robert roman
Bob Roman
“I always wondered why that technology wasn't used in our world.”
It is with conveyors. A conveyor is a product layout like an auto assembly line where the equipment is arranged according to the steps necessary to produce the product.
A conventional in-bay uses a project layout where labor, materials and tools are brought to a job site like in making airplanes. If the demand for airplanes was great like it is for cars and price wasn’t millions of dollars per plane, then a product layout would make more sense.
Several years ago, I contacted one of the companies that make the robotic arms that spray paint cars on assembly lines to see if there was interest in using robots to wash cars.
The company wasn’t interested because the carwash equipment manufacturing industry is cottage-size.
Another reason for absence of high-tech innovation in in-bays may be motivation.
If the de facto standard is inverted-L or other configuration selling for $100K to $125K that does 10 to 12 cars an hour, what motivation is there to make something better? Need more capacity? I will gladly sell you another machine for $100K to $125K.
Of course, this opened the door for reverse engineering and less expensive clones or copycats as well as companies who designed in-bay express – pulling certain functions from the roll-over to arrange them in a linear manner as in a conveyor.
Not only did Petit come up with a unique invention, he also designed a great business model.
His product addresses many operator problems. His innovation will unlock potential of the segment. His company will capture value because the product delivers more value to his customers (operators). He should be able to sustain comparative advantage by means of cost, differentiation and niche strategy.
It is with conveyors. A conveyor is a product layout like an auto assembly line where the equipment is arranged according to the steps necessary to produce the product.
A conventional in-bay uses a project layout where labor, materials and tools are brought to a job site like in making airplanes. If the demand for airplanes was great like it is for cars and price wasn’t millions of dollars per plane, then a product layout would make more sense.
Several years ago, I contacted one of the companies that make the robotic arms that spray paint cars on assembly lines to see if there was interest in using robots to wash cars.
The company wasn’t interested because the carwash equipment manufacturing industry is cottage-size.
Another reason for absence of high-tech innovation in in-bays may be motivation.
If the de facto standard is inverted-L or other configuration selling for $100K to $125K that does 10 to 12 cars an hour, what motivation is there to make something better? Need more capacity? I will gladly sell you another machine for $100K to $125K.
Of course, this opened the door for reverse engineering and less expensive clones or copycats as well as companies who designed in-bay express – pulling certain functions from the roll-over to arrange them in a linear manner as in a conveyor.
Not only did Petit come up with a unique invention, he also designed a great business model.
His product addresses many operator problems. His innovation will unlock potential of the segment. His company will capture value because the product delivers more value to his customers (operators). He should be able to sustain comparative advantage by means of cost, differentiation and niche strategy.