30.08.1999Roxon OyKeskikankaantie 19FIN-15860 HollolaFINLAND

FUSE Application Experiment 25845Demonstrator document

MICROPROCESSOR IMPROVES PEFORMANCE AND COST OFHIGH VOLTAGE POWER SUPPLY FOR DUST COLLECTOR

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Table of contents

1. COMPANY NAME AND ADDRESS................................................................................4

2. COMPANY SIZE..........................................................................................................4

3. COMPANY BUSINESS DESCRIPTION.........................................................................4

4. COMPANY MARKETS AND COMPETITIVE POSITION AT THE START OF THE AE 5

5 PRODUCT TO BE IMPROVED AND THE REASONS TO INNOVATE............................6

6. DESCRIPTION OF THE TECHNICAL PRODUCT IMPROVEMENTS...........................9

7. CHOICES AND RATIONALE FOR THE SELECTED TECHNOLOGIES, TOOLS ANDMETHODOLOGIES.......................................................................................................11

8. EXPERTISE AND EXPERIENCE IN MICROELECTRONICS OF THE COMPANY ANDTHE STAFF ALLOCATED TO THE PROJECT..............................................................12

9. WORKPLAN AND RATIONALE.................................................................................13

10 SUBCONTRACTOR INFORMATION.........................................................................18

11. BARRIERS...............................................................................................................19

12. STEPS TAKEN TO OVERCOME BARRIERS AND ARRIVE AT AN IMPROVEDPRODUCT......................................................................................................................19

13. KNOWLEDGE AND EXPERIENCE ACQUIRED........................................................20

14. LESSONS LEARNED................................................................................................20

15. RESULTING PRODUCT, ITS INDUSTRIALISATION AND INTERNAL REPLICATION......................................................................................................................................21

16. ECONOMIC IMPACT AND IMPROVEMENT IN COMPETITIVE POSITION.............21

17. ADDED VALUE TO THE PORTFOLIO AND TARGET AUDIENCE...........................22

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Abstract

Roxon Oy, a part of the Sandvik group, is a mechanical engineering company and it isspecialized in supplying equipment and systems for crushing, screening, short-distance conveying, storing and homogenizing of bulk materials, as well as offeringafter sales services. Roxon Oy had no previous experience in electronics.

Objective of the experiment was to create an inexpensive, reliable and small DC - HighVoltage Power Supply for ROXON CLEAR -Dust Collector for conveyors. Theprevious ROXON CLEAR -system is based on an old HV-transformer technology.Therefore the components are heavy and expensive. Restricted environmentalregulations means that only rare new belt conveyors can be delivered without anydust control system. The company expect that with this new microprocessor- andPCB-based, light and inexpensive ROXON CLEAR -system they will be morecompetitive on the market.

The new product will improve the company's conveyor component/equipment range toa new area and will strengthen their market share. Also the production cost per unitwill be reduced from 15 K to 4 K which directly results in lower sales prices andsignificantly expands sales potential.

The project was technically a success to the company. A new type of DC HighVoltage Supply for dust control system was developed. Though the system is not acompleted product yet, it is now quite easy to continue the development work to theend. It is planned that the production of the new product would start before the end ofyear 1999.

The company gained experience with high frequency technology, transformertechnology and designing and building high voltage power supplies.

Costs of the project were about 39 K and duration 17 months, from October 1997 toFebruary 1999. The payback period is about 8 months. Return on Investment (ROI) isabout 1638% over 4 years.

Keywords and signature

High voltage DC power supply, dust control, electrostatic precipitators, PCB,microprocessor.

Signature: 2-14105301330-1-2922-2-29-SF

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1. Company name and address

Company name: Roxon OyAddress: Keskikankaantie 19, FIN-15860 Hollola, FINLANDIndustrial sector(s): Machinery (Prodcom Code: 29)

2. Company size

Until 1997 Roxon was an independent part of the Finnish Tamrock Corporation. TodayRoxon belongs to the Swedish Sandvik Group’s Mining and Construction businessarea. Sandvik is a high-technology materials engineering enterprise withapproximately 37000 employees, 300 subsidiaries and representation in 130countries. Sandvik Group’s turnover was 42400 MSEK (4810 M ) in 1998.

