
Why dont create a new company?

• History

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Description of the company

• History

Then they started to offer real solutions to
technological problems.
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Description of the company

• Objectives

To offer photonic devices and systems that
massive production companies dont design
Why?
Because they cant offer such low prices as them
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Description of the company

• What can photonic devices offer us?

Weigh
Size
Speed
Power needs
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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.
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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.
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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 antennas.
• Their main application fieds are telecom,
  high-resolution radar systems and electronic
  warfare.

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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 indexes, These nanostructures are of
special interest for optical sensors and photonic
processing devices.
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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.
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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.
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Description of the company
TOTAL30 people

• Organization structure

Director Javier Marti
3 divisions

Operation responsible

Technology Operator
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Description of the company

• Competitors

Selex (Italy)

Thales (France)
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10 Operations Management Decisions

• Let's see how the company works

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Goods service design

• Das photonics works in the conception of
  components to deliver to clients (which are not
  common-customers 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!)

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Quality

• 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 component.
• Due to the sectors in which das photonics works,
  which are defense, security and fibre
  transmission, the quality is of the upmost
  importance.

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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 long-term
  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.

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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 nano-technology
  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.

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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.

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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
  dynamic.

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Supply-chain management

• Das Photonics is its own distributor
• Yet It also uses its link with the
  nanotechnologic center to create new contracts

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Inventory

• Das photonics does not need a lot of raw
  materials Their components have to be small and
  the lightest possible.
• As a consequence, very-precise robots, of the
  area of the nanotechnlogy, are needed and are
  furnished by Spain.
• Optical systems to transport light among
  materials are also important.

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Scheduling

• This is the strong point of Das Photonics.
• Using its perpendicular system, projects are
  created, proposed and accepted.
• Their high investment in RD 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.

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Maintenance

• 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 RD is
  going higher every year and shows how powerful
  this company is getting.

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Quality Tools

• Brainstorming
• 
  Ishikawa diagram

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Quality Tools
The most useful tools are

• Brainstorming
• The Ishikawa diagram (or fishbone diagram or also
  cause-and-effect diagram)

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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 Brainstorming.

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Quality Tools
1. Brainstorming

• a) Useful situationes
• when new ideas are required, to generate a large
  list of possibilities,
• 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

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Quality Tools
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 flipchart.
• 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
  combine),
• Start generating ideas, making sure that everyone
  can contribute.

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Quality Tools
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

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Quality Tools
Brainstorming

• c) Process of conducting a brainstorming session

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Quality Tools
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.

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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
  interrelationships.
• 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.

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Quality Tools
2. The Ishikawa diagram

• 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.

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Quality Tools
2. The Ishikawa diagram
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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).

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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).

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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 necessary.
• Plan and implement actions to address key causes.

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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 investigation.

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Design of a new good
Optical Ethernet Adapter
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Design of a new good
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Design of a new good
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Design of a new good

• Transmitter SLED

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Design of a new good

• Receiver PIN photodiode

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Design of a new good

Which services will our new optical card provide?
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Design of a new good

Download
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Design of a new good

Tv on pc and High definition TV
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Design of a new good

Video Upload
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Design of a new good

VOD
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Design of a new good

VoIP
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Design of a new good

Gaming
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House of quality

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House of quality

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E-commerce

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E-commerce
Can we sell our products all around the World?

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E-commerce

• Thanks to e-commerce we can offer our services to
  customers that otherwise wouldnt be able to
  reach us.

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E-commerce

Its a great idea. But how does it work?
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E-commerce

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E-commerce

• Business-to business (B2B)
• Both sides of the transaction are businesses,
  non-profit organizations, or governments.

Suppliers are a good example for B2B
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Conclusions

• Small companies like DAS photonics can suceed but
  they need to create products that others dont
  offer
• They work over previous demand, so its very
  important that customers get what they wanted
• 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.

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Cuestions?

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Project bibliography

• Webs
• www.dasphotonics.com
• www.google.es
• www.wikipedia.es
• Videos
• http//video.google.es/videoplay?docid-6495793086
  073748338qdasphotonicstotal5start0num10s
  o0typesearchplindex1hles
• http//video.google.es/videoplay?docid-3896805254
  313361717qdasphotonicstotal5start0num10s
  o0typesearchplindex0hles
• http//videos.orange.es/video/iLyROoaftwps.html25
  202520