C ap sule Mobility C a p s u le M o b ilit y

PUSAT UNNGULAN IPTEK -- NATIONAL CENTER FOR SUSTAINABLE TRANSPORTATION TECHNOLOGY (NCSTT)

Harun al-Rasyid LUBIS Mulyo Widodo KARTIDJO


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Capsule M obilityIntegrated Transport System




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Jakarta, February 27, 2020

Seminar Regulatory Sandbox to Boost Innovations

Inter-Faculties Research

POLICY, PLANNING, BUSINESS (TOD)

VEHICLE TECHNOLOGY / ROLLING STOCK

INFRASTRUCTURE, ICT / ITS

EDUCATION / TRAINING

PUI - NCSTT

2

Product of Research - NCSTT

Vehicle

Technology

Mass Transport : LRT, MRT,CAPSULE

Electric Vehicles

Infrastructure

Railway, Road, Signal, Control

Electrification infrastructure and charging

Policy and Planning

Integrated Transport policy

Regulation, management, business plan

Resources

Expert, researcher, operator

Training and education curriculum

3

Integrated Transport Solution

Transportation Backbone (Electric Railway)

Feeder 1: Urban Mass Transport: (MRT)

Feeder 2: Light Rail Transit : LRT

Feeder 3: Inner city: PRT/Metro capsul

Feeder 4: Residential Electric bus, electric car

Transportation Hub : • Strategic Location • Highway exit, airport, train

station • Rest area, city park • Shopping Mall / Residential

Electric Bus: 30

Metro Capsule: 50

LRT Capsule: 120

4

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① Transferability: Is Regulatory + Industrial sandboxing concept transferable to Indonesia ?

② Readiness level: HOW ready TRL, IRL , MRL

③ Sharing Experience : Proses Sertifikasi Produk Industri Metro Capsule

④ TOD / LVC tools: To capture an increase in land value. How feasible is the implementation? Which tools are highly possible to be adapted and will be successful ?

⑤ Institutional arrangements & capacity: sandbox planning, selection, and monitoring

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7

4 IR Country Readiness Level ( A T Kearney, 2018)

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Conceptual framework

(sandboxing)

Area of Government Intervention

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Enterpreneurial Innovation

A RT I C L E

More than a quarter century of Creativity and Innovation

Management: The journal's characteristics, evolution, and a

look ahead

Robert Rose1 | Katharina Hölzle1 | Jennie Björk2

1Hasso Plattner Institute, Digital Engineering

Faculty, University of Potsdam, Potsdam,

Germany

2KTH, Royal Institute of Technology,

Stockholm, Sweden

Correspondence

Robert Rose, Hasso Plattner Institute, Digital

Engineering Faculty, Universit y of Potsdam,

Germany.

Email: [email protected]

When this journal was founded in 1992 by Tudor Rickards and Susan Moger, there

was no academic outlet available that addressed issues at the intersection of creativ-

ity and innovation. From zero to 1,163 records, from the new kid on the block to one

of the leading journals in creativity and innovation management has been quite a

journey, and we would like to reflect on the past 28 years and the intellectual and

conceptual structure of Creativity and Innovation Management (CIM). Specifically, we

highlight milestones and influential articles, identify how key journal characteristics

evolved, outline the (co-)authorship structure, and finally, map the thematic land-

scape of CIM by means of a text-mining analysis. This study represents the first sys-

tematic and comprehensive assessment of the journal's published body of knowledge

and helps to understand the journal's influence on the creativity and innovation man-

agement community. We conclude by discussing future topics and paths of the jour-

nal as well as limitations of our approach.

K EY W O R D S

anniversary, bibliometrics, creativity and innovation management, science mapping

1 | IN TRODUCTION

In the very first editorial of this journal, its two founders, Susan

Moger† and Tudor Rickards, argued that the management of creativity

and innovat ion will be of ―vital importance in the next few decades of

societal and industrial changes‖ (Moger & Rickards, 1992, p. 1). Nearly

three decades later, this prediction has certainly reached popular con-

sensus, but also eventually found acknowledgement in the scholarly

community to be a crucial issue in management and organization stud-

ies (e.g., Anderson, Potocnik, & Zhou, 2014). Creativity and Innovation

Management (CIM) currently ranks fifth among 33 journals in the

‗innovat ion‘ category of the Academic Journal Guide (Chartered Asso-

ciation of Business Schools, 2018) and has been actively participating

in and promoting this discourse to its present-day maturity. Since its

inception, CIM has consistently published novel and relevant research

at the intersect ion of creativity and innovation and the management

thereof for both academics as well as research-interested practi-

tioners. The multitude of special issues and sections in CIM testify to

this editorial policy, which encourages submissions on nascent

research topics of exploratory nature (see Table A1 in Appendix)—for

example, recently on the relationship of ‗Big Data and Open Innova-

tion‘ (Del Vecchio, Di Minin, Petruzzelli, Panniello, & Pirri, 2018).