Roxon Oy had 86 employees in 1998 and turnover about 150 MFIM (25 M ).

3. Company business description

Sandvik has a world-leading position in three main areas: cemented-carbide and high-speed steel tools for chip-forming metalworking; machinery, equipment and tools formining and construction; stainless steels, special alloys and resistance heatingmaterials.

Sandvik develops, manufactures and markets highly processed products, whichcontribute to improve the productivity and profitability of its customers. Operations areprimarily concentrated to niche sectors where Sandvik is a world leader. The SandvikGroup consists of three main separate business areas with responsibility forresearch and development, production and sales of their respective products.

Nowadays Roxon belongs to the Sandvik Group. Roxon Group forms one of the fourbusiness sectors in Sandvik Mining and Construction. Roxon serves the needs of thebulk materials handling industries throughout the world. Roxon works as a globalpartner for customers in the mining and base metal industries, solid fuel fired powerplants and ports.

Roxon supplies solutions and services, including system engineering, equipment,conveyor technology and maintenance services. Production facilities are located inFinland, Sweden, Germany, Indonesia and Australia. Main market areas are Europe,Australia, South East Asia and South America. Distribution is covered through marketareas by own sales offices or distributors.

Roxon products are organized into three main product lines:- conveyor components (ROXON COMPONENTS)- material handling systems and equipment (ROXON MATERIALS HANDLING SYSTEMS)- maintenance services (ROXON SERVICE)

ROXON COMPONENTS is the leading supplier of belt conveyor components used inthe handling of bulk materials on its main market areas. In addition to rollers, pulleysand frames Roxon’s product line includes various types of belt cleaners, idlerbrackets and safety control devices. ROXON COMPONENT’S brands are GURTEC,ROX’N ROLL, KOPO and PROK.

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ROXON MATERIALS HANDLING SYSTEMS is a worldwide supplier of conveyors,feeders, screens and crushers and mobile equipment such as stackers, reclaimersand shiploaders and unloaders. Roxon Materials Handling Division operates like anengineering contracting company. It is responsible for product development,marketing, plant engineering, project and site management and start-up. Workshopmanufacture and erection is subcontracted to specialist companies. Roxon MaterialsHandling brands are ROXON, VOEST-ALPINE and PROK.

ROXON SERVICE operates mainly in Scandinavia, Central Europe and Prok CME inAustralia with a field-support organisation with a strong engineering background.Based near the customer Roxon’s field support organization ensures repair andemergency services backed up by prompt deliveries of spare parts. Roxon Servicealso modernizes existing plants and equipment and supplies Dust Control Systems.

Approximately 70% of Roxon Oy (Finland)’s turnover (about 150 MFIM in 1998) stemsfrom exports and activities outside Finland.

4. Company markets and competitive position at the start of the AE

Roxon Oy delivers mainly to Europe, Far-East and Australia. Main customer groupsare mineral and coal mines and quarries, ports and terminals, coal and multi-fuelpower plants and base metal industries.

The company has a market share of appr. 17% in conveyor components in Europe.Roxon is the market leader in Finland in conveyor components, market share over50%.

The present business structure in bulk materials handling can be described that thereare some globally acting sizeable both conglomerants and focused actors, few globaldifferentiated actors followed by small regionally/locally acting companies whichparticipate on the international market more or less occasionally.

In general the profitability is stressed in materials handling, but the best companiescontinue to deliver excellent results.

None of Roxon´s competitors have a dust-protection device of their own. They usefilters and wetting they buy from big subcontractors as ABB-Fläkt, DCE Ltd., Nordfabetc. Actually these filter manufactures are the main competitors on this dust protectionarea. They all use the similar technique; they absorb the dust away from theconveyors and lead it to the filters. Very often the filtration units are very big andexpensive and the maintenance is difficult and expensive, too.

There is potential in this business sector even there are lot of competitors. Roxonknows, that if you have something new to bring to your customers, they are veryinterested because the traditional filtration systems are not very economical and thewetting is not very efficient.

The company’s dust control system is based on ionizing technique and Roxon doesn’tknow any other company using this technique over conveyors like the company does.As a conveyor manufacturer Roxon has a better place than its bulk materials handlingcompetitors; the company has a dust preventing system of its own just designed forconveyor use. When Roxon develops this new, light and inexpensive model, it helpsalso company’s conveyor-salesmen to sell the whole conveying systems. Beside thatthe company can sell Dust Control Systems separately to individual old conveyors anddevelop System to the other bulk material handling equipment, too.

