Which Firmware Version do I Need for My Leapfrog Creatr Printer?
Modified on: Thu, 9 May, 2019 at 3:16 PM
Find out which firmware your machine needs by following these steps:
1) Does your Creatr have a black drag chain that guides the wires from the printing carriage to the back of the machine?
Yes: Go to step 2 No: Go to step 3
2) Measure the diameter of the machine's back Z-axis pulley like shown in the photo below
Z-axis pulley diameter:
Single - 2a Marlin
Dual - 2b Marlin
Single - 1a Marlin
Dual - 1b Marlin
Creatr XL click here
3) Measure the diameter of the machine's Z-axis spindles.
Z-axis spindle diameter:
Single - 3a Marlin
Dual - 3b Marlin
Single - a4 Marlin
Dual - 4b Marlin
Single - 5a Marlin
Dual - 5b Marlin
While checking the Z pulley please also have a look at the electronic board and see what type of board your Creatr printer has; If the printer has the electronic board from below then you need to follow the links below in order to download the proper firmware for that board:
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Setting up OctoPi
Please follow these steps after downloading:
Unzip the image and install the contained
.imgfile to an SD card using Etcher. Do not at any point format the SD from your Operating System, even if prompted to do so - that will break it and you’ll have to start over. Just use Etcher to flash the
.imgfile, that is enough!
Configure your WiFi connection by editing
octopi-wpa-supplicant.txton the root of the flashed card when using it like a thumb drive. Important: Do not use WordPad (Windows) or TextEdit (MacOS X) for this, those editors are known to mangle the file, making configuration fail. Use something like Notepad++, Atom or VSCode instead or at the very least heed the warnings in the file.
Note: This changed with OctoPi 0.15.0, earlier versions had you edit
octopi-network.txtwhich has a different format. This old method is no longer supported and the contents of this file will be ignored. Just use
Please also refer take a look at the full WiFi setup guide in the FAQ that also includes Troubleshooting tips.
Boot the Pi from the card.
Log into your Pi via SSH (it is located at
octopi.localif your computer supports bonjour or the IP address assigned by your router), default username is “pi”, default password is “raspberry”. Run
sudo raspi-config. Once that is open:
- Change the password via “Change User Password”
- Optionally: Change the configured timezone via “Localization Options” > “Timezone”.
- Optionally: Change the hostname via “Network Options” > “Hostname”. Your OctoPi instance will then no longer be reachable under
octopi.localbut rather the hostname you chose postfixed with
.local, so keep that in mind.
You can navigate in the menus using the arrow keys and Enter. To switch to selecting the buttons at the bottom use Tab.
You do not need to expand the filesystem, current versions of OctoPi do this automatically.
You also do not need to manually enable the RaspiCam if you have one, that is already taken care of on the image as well.
Access OctoPrint through
http://<your pi's ip address>. https is available too, with a self-signed certificate (which means your browser will warn you about it being invalid).
Are you confused with the terms RFI, RFQ, RFT and RFP?
In practice, you will find these phrases used interchangeably, as many organisations don’t understand the differences sufficiently, resulting in the buyers missing negotiation advantages. We hear procurement or purchasing clients talk about how their departments use these purchasing processes.
Let’s see the difference between RFI, RFQ, RFT and RFP.
1. Request for Information (RFI) is used when you think you know what you want but need more information from the vendors. It will typically be followed by an RFQ or RFP. Sometimes it is also known as Registration of Interest (ROI)
2. Request for Tender (RFT) is an opportunity for potential suppliers to submit an offer to supply goods or services against a detailed tender.
3. Request for Proposal (RFP) is used when you know you have a problem but don’t know how you want to solve it. This is the most formal of the “Request for” processes and has strict procurement rules for content, timeline and vendor responses.
4. Request for Quote (RFQ) is commonly used when you know what you want but need information on how vendors would meet your requirements and/or how much it will cost.
Below chart shows the differences in a categorized way.
Product ops, or product operations, is a role designed to help a company's cross-functional product team operate as effectively as possible. ... Analyze data to help product management make better-informed decisions. Develop business processes to streamline product development.
Definition: Product ops, or product operations, is a role designed to help a company’s cross-functional product team operate as effectively as possible.
