Microart Services, a Markham ON-based electronic manufacturing services (EMS) provider, has joined forces with Berlin KraftWorks Inc. (BKW), a Kitchener ON-based design house, to host a webinar that aims to provide advice and to help electronic and tech innovators get ready for manufacturing and scale.
Recognizing the challenges faced by innovators when going from their eureka moment to the commercialization of that product, both hosting firms will set out to provide a “creative genius” with support through every aspect of design, engineering, DfM (design for manufacture), supply chain planning and much more.
“There was a meeting of minds with Microart Services, recognizing that while there is support for new tech, there is a lack of resources and preparedness for physical manufacturing,” says Matt Weller, co-founder and leader of supply chain and operations at Berlin KraftWorks, specializes in transforming ideas into finalized products, to bridge the gap between ideation and volume commercial production. “We both see a real need for hands-on assistance, teaching, and a systems approach that aligns engineering and supply chain from innovation through to production.”
Microart CEO, Mark Wood added: “Working with Berlin KraftWorks and their customers allows us to get manufacturing practices and supply chain strategy baked in at the design stage. The two teams bring immense experience in engineering, design, supply chain design and much more to deliver innovative products to their end user markets with the minimum pain, minimum risk and maximum value.”
The webinar is scheduled for June 29th at 3pm EDT. Matt Weller and Peter Heuss of Berlin KraftWorks along with Mark Wood of Microart Services will be providing advice and answering questions from the audience in an online and on-demand event hosted and moderated by Forbes and Entrepreneur journalist, Philip Stoten.
Click here to register for the webinar.
Advanced Video Technology Solutions Ltd. (AVT) was formed by Engineering graduate, Chris Cavalieri and faculty member, Adrian Kitai, both of McMaster University in Hamilton, Ontario. They started the company based on their innovative ideas for configurable, large scale displays. One idea was a 6’ by 6’ seamless LCD screen, which used AVT’s own technology to blend images from an array of small LCD-hybrid screens into one large seamless image capable of displaying up to 100MegaPixel. This exciting project came with a few challenges, the first of which focused on their supply chain. AVT needed help sourcing materials, services and components, as well as managing the logistics and tariffs that came from importing to the U.S. for processing, before arriving in Canada. They reached out to Berlin KraftWorks Inc. (BKW) for assistance.
Once the BKW team had worked through the design and sourcing challenges, they worked with AVT to create a test portion of the screen. This was a scaled down version of the screen which would later become part of the finished 6’ x 6’ screen. AVT was then ready to order the final pieces and assemble the full screen. The full-scale display is due to be delivered to AVT’s client in Q2 2021, with high hopes of future development of the project.
Peter Heuss, P.Eng.
Co-Founder, Berlin KraftWorks Inc.
Prototype seems to be one of the most misused words in manufacturing. An early working example of a concept is often referred to as a prototype; however, a prototype is actually the final design on which the manufacturing is patterned, the last design before you start to manufacture in volume. From Webster’s dictionary “a first full-scale and usually functional form of a new type or design of a construction”.
This early conceptual design is a proof of concept and is a totally necessary step to show that an idea is valid, determine if there is sales interest, and to test engineering ideas. Too often though, we see companies come up with a conceptual design, build a proof of concept and believe that the design is done and that they are ready to take the idea to production.
Conceptual design is very much a creative activity and creativity cannot always be rushed. However, if the requirements of the product are well understood, knowing who the stakeholders are and what constraints must be met, conceptual design can avoid many issues. Creativity, however, does not negate good planning. Lean principles can still be used to plan and efficiently execute conceptual design.
A good proof of concept needs to test if the potential product merits development. It will likely help determine how the final product will look, what features are required, and how they all fit together. It’s a learning step to help specify the product. There could many iterations, and it will focus on defining and confirming the requirements, but not on how it will be built.
The final proof of concept should define the product requirements. The next step is to understand how to turn it into a product, something that can be built in volume repeatedly. Prototype design will take that conceptual design and figure out: how best to fabricate custom parts; what purchased components are suitable, available and at what cost; and how to assemble, package, ship and service the product. The necessities of cost and schedule will often dictate how much of the proof of concept design has to be modified. The final product will likely be a set of compromises from what was envisioned to what is practical.
Both steps are essential. Both steps require different skill sets and input from different stakeholders. They both take time to do properly. So, it’s natural to want to skip some or all of the process, especially in a young company where budgets are tight. Every idea needs to be fully defined and vetted to ensure it meets the business needs. It’s the prototype that defines the final configuration and how that idea can be built and sold - and how profitable it will be.