The net sales of the product before the experiment:

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Year 1996 1997 1998

Net sales 150 k 86 k 53 k

5 Product to be improved and the reasons to innovate

The old dust control system has a big high voltage transformer and the separatecontrol unit, which adjusts the high voltage level. The high voltage is first fed to thedistribution pillar that feeds the high voltage again to every dust control point. Theexisting system is quite complicated because there are long high voltage cables andbig distribution pillars. The controlling of the system is also quite poor, because thereis no possibility to control each point but all points are controlled at the same time. Alsothere has been problems with the durability of the HV-cables and distributors.

In a typical dust control system there are three to four dust binding points connectedto one power supply.

1. High Voltage Unit2. Control Unit3. High Voltage Cables4. High Voltage Distributor5.-8. The Dust Collector

Picture 1. The principle figure of the old dust control system.

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Picture 2. The Dust Collector.

The old power supply is divided into two separate parts: Control unit and High voltageunit.

Control unit

Control unit is used for controlling high voltage manually. It has the manually adjustablevariac transformer which adjusts the voltage 0-220V to high voltage transformer. Thecontrol unit is ready made packet and Roxon has bought this unit from dealer.

High voltage unit

High voltage unit is used for producing high voltage to dust control points. At the samebox with the high voltage transformer there is a voltage doubler, which produces thefinal 150 kV voltage. The high voltage unit operates with 50 Hz frequency. The HV-unit is very heavy, even 100 kg.

There is only manual control in this old product.

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Diagram 1. The diagram of the old product.

The main reasons for developing the old product were the following:- heavy structure (HV-unit even 100 kg)- unnecessary high voltage (150 kV) for Roxon’s purposes- complicated (need of high voltage cables)- only manual control- customers need for inexpensive dust control system

CONTROL UNIT HV-UNIT

VARIACTRANSFORMER

HV-TRANSFORMER

HV-DOUBLEROUTPUT

0-150 kV DC

INPUT220 V AC50 Hz

MANUALCONTROL

VOLTAGE ANDCURRENT INFORMATION

HV-DISTRIBUTOR

HV-CABLES

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6. Description of the technical product improvements

The new product is much smaller than the existing high voltage unit (like powersystems in electrostatic precipitators at home). The new product will be so small that itcould be placed to each dust control point.

The outer diameters of the old HV-unit were 760 mm (height) x 600 mm (width) x 370mm (depth) and weight about 100 kg. The dimensions of the new product are 200 x300 x 120 mm and weight only five kilograms.

The new product has two PCBs in which components are welded. First is low voltagehigh frequency unit which has frequency about 50 kHz. After high frequency unitthere is a slot-wound high voltage transformer which raises voltage to few kilovolts.After that is a voltage multiplier which produces the final output voltage. Thecomponents of the multiplier are welded on the other PCB. The multiplier operates atthe same time as an isolator so it is cast in a mould. The casting material is epoxyresin.

Picture 3. The High Voltage Multiplier.

The new system has a microcontroller which controls all operations of the powersupply. It measures and controls the voltage and current level of the system. It alsodetects different kind of fault situations in power supply and also in dust control point.The microcontroller will automatically do the necessary adjustments to voltage andcurrent. The microcontroller has a link to external automation system so that dustcontrol points are controlled individually depending on which conveyors are on.

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Diagram 2. The diagram of the new product.

INPUT SMPSINTERNAL MCU

DC VHF-UNIT

HF SLOT-WOUNDHV HFTRANSFORMER 2 - 10 kV

HV MULTIPLIER +MEASUREMENTDIVIDER +OUTPUT EMCSUPRESSOR

0 - 60 kVDC OUTPUT

CURRENTMEASUREMENT

VOLTAGEMEASUREMENT

MAIN MCUINTERNAL FAULT DIAGNOSTICSINTERNAL CONTROL LOOP FOR:- CONTINUOUS VOLTAGE- CONTINUOUS CURRENT- CONTINUOUS POWERFOLDBACK CURRENT LIMIT