The critical and defining feature of an academic outlet is its

community—i.e., associate editors, guest editors, editorial board mem-

bers, reviewers, administ rative support, author- and readership. As

community development is considered to be more challenging for

Not with standing the co-authorship of the editors-in-chief, this manuscript has fully

undergone the regular double-blind peer-review process and therefore adheres to the same

rigorous standards which apply to all articles published in Creativity and Innovation

Management.

Received: 7 July 2019 Revised: 23 January 2020 Accepted: 28 January 2020

DOI: 10.1111/ caim.12361

This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium,

provided the original work is properly cited.

© 2020 The Authors. Creativity and Innovation Management published by John Wiley & Sons Ltd

Creat Innov Manag. 2020;1–16. wileyonlinelibrary.com/ journal/ caim 1

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Creativity & Innovation Management (CIM)

TOD & MaaS Position in Sustainable Urban Transport Services

Legal & Regulation

On-line / MaaS

People-Public-private

partnership

Trust

Revenue protection

LC / LVC

Sustainable Transport Services

Governance

Norms

Demography

Road pricing (TDM)

Cost reduction

(efficiency)

ICT (Technology)

Geography

TOD (public housing)

12

Rencana pengembangan

Metro Kapsul untuk Kota Bandung

13

Perlu mengawal inovasi (lokal konten) : 1) LRT Capsule / Penumpang , Alun alun Bdg – Mei 2016 2) Capsule – UTK Kontener 3) Sepeda Motor Listrik : GesiTs / ITS 4) Mobil listrik

14

Metro Kapsul Smart Public Transportation System

Sharing Experience : Proses Sertifikasi Produk Industri

15

A lot of big cities was not designed in the beginning for having a good public transportation system.

Most of the system was planned on the existing road, therefore by the increasing number of private

vehicles on the road the traffic become heavily congested.

Jakarta - Indonesia Ho Chi Min City - Vietnam

Latar Belakang

16

Angkutan Kota - Bogor Busway TransJakarta - Jakarta

Latar Belakang

17

Turning Radius

15 meter

Slope Maximum

8 %

Suitable for already

crowded cities

Flexible Ridership

Elevated

Track

2,000 – 12,000

passenger/hour

Relatively low cost of

investment

Can be as a Feeder

or Main Line

18

The cost structure of

Monorail or Light Rail

system, mostly

dominated by the

construction cost of

Elevated Guide way

Structure, consist of

Track Girder, Column and

Foundation.

To make the construction

cost of that elevated

guide way structure

cheaper, the load on that

elevated guide way

should be made lighter.

19

In order to be able to reduce the construction cost of Elevated Track, the

load on the elevated track has to be made lighter.

It can be done by controlling the trains outside stations, only 1 (one) train

can be put on one track girder, therefore the load on the track girder can be

made lighter.

(International Patent PCT/SG2015/050370)

(Indonesia Patent ID P000201405996)

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Proses Pengembangan Produk Industri

21


22


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Proses Sertifikasi Produk Industri

Homologation (from the verb homologate, meaning "to approve or confirm

officially") is the process of certifying or approving a product to indicate that it

meets regulatory standards and specifications, such as safety and technical

requirements.

24

Standard

Pengujian

Metode

Pengujian

Pengujian

Sertifikasi

Otoritas Pelaksana Produk


Klasifikasi

Produk

Kementerian

Perhubungan

BPPT

B2TKS Metro Kapsul

Kementerian

Perhubungan

BPPT

B2TKS

ITB FTMD

25

Pengujian Beban Statis Body Metro Kapsul

Pengujian Lelah Struktur Bagian Bawah Metro Kapsul

Simulasi Crashworthiness

Pengujian Performance

Pengujian Sistem Kontrol & Signalling

Tikungan

Braking

Maksimum Kecepatan

Maksimum Tanjakan


Proses Sertifikasi Produk Metro Kapsul

1

2

3

4

5

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Metoda pengujian uji statis pembebanan yang dilakukan untuk Metro Kapsul disusun bersama

antara beberapa fihak yaitu:

