Open Technology Manufacturing Innovation (OTI) and

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Excerpt

AirShipTG uses Open Technology Innovation (OTI) because the collaboration is open to all and the innovative source technology is shared, branded and licensed with participating stakeholders. The market is ready for hyper efficient vehicles and the world is saying let’s go! Adopting improved vehicle performance through clean and renewable technology solutions, we can literally change the world. Our track sphere maglev Spherical Induction Motor wheel assembly is designed to rotate the spheres for 360-degree propulsion through forward, aft directions as well as lateral parking for cars and long haul trucks.

Description

AirShip Technologies Group’s open technology innovation (OTI) manufacturing approach is a collaborative process modeled on a method that for more than a decade has been closely associated with community open source software development. It’s called Open Technology Innovation because the collaboration is open to all and the innovative source technology is shared, branded and licensed with participating stakeholders. Open technology harnesses the distributive powers of the Internet, parcels the work out to thousands, and uses their piecework to build a better whole – putting informal networks of volunteer corporations, governments and individuals in collaborative teams. It works like an ant colony, where the collective intelligence of the network supersedes any single contributor. Open technology is doing for mass innovation what the assembly line did for mass production. Get ready for the era when collaboration replaces command and control.

Open Technology Innovation (OTI) manufacturing functions as a strategic resource marshalling organizations and individuals worldwide to produce cutting edge transformational products. The focus is on business, science, engineering and human capital to create high return technology innovation. The goal is to establish open technology manufacturing and innovation as the next level in collaborative product and service creation.

Technology’s transformative power has always been a source of great expectations and challenges. Today, globalization, fuelled by information, communication and transportation technologies is rapidly changing every society. The drive towards globalization creates a new set of unique demands on government, business, and people’s everyday lives. Increasingly, decision makers in various fields are looking to technology to provide solutions and drive desired changes by commingling local, national and global resources in innovative ways.

Open Technology Innovation seeks the fusion of technology and globalization producing a new way to adapt, innovate and grow in this changing world. A potent combination of connectivity, collaboration, access and transparency – or openness – is emerging. Governments and enterprises around the world are embracing it. This openness is helping governments, companies and individuals respond to the increasing requirements of an on-demand, high-speed world. In the forefront is environmental sustainability where AirShip Technologies Group will design viable, clean and super-efficient vehicles that people and businesses want to buy. OTI uses the openness factor seen mostly in the Open Source Software Model to unleash newfound comparative advantage, invention, social development and market opportunities in all sorts of technologies. The AirShip Use Case Open Technology Innovation Map uses the OTI process to collaborate resources on the development, construction and rollout of the AirShipTG ground vehicles for cars and long haul trucks.

The goal is to enable worldwide stakeholders from industry and society to contribute to how the AirShipTG innovative product is introduced, developed and produced. To do this, we use a global perspective from those with knowledge and hands-on experience in order to develop this new ground transportation vehicle architecture to establish this new and competitive technology. Using an OTI-based web site portal, every region of the world is invited to participate and share insights from organizations at the forefront of technology to inquiring individuals who wish to contribute.

OTI members provide practical insights that help everyone move toward open technology beneficial to all its stakeholders and the world at large. While networking the team worldwide, OTI will grow a large repository of AirShipTG Open Technology development and applications collaboratively developed over the Internet, but will host the AirShipTG manufacturing and construction site in Oregon. As a result via this web portal, AirShip Technologies Group plans to host the development team and recruit investment contributors to the project. By hosting for Open Technology development projects, the spirit of the Open Collaborative Development Lifecycle is modeled on rapid creation of solutions within this open, collaborative environment. Collaboration within the Open Technology community promotes a higher standard of quality, and helps to ensure the long-term viability of the AirShipTG.

OTI Work Groups – How Things Get Done!