ST Microelectronics ST6210

OPTOISOLATOR

SERIAL RS238/IEE488

A/D

D/A

4 - 20 mA VOLTAGE COMMAND4 - 20 mA CURRENT COMMAND

4 - 20 mA ACTUAL VOLTAGE

4 - 20 mA ACTUAL CURRENT

HV ON/OFF

INTERNAL FAULT

OUTPUT IS SHORT CIRCUITED

OVER TEMP

HV ON/OFF

SERIAL

MEASUREMENT OFVOLTAGE ANDCURRENT

ADJUSTING OFVOLTAGE ANDCURRENT

FAULT DETECTION

SERIAL

PCB 1

PCB 2

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Picture 4. The principle figure of the new dust control system.

In the future it may be possible to use the developed product in other applications, too.

Roxon has patent applications in various countries concerning Dust Control Systemequipped with this new High Voltage Supply.

7. Choices and rationale for the selected technologies, tools andmethodologies

The company chose to design the system using PSPICE design program. The reasonfor choosing this program is that it is widely used design program for power supplies.Also the subcontractors have used this design program widely so they can give themefficient training regarding the design flow.

The company chose to fabricate the power supply and microcontroller in one PCB andthe high voltage multiplier to the another PCB. The high voltage multiplier is molded inthe high voltage insulator and makes them as one package. Because the productionamounts are not so great the ASIC would be too expensive and it would also be verydifficult to make changes to the design afterwards.

A prototype was built. The functions of the prototype were first tested by thesubcontractor. After that it was tested in Roxon in pilot dust control systemapplication. The tests included normal use and heavy arcing and also short circuittests.

The subcontractors were selected based on their experience in power supply designand manufacturing. They also have experience in high voltage technology and MCUprogramming. The subcontractors have years of experience in electrostaticprecipitators design and power supply manufacturing.

In the beginning the frequency 100 kHz was selected. When the frequency is highthen it is possible to use lower value capacitors in the multiplier. If the frequency getstoo high then there will be problems with the stray capacitance. At first the companyhad these difficulties. That's why the frequency used in the latest prototype is about50 kHz.

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The SMPS voltage was selected to be low (24 to 30 V) because then it is possible touse standard components with low voltage values (for example 50 V). If the voltageused in SMPS is higher than 42 V it is no longer a low voltage device and it means thatregulations of electric safety will give more strict orders for device (for exampleinsulating strength of PCB).

Two transformers were used because in that way it is easier to achieve highervoltage in the beginning of the multiplier.

The "molded PCB" was used in the voltage multiplier because of high voltages in it. If itwere not molded, then there would be arcs in PCB. The PCB is now molded in resin.The another choice would have been to put PCB into transformer oil, but that wouldhave been mechanically more difficult solution.

The ST6210 processor was selected because it is cheap and it is not sensitive tointerference. It has also been very reliable in previous SMPS uses.

8. Expertise and experience in microelectronics of the company and thestaff allocated to the project.

Roxon Oy is a mechanical engineering company and it is specialized in supplyingequipment and systems for crushing, screening, short-distance conveying, storingand homogenizing of bulk materials, as well as offering after sales services.

Two people were involved in the experiment. The project manager had onlymechanical engineering background while the product engineer has an MSc in ElectricPower techniques.Two other engineers were assigned during the course of the project both of whomhad only mechanical engineering background.

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9. Workplan and rationale

TASK 1: TECHNICAL MANAGEMENTSubtask 1: Project management and disseminationDescription: Managing and directing the experiment, making monthly

reports, end report and articles.Realization: Technical management came true mainly as planned.

Because of the lengthened project timetable the totalmanagement costs were about 22 % higher as planned.

TASK 2: TRAININGSubtask 1: ControllersDescription: Training of microcontrollers. Training to Roxon on

the basis of microcontrollers.The training included:

• available functions in microcontroller• HW design issues• SW design issues• microcontroller selection

Subtask 2: High frequency technology Description: Training of HF-technology. Pyörre Oy gave training on

the basis of the HF design including:• HF PCB design• component selection• EMC• examples

Subtask 3: PCB design and transformer technology training Description: Training of PCB design and transformer technology.

• one day training on the PCB design SW and PCBdesign principles

• training and consulting during the actual design Subtask 4: Simulation of power supplies Description: Training of power supplies simulation.