• Kementerian Perhubungan melalui Direktorat Jendral Perkeretaapian

• BPPT melalui B2TKS ( Balai Besar Teknologi Kekuatan Struktur)

• ITB melalui FTMD (Fakultas Teknik Mesin & Dirgantara)

Dokumen uji statis pembebanan dimaksudkan untuk memenuhi Peraturan Menteri No.13

Tahun 2011 Pasal 12 ayat 2 (f) dan Peraturan Menteri 175 Tahun 2015 (PM 175) dengan

beberapa penyesuaian

Penyesuaian dilakukan dengan mengkombinasikan dan mengadopsi aturan yang tercantum

pada PM 175 Tahun 2015 dan standar JIS E7105 tentang metode uji statis badan kereta.

Pengujian Beban Statis Body Metro Kapsul 1

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Tabel 7.2 Nilai defleksi hasil pengujian

Pengujian Beban Statis Body Metro Kapsul 1

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Tujuan dilakukan pengujian lelah pada struktur bagian bawah, adalah:

a. Memperoleh metode pembebanan lelah pada komponen-komponen struktur

bagian bawah Metro kapsul berdasarkan standar BS EN 13749:2011.

b. Memperoleh fatigue Life dari komponen-komponen struktur bagian bawah

Metrokapsul, untuk keperluan internal perusahaan.

Pengujian Lelah Struktur Bagian Bawah Metro Kapsul 2

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BS EN 15227:2008

Pada standar ini, metro kapsul termasuk dalam kategori C-II yang merupakan kategori

untuk kendaraan perkotaan di rel tanpa ada interaksi dengan lalu lintas.

Simulasi dilakukan dengan menggunakan software LS-Dyna

Simulasi Crashworthiness 3

PENUMPANG

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Pengujian Beban Statis Body Metro Kapsul

Pengujian Lelah Struktur Bagian Bawah Metro Kapsul

Simulasi Crashworthiness

Pengujian Performance

Pengujian Sistem Kontrol & Signalling

Tikungan

Braking

Maksimum Kecepatan

Maksimum Tanjakan


Proses Sertifikasi Produk Metro Kapsul

1

2

3

4

5

31

Pengujian Sistem Kontrol & Signalling 5


Konsep Operasional Metro Kapsul

32



Konsep Operasional Platooning

33



Sistem Sensor pada Driverless Car

34



Konsep Head Way Calculation - Siemens

35

For the follower train, they have to follow the rules as follows:

Rule #1 If the distance to the front train is more than 4 Sub-Block, increase the speed until the distance to the front train is equal

to 4 Sub-Block.

Rule #2 If the distance to the front train is equal to 4 Sub-Block, keep the speed

Rule #3 If the distance to the front train is less than 4 Sub-Blocks, reduce the speed until the distance is equal to 4 Sub-Block.

Rule #4 If the distance to the front train is equal to 3 Sub-Block, start a normal braking until the distance is equal to 4 Sub-Block.

Rule #5 If the distance to the front train is equal to 2 Sub-Block, continue to apply normal braking until the distance to the front

train is equal to 4 Sub-Block.

Rule #6 If the distance to the front train is equal to 1 Sub-Block, apply an emergency braking until the distance to the front train

is equal to 2 Sub-Block, and back to Rule #5

Rule #7 If the distance to the front train cannot be made up to 2 Sub-Block, continue applying emergency braking until the train

stop.



At operational speed of 60 km/hour

Normal breaking distance: 117 m Emergency breaking distance: 37 m

36

Standard

Pengujian

Metode

Pengujian

Pengujian

Sertifikasi

Otoritas Pelaksana Produk


Klasifikasi

Produk

Kementerian

Perhubungan

BPPT

B2TKS Metro Kapsul

Kementerian Perhubungan

BPPT B2TKS

ITB FTMD

37

TOD & MaaS Position in Urban Transport Theme

Legal & Regulation

On-line / MaaS

People-Public-private

partnership

Trust

Revenue protection

LC / LVC

Sustainable Transport Services

Governance

Norms

Demography

Road pricing (TDM)

Cost reduction

(efficiency)

ICT (Technology)

Geography

TOD (public housing)

38

Urban Transit Transformation Roadmap

(Enhance accessibility & network coverage)

1. Restructuring existing route (angkots & buses) ; OK-Oce Trip JAK LINGKO

2. Establish Regional Transport Authority ; BPTJ ? >< Pemda DKI

1. Introduction of new transit mode ( BRT,LRT, MRT)

2. e-Ticketing ;