Adapted from the Open Source Development Lab (OSDL) Business Model

OTI works in partnership with organizations, institutions, and individuals willing to place their separate agenda second to the cause of collaborating to raise their global competitive advantage via the AirShipTG ground transit vehicles. We determined there is an appetite for a new organizational business model that leverages existing and emerging efforts in a more coherent and cohesive global action plan. We determined how to foster greater collaboration or most importantly the global social networks required to engage people and institutions along a pathway leading to real-time action-taking and measurable performance. As we found in our interviews and forums, most organizations are interested in finding a more effective mechanism for improving linkages – linking traditional and new economy clusters, linking existing and emerging civic and business leaders, linking institutional strengths and competencies. While many forums exist for creating these linkages, the lack of measurement related to the outcomes of these forums has left organizations frustrated over the results. Yet no one individual or organization has expressed frustration about the continued need to identify the most efficient and effective means of “getting the job done” to advance the technology agenda.

Thus, the most important next step for technology organizations, entrepreneurial, academic research, and organizational collaborative interests is to create a setting for taking action around a handful of objectives and tactics that can be measured in real-time for expected and vital results. The question for the automotive technology industry is plain: how do we look at our current innovation systems and improve our competitiveness by strengthening these linkages and the performance of many stakeholders in a technology-based global economy?

Deciding on the AirShip Use Case:

Determining which projects work for open technology use cases is about filtering or sorting out what to keep, what to discard, what to adopt, and where to intensify our focus. AirShip Technologies Group has decided to develop the ground transit vehicles based on the OTI model because of the following criteria:

· Transformational – Is the use case transformational? With the advent of technology and globalization, projects that transform can represent deep change. Deep change differs from incremental change in that it requires new ways of thinking and behaving. It is change that is major in scope, discontinuous with the past and generally irreversible for society (once adopted). This deep transformational change filter means surrendering control and on any level entails some inherent risk. To adapt to the profound changes of our times, transformational projects are willing to go out on a limb, to take some big risks by stepping outside of well-established boundaries and current thinking!

· Virtualization – Can the use case project be developed in a virtual environment? The business paradigm of the 20th century was one of centralized organizations using a management hierarchy of command and control. The majority of employees were located in a single facility, and management acted as command central. The old model suffers from numerous age-related problems, not just an outdated notion of work management. From a human capital standpoint, it is becoming increasingly difficult to achieve proximity of desired brains. The best people might not be willing or able to devote four hours each day to getting to and from work. The best people might not even be within commuting distance of the office, city, state or country. As specialization continues to drive areas of expertise, it is likely that a particular skill set might be vested in one individual or a small group of individuals—in Bangalore, India, perhaps. When such expertise is located outside an urban setting, the individual or individuals might not want to move away from their perceived paradise. The people possessing the critical skill set might not even want to work a 9-to-5 workday. However, tapping into that expertise might be the difference between OTI’s survival and failure with hypercompetitive products or services. As such, OTI projects must be adoptable to business process virtualization, where the application of intelligent network-enabled open collaboration leverages people and their intellectual productivity, capital, and infrastructure to achieve quantum improvements in productivity, profitability, and competitiveness. It is not just about technology, but derives from the application of a new approach to management, a new focus by technologists, a new focus in process oversight, and enlightened involvement by many of the traditionally passive (or disruptive) business support activities.

· Global Market – Does the use case create a new set of competencies for global market advantage? This filter assumes that the primary motivations driving the success of the product has global comparative and competitive advantages that are gained by the integration of various value-added characteristics or outcomes that necessitate development of a new set of competencies for a global market advantage. Presumably, this advantage is associated with positive strategic and financial returns.

· Trends for Open Use Patents – Is the use case open use patentable? OTI products and services are selected for their prospects of open use instead of proprietary patents. The role of patents in the expanding world of open technology is evolving. Scientific and technological advances have created new waves of innovation, and innovation processes themselves have become centered less on individual firms and more dependent on interactions among global networks of companies, governments and individuals. Trend shifts in the legal and regulatory framework of patent regimes have resulted in more expansive domains of patentable subject matter and more robust and more valuable patents. OTI’s open use license agreements lead to increased commercialization of inventions generating greater benefits worldwide. OTI use cases are designed to ensure access to basic inventions and licensing practices free of charge. By agreeing to the open use license, organizations are free to use and brand the product or service.