• INTUSOFT simulator usage• simulation principles• specialties of power supply simulations• examples

Realization: Training was not materialized, because the whole simulation of power supplies was left out from the project during the experiment.

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TASK 3: SPECIFICATION Subtask 1: Specification of the high voltage power supply Description: Roxon prepared the power supply specification including

operational values for voltage and current, links to automation system and flashover control specification. Pyörre Oy consulted and made sure that the specification was realizable and that everything needed was specified.

Realization: Specification came true as follows: Roxon prepared the power supply specifications to Pyörre Oy.Soon after that Mr. Pyörre get ill and ailed few months. Afterhealing he had so much arrears that it took few more monthsbefore he was able to continue Roxon’s experiment. During that time Roxon tried to do themselves so much theywere capable of. Because of the lengthened task timetable and increased amountof Roxon’s own work the total specification costs were about50 % higher as planned.

TASK 4: DESIGN Subtask 1: Design of the high voltage power supply Description: Selection of components, design of high voltage connections

and automation link. Roxon designed jointly with Pyörre the power supply. The design phase included:

• selection of components• schematic entry• simulation• PCB design• EMC design• mechanical design

Realization: Following design phases were materialized, but delayed. The mechanical design was done by Roxon and Roxon selected thecomponents together with Pyörre Oy. The right structure of theHV-multiplier was very hard to find out. Especially the selectionof the right components was painful, because the HVcomponents are not so common and therefore hard to get insmall amounts. Schematic entry and PCB design was done byPyörre Oy and EMC design by Powerfinn Oy. The delayedtimetable and lack of time forced FU to drop out the wholesimulation design. The decision was done together with PyörreOy and both thought, that it was not a necessary phase in theexperiment.

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TASK 5: FABRICATION Subtask 1: Fabrication of the high voltage power supply Description: Prototype manufacturing.

PCB manufacture PCB assembly

Realization: The subcontractor, Scanpower Oy, went bankrupt in 1998. The first prototype was manufactured by Pyörre Oy and RoxonOy together “by handwork”. At same time Roxon and TTN wassearching new subcontractor for fabrication. Powerfinn Oywas the new subcontractor and they carried out the PCBmanufacture, assembly and prototype 2 manufacturing.

TASK 6: TESTING AND EVALUATION Subtask 1: Testing of the prototype

Description: High voltage insulation testing and automation link testing indoors (laboratory).

Realization: All these tests were performed by Pyörre Oy and Roxon Oy. Tests for Prototype 1 was done in Pyörre Oy’s and Roxon’s facilities and for Prototype 2 in Roxon’s and Powerfinn’s facilities.

Subtask 2: Field test

Description: High voltage insulation testing and automation link testingoutdoors

(on the real circumstances) with the prototype. Realization: The automation link testing and high voltage insulation tests

outdoors were done by Roxon.

Planned and actual costs of different partners.

Party Role Costs K (Workplan) Real Costs K Roxon Oy First User 17.4375 24.2501 Pyörre Oy Subcontractor 1 7.0875 7.2321 Powerfinn Oy Subcontractor 2 7.3500 2.9937 Others Travel, Components,

Hardware 4.1250 4.2132

Total (K ) 36.0000 38.6891

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Planned and actual efforts and costs of Roxon. Task Planned/actua

l efforts indays

Planned/actualcosts in K

Remarks

Technical management 8/10 1.5/1.9 Training- Controllers- High frequency technology- PCB design andtransformer

11/10 2.1/1.9

Specification - High voltage power supply

10/15 1.9/2.8 The project was delayed 1month in this phase,because of illness of keyperson of Subcontractor 1.

Design 25/30 4.6/5.6 Difficulties with HV-multiplier.The project was delayed 4months in this phase: - lack of resources of Subc. 1 - summer vacations

Fabrication 3/20 0.6/3.8 The project was delayed 4months in this phase,because the originallychosen Subc. 2 wentbankrupt.

Testing and evaluation- Prototype testing- Field test

36/39 6.7/7.3

Dissemination 0/6 0/1.0 Total 93/130 17.4/24.3

The planned duration of the project was 8 months, but because of the abovementioned reasons, the actual duration was 17 months.

