The fast advancements in nanotechnology create a broad spectrum of application opportunities – but also greatly varying requirements. Two customers seldom have the same requirements, and for that reason the production process is, to a great extent, project based. A key to minimising delivery times is finding broad technology solutions that can be adapted to customers varied and very specific needs.
 

As the technologically feasible opportunities for nanotechnology increase, so does the pressure from the market to quickly produce functioning technology solutions. Since the number of customer enquiries by far surpasses the number of definite orders, a selection process is necessary in order to sort out the projects most suitable to work on further.

Project organisation increasingly important

The development and further adaptation of Obducat’s technology are to an increasing extent driven by demand. A natural consequence of the growing number of delivered machines is that the development work is carried out in the form of concrete problem solution on behalf of the customer rather than basic research. The organisation is becoming more and more project-oriented, which is necessary in order to efficiently handle the amount of enquiries from the customer side. The proportion between enquiries and definite orders is at the present point in time almost ten to one, therefore it is of utmost importance that initiated projects correspond to the maximum number of specifications and requirements. A well-functioning selection process is necessary to be able to proceed with the projects with the biggest potential based on Obducat’s circumstances.

Major projects can often be divided into three phases – producing a specific function in the laboratory, developing a machine with the required capacity, and adapting and following up the machine in a real production environment. Incorporating the solution in an automated machine is time consuming, requiring extensive test cycles. Obducat continuously strives to minimise the period up to the finished product, and several improvements have already been made. Especially the introduction of Sindre®400 was a major step towards cutting down this part of the development process further.

Production – a cross-section of Obducat

The responsibilities of the production department affect every part of the company: purchase, production, quality system, cleanroom service, service and support, IT and logistics. To meet the new requirements, the production of SEM instrument in particular, has been streamlined in the last few years recent years, and the future challenge is to further adapt the infrastructure of suppliers and partners to mass production. Obducat choice of providers is subject to a proven process that includes both price and quality and flexibility. Production of essential components in place Obducat in Malmo and we have built up good cooperation with a number of well qualified contractors for the delivery of more standard components. Potential suppliers evaluated on the basis of capacity, knowledge and financial strength to work practices and the right quality at the right cost.
Obducat’s current agreements range from ordinary supplier contracts to different forms of partnerships.

Collaboration secures Sindre^®

In order to secure the manufacturing of Sindre®, Obducat collaborates with a several enterprises on precisely the production of high volume manufacturing as its core competence. Obducat is thus well prepared to meet and secure the need for mass production solutions.

Consumables a prioritised area

Being able to deliver mass production machines is as important as the supply of consumables. Obducat’s partners must not only be able to effectuate delivery quickly and safely, but also cost-effectively assist with development and adaptation of their products to suit Obducat’s processes where these form part of the components in Obducat’s proprietary and process-specific consumables.

Co-ordinated purchasing

In order to maximise the synergy effects within the Obducat Group, purchasing and other routines are continuously reviewed. By co-ordinating purchasing in the Swedish and English companies, costs have been cut. Synergy effects are also expected when establishing service and support organisations on markets of mutual importance.