1. Integrated Rail & Road –based Transit & Transit Oriented Development (TOD)

39

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Etalase Urban Transport Indonesia

Estimate Annual Cost of congestion Corridor Jakarta – Surabaya - Denpasar

Tangerang

Origin Surabaya

Destination

15 hrs 45 m

850 km

Land Transport : IDR 200 trillion Air Transport : IDR 20 trilliun Logistic : IDR 30 triliun TOTAL : 250 triiun 41

42

(Mobility as a Service)

AIR TAXI

44

Indonesian Dreams

45

CLT Potential for high rise building

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4 Strategic Planning for TOD ① A strategic policy framework that asserts where centers

need to occur and at what kind of density and mix

② A strategic policy framework that links centers with a rapid transit base, almost invariably electric rail

③ A statutory planning base that requires development

④ to occur at the necessary density and design in each center, preferably facilitated by a specialized development agency

⑤ A public-private funding mechanism that enables the transit and the TOD to be built or refurbished through a linkage between the transit and centers it will service.

TOD

47

48

How to make TOD happen, gradually…?

Parking control (private veh.)

Community development

Public housing (low income)

?

What are lacking ?

49

6 Strategies Category:

01 | Planning and visioning

02 | Zoning and land use regulations

03 | New development

04 | Neighbourhood revitalization (street, cycle lane, pathways)

05 | Local transportation and infrastructure

06 | Economic development

01 02 03

04 05 06

How to make TOD happen, fully…?

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The Requirements of a Successful TOD Implementation

0

1 Cooperative/collaborative

relationships between actors, consistent policy and plans, a long-term vision for transportation/land

use, and a multidisciplinary and experimental approach to

implementation

0

2

Site-specific tools and instruments that enable financial gains among actors

using private–private, public–private or public–public partnerships, and whose

efficiency is increased through negotiation and communication

0

3 Attention to detailed, small-scale design, the ability to access transit stations from

cycling and walking infrastructure, and the ability of TOD to blend into the existing

architectural framework and historical street networks

51

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Land Value Capture Tools Explored Categories of LVC Instruments “Tax or Fee based” LVC & “Development-based” LVC (DBLVC)

Instrument Ta

x- &

Fee-

Base

d Property and Land Tax

Betterment Levies and Special

Assessments

Tax Increment Financing (TIF)

Deve

lopm

ent-

Base

d

Land Sale or Land Lease

Air Right Sale

Land Readjustment

Urban Redevelopment Financing 12

Source: Suzuki, Murakami, Hong and Tamayose, 2014

53

The TOD road map

Technical TOD & LVC Guidelines

Vision and Mission

statement Identify issues

Draft a policy guideline

Draft an urban design

guideline

Monitoring and Evaluation

Further research road-map towards TOD & LVC for Greater Jakarta Area

Working Group comprises of academics, government officials, privates entities and CSOs

Mitra: Jaringan Kampus (TOD KRUPT), CSO (HUD) , Government : ATR/BPN, PEMDA,

Business: Developer

Pick up TOD Show cases ( high complexities, medium , simple) :

- Dukuh atas (Sudirman), Tanah Abang, Senen , Bogor, Kiaracondong, Manggarai, Stasiun Bandung

55

56

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URBAN RAIL

IMPORTANT

JARAK TEMPUH

WALKING

MOBIL

ANGKOT/

Paratransyt

B I S

M/C

L RT

RAPID Transyt /

S U B W AY

/ MRT

Auto Guided MONOREL

KEPADATAN

PENUMPANG TINGGI

SEDANG

RENDAH

Dekat Sedang Jauh

BRT/Busway

/Monorel

Bis Bercampur dgn

Lalu Lintas

LRT di atas

tanah

SUBWAY

M R T

Speed(Km/ h)

Max Capacity

(thousands/

hour/direction)

l l l l l l l l

5 10 15 20 40 50 60 80

60 -

50 -

40 -

30 -

20 -

10 -

BRT

57

Avera

ge s

peed (

km

/h)

60

50

40

30

20

10

Carrying Capacity

(Passengers per hour per direction)

(PPHPD)

3,000 5,000 10,000 50,000 100,000

Bus

AGT

CAPSULE - RANGE

LRT MRT/Subway

Elevated Railroad

OPTIONS : Transit System Loading Capacity

BRT

30.000

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Wahana Capsule: 1.Passenger Capsule 2.Container Capsule

Documents

C ap sule Mobility C a p s u le M o b ilit y