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The planned and the actual schedules below:

The overview of subcontractor efforts and costs per task:

Task Effort ofSubc. 1 indays

Costs ofSubc. 1 inK

Effort ofSubc. 2 indays

Costs ofSubc. 2 inK

Training- Controllers- High frequency technology- PCB design and transformer

5 1.3

Specification- High voltage power supply

2 0.5

Design 18 4.7 3 0.8

Fabrication 8 2.1

Testing- Prototype testing- Field test

3 0.8

Total 28 7.3 11 2.9

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10 Subcontractor information Subcontractor 1 Name: Pyörre Oy Size: The company employed 1 people in 1999. Business The company operates as an electronic design company. Company designs differentkinds of power supplies to different customers as television manufacturers andmobile phone manufacturers. Relevant Expertise & Experience The company is specialized in designing power supply systems. Employee hasworked earlier as designer in television manufacturing companies in Finland. Services provided Power supply systems design services. Personnel Managing director (Mr. Ismo Pyörre) was involved in this project. Rationale for choosing / evaluation of the subcontractor The subcontractor was selected based on their experience in power supply designand also have experience in high voltage technology. The subcontractor has years ofexperience in electrostatic precipitators design. The main points in the contract were:

• contents of the work• deliverables and delivery schedule• costs and payment conditions• responsibilities of the parties• intellectual property rights• confidentiality

Subcontractor 2 Name: Powerfinn Oy Size: The company employed 23 people in 1997 Business The company is specialized in developing and manufacturing battery charges andpower supplies that utilizes the latest switching technology. Relevant Expertise & Experience The company utilizes the switching technology in the realization of the products. Thisoffers remarkable advantages in relation to traditional equipment: the benefits of highpower and efficiency are attained in addition to light weight and compact size. Theuse of switching technology together with development and surface mountedcomponents make the extremely high power/size relation possible. Services provided Designing and manufacturing services. Personnel Managing director (Mr. Veijo Raita) and designer (Mr. Reima Turtiainen) were involvedin this project.

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Rationale for choosing / evaluation of the subcontractor The subcontractor was selected after the bankrupt of Scanpower Oy based on theirexperience of manufacturing power supplies. Other arguments for choosing themwas the location: Powerfinn Oy is located nearby the other subcontractor Pyörre Oy,so the co-operation between the subcontractors was easy in practice during theproject. The main points in the agreement were:

• contents of the work• deliverables and delivery schedule• costs and payment conditions• responsibilities of the parties• confidentiality

11. Barriers

Knowledge barriers- Understanding, that microelectronics can improve the company’s products and

competitiveness.- What are the possible solutions and how to select the most suitable

microelectronics technology options.

Cultural and inertia barriers- Culture of industry sector (metal and machinery).

Technical barriers- Skill and knowledge shortages in specific microelectronic development areas such

as specification, design, test, tools etc.

Economical barriers- Lack of knowledge of the actual cost and benefits of transferring a new

microelectronics technology into a company.

12. Steps taken to overcome barriers and arrive at an improved product

Knowledge barriers- Planning the project with the help of the TTN and subcontractors made us more

aware of what could be done and what it would take and we felt the risks weremanageable.

Technical barriers- Learn how to investigate technologies by using appropriate experts. This means,

that knowledge of new contacts (companies, persons) in electronic businessarea has risen with the assistance of company’s subcontractors.

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Economical barriers- The workplan, costs and economic benefits demonstrated through the TTN

assisting with an economic model lowered the perceived risk and the financewhich we were able to raise removed the barriers.

13. Knowledge and experience acquired

The people who worked in this project in Roxon Oy were trained by subcontractors.Through the training and the practical design work the staff allocated to the projectknows now the basis of items as follows:

- designing, building and testing power supply systems- high frequency technology- designing PCBs- small transformer technology- microcontroller- design program PSPICE

Also knowledge for project management and reporting was acquired by quidance ofTTN.

The main expectations, which were set for the technology adoption and for theproduct improvements before the experiment, were achieved. The experiment is veryuseful for the company.