· Innovation – Does the use case innovate? OTI projects recognize that successful technologies must be prime stimuli for business innovation and an enabler of competitive advantage or best-in-class service delivery—and in themselves have the potential as key participants in a process that develops business and introduces something new for the first time!

· Cross Use Ability – Can the use case be used for multiple purposes? The ability of use cases to retain technological advances will, in many cases, depend on the project’s ability to take advantage of dual or cross use opportunities. Cross use promotes an advantage of the competitive pressures and market-driven efficiencies. This competitive, market-driven approach increases the pace at which technological improvements are incorporated and adopted, while at the same time reducing the incremental costs of those products or services.

The AirShip ground transit vehicles meet the use case requirements of the OTI Model. Moreover, the vehicles are considered a SMART vehicles because its software development incorporates drive-by-wire magleve spherical induction motor based Track Sphere maneuverability, collision avoidance, communications, and advanced warning and failure control. Computer hardware is miniaturized to the greatest extent feasible and technology reduces power consumption. Software development includes system modules for energy computer control, computer geographical navigation map display, vehicle digital remote entry controls, electric photovoltaic science, and on-board computer interactive voice controls/announcement.

AirShip Technologies Group has formed this Open Technology Community of Practice to develop the AirShip’s computer programs, making it the first Open Technology inspired vehicle development. These software programs will provide real-time operation of the above described computer systems. The majority of application systems will be designed around off-the-shelf computers and the open source Linux operating system. The firm will take advantage of reusable open source software to provide most of the functions needed. To tie these open source software modules together, software developers will write lines of code to facilitate the integration process. This programming will unlock the capability of open source software modules that in many cases will contain hundreds of lines of code.

Real-time, redundant, on-board computers augment AirShip operational safety. The AirShipTG’s SMART software modules, advanced warning and correction systems advances the operator’s ability to operate the vehicle beyond the capabilities of a traditional cars and trucks. Many systems are activated automatically and inform the operator by audio and visual feedback.

Speaking experience

Speaker

  • Ben berry

    Benjamin L. Berry

    AirShip Technologies Group

    Biography

    Ben Berry, CEO for AirShip Technologies Group is an inventor and visionary. Outside of his government roots, he is building transit vehicles to average over 100+ Miles Per Gallon fuel efficiency or its equivalent in alternative fuels and be able to travel over 100 Miles Per Hour. Besides the excitement of the program, the more intriguing aspect to this effort is the model used to create the vehicle. Ben is using an Open Technology Innovation Model, (OTI), a model he is developing, takes concepts from the open source development community and applies them to manufacturing. Dispersed teams that share a common vision collaborate to create a solution that is better than the sum of its parts. The development of this ground transit vehicle is the first implementation of this model and may be used for future product development. Ben has formed AirShip Technologies Group, the consortium that uses farflung teams to build the vehicle propulsion and guidance system, known as maglev spherical induction motors called Track Spheres.

    Mr. Ben Berry also serves as the Oregon Department of Transportation’s Chief Information Officer providing overall leadership, planning, development, and delivery of information technology services for ODOT and several other non-transportation organizations. As the second largest State Agency in Oregon, he is responsible for systems supporting highways, bridges, rail service, right-of-way determinations, DMV and Motor Carrier Commercial Trucking inspections and licensing throughout the state. He is the former Chief Technology Officer of Providence Health System supporting the Oregon Service Area of 7 hospitals and 33 clinics. Mr. Berry has held executive and management positions in industries such as State and Local government, healthcare, telecommunications, aerospace/defense and airport transportation. He received his M.B.A. from UCLA and a B.S. in Life Science (bio-technology) from the University of Portland. He has 25+ years in computer software program management and operations, computer applications development and design, and systems development for public and private sectors both in the U.S.A. and the Middle-East.