14. Lessons learned

Like in any other project there became needs to change the specifications during theAE. As the staff of FU was not an expert in microelectronics there was not fullunderstanding that a little change in one component will affect to all other components,too. It was very hard to believe the subcontractor when he said after a amendmentthat he must renew the whole plan because of the tiny change. Particularly the rightstructure of the multiplier was very hard to find out. Especially the selection of theright components was painful, because the HV components are not so common andtherefore hard to get in small amounts. Besides the components in the multiplier mayaffect to each other very much. The lesson learned was, that it is not easy to choosehigh voltage components so that the result is functional and it is almost impossible ifyou are not an expert.

Another lesson was, that during the AE there can happen almost anything! Roxon hadbig difficulties with the timetable of the project. The difficulties started already in thebeginning of the AE, when the designer of the subcontractor get ill. He had started thespecification but it was in the very beginning. Because FU had no experience inelectronics and the subcontractor had no one else to replace the designer, the projectjammed. FU tried to find someone to continue the job but had no success. It tookalmost half a year before the project continued as planned.The next backlash came just before the fabrication of the prototype 1 should have hadbegun. The subcontractor 2, who would fabricate the prototype, went bankrupt. FUand the designer (subcontractor 1) fabricated the prototype 1 as “hand made”. FinallyFU with help of TTN find a new subcontractor and so the prototype 2 was fabricatedas planned.The lesson is, that when you are dealing with a subcontractor (especially a small one)and you are (technically) dependent of him, you may be in trouble ! The best situationis, if you have in the beginning three alternative subcontractors from choose one. Youstill have two alternatives, if the chosen subcontractor falls and you don’t loose timefor searching new ones.

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A positive lesson is, that now after getting some knowledge about electronics it ismuch easier to see new possible targets where this technology can be utilized. Thecompany has for instance De-Icing System for Belt Conveyors, where controlling isnowadays carried out with relays.

15. Resulting product, its industrialisation and internal replication

The project was technically a success. A new type of DC High Voltage Supply fordust control system was developed. Though the system is not a completed product, itis now quite easy to continue the development work to the end.

A working prototype was built during the project. The specified functional parameterswere achieved (voltage 60 kV, current 1.5 mA) as also the controlling of the powersupply with the MCU.

It is planned that the production of the new product would start before the end of year-99. The total industrialisation costs will be about 85 K . It includes the followingcosts:

* FUSE* Further development as to the product* Technical acceptance inspections* Marketing

In the future it may be possible to use the developed product in other applications, too.Instead of binding dust back to the process dust can be removed from dusty point tothe electrostatic filter located some distance away.

16. Economic impact and improvement in competitive position

The competition will be more harder on the market. Environmental issues will becamemore and more important and emission limits for different type of dusts will tighten.New competitors will born.

Manufacturing costs of the old type and the new type of the Dust Control System:* old product 15 K* new product 4 K

The manufacturing costs will be about 73 % lower than before. It directly results inlower sales prices and expands sales potential.

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The company has the following outlook and actual sales concerning the dust controlsystems:

The old product will stay as an alternative, because in some special cases it can bemore suitable than the new type. For instance in mines there are wide and fast beltconveyors, where quite high watt age in Dust Control Systems is needed and thecontrolling of the system is not so important. The use of Sandvik marketing resourceshas increased sales of current product and actual sales are higher than anticipatedwhen the proposal was submitted.

The payback period has been calculated to be about 8 months.

FUSE ROI is 1638 % over 4 years product life.

17. Added value to the portfolio and target audience

This project could be very interest for the traditional mechanical engineeringcompanies and for companies working in area of heating, ventilating and air-conditioning, mining and for harbors and industrial plants and also for the companiesusing or developing the high voltage power supplies.

The industrial sectors which could benefit of this project are as follows:

Industrial sector Prodcom code

Electronic components 321

Industrial process control 333

Machinery 29

Electrical 31

Mining 10 to 14

Paper industry 21

Metallurgy 27

Metallic products, except machinery 28

Projected Sales With and Without FUSE

0

50

100

150

200

250

300

350

400

1999 2000 2001

Year

Sal

es (

K?)

Without Fuse With Fuse

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This AE is a good example of how a mechanical engineering company withoutprevious experience in electronics can develop and start to use totally newtechnology for them.

The main learned lessons in this project in addition to the technical issues:- the specifications have to be done very carefully- for the First User the subcontractors are mandatory- the risk analysis should be done carefully- the contingency plan should de done