What is Product Ops?
Product ops, or product operations, is a role designed to help a company’s cross-functional product team operate as effectively as possible. Product ops specialists own many of the product team’s behind-the-scenes initiatives. Such as:
- Facilitate user interviews and other market research
- Oversee quality assurance checks on new features
- Analyze data to help product management make better-informed decisions
- Develop business processes to streamline product development
- Manage the many tools (for roadmapping, prototyping, etc.) the product team uses
- Work closely with support and sales to improve the customer experience
Why Product Ops Is a Must on Your Product Team
To understand why product ops have become such an important component of any product team, let’s consider some of the disadvantages of not having this role in a modern organization.
1. Too Many Tools to Manage Effectively
Businesses today have more technology than ever to develop and improve their products from apps that monitor customer usage, to digital prototyping solutions, to product roadmap software.
Here’s the drawback: learning and training the team on these disparate tools, working with their vendors, and implementing best practices for using these solutions becomes more and more time-consuming with each new app introduced into the product stack.
How product ops helps:
One of the many ways a product ops team can add value to the company is by administering these tools and creating the best practices for using them across the organization.
2. Ineffective Curation and Analysis of Data
A related challenge modern product teams face is the exponential increase in corporate data that the average business is generating every year. As a recent article in Forbes explains it, 90% of all data generated in world history was created in the last two years, and experts estimate the rate of new data generated each year will only increase.
With all of their other responsibilities, product managers face increasing difficulty carving out the time to review and analyze all of this data that will inform the strategic decisions about their products.
How product ops helps:
Specialists build systems to capture, review, and analyze usage information and other key data. They present this data to product management to help PMs make better-informed product decisions.
3. Difficulty Designing and Implementing Experiments
As a product team and its user base grow, administering and learning from experiments becomes increasingly complex.
Moreover, different product managers across the team will likely have their own methods of devising, executing, and measuring the success of the experiments. Therefore, some experiments will yield less actionable data than others (because of how they were executed), and result in wasted resources.
When no one is looking at the results of these experiments in aggregate, it creates a silo-based culture of product experimentation where the organization misses out on important trends and insights.
How product ops helps:
Yet another valuable role product ops can play is to create a systematic methodology of product experimentation. The product ops team develops processes to make experiments reliable, actionable, and easier to implement. They create a best practices template that product managers across the organization can use to run and report on experiments.
ACCESS NOW: The Rise of Product Ops
Product Ops: A Systematic Approach to Product Excellence
In today’s highly competitive business environment, where the barriers to entry in almost every industry have fallen substantially in recent years, a product team can no longer afford to develop products without well-thought-out systems and best practices established.
Creating those systems and processes is only the first step to building a company culture of product excellence. Because product managers have so many responsibilities, they often cannot devote enough time to making sure the cross-functional team is working according to the company’s processes and best practices. This is where the product ops teams comes in.
With a product ops team (or even one motivated product ops individual!), the organization will have a resource that continuously works to apply operational discipline to the entire cross-functional team. In other words, product ops helps clear a path to ensure the rest of the team—product managers, developers, project managers, product managers, customer support, sales—are able to perform under the best possible circumstances. That’s why this is a must-have position.
See Also: DevOps
How To Get Suppliers Costed BOMs
OEM's that employ strategic sourcing techniques often find contract manufacturers are reluctant to supply costed bill's of material. Here are 2 good reasons and 2 bad reasons for this reluctance. Understand the differences then use our 3 secrets to getting the costed BOMs.
Why CM's won't share: Bad Reason #1
If you employ strategic sourcing instead of should cost analysis (see the differences here) you probably ask your suppliers to present you "broken out" pricing, showing how much of the resale price is materials, materials overhead, labor, overhead, and profit. You probably also want to see a certain labor rate and a certain profit percentage. CMs very often manipulate this presentation to show you what you want. When they give you a costed BOM it is more difficult to manipulate.
Why CM's won't share: Bad Reason #2
Over the life of a contract CMs try to make money by reducing material costs and not passing it along to you. This is referred to as purchase price variance (PPV). It is much more difficult for the CM to use PPV to their benefit if you are fully and accurately aware of the costed BOM.
Why CM's won't share: Very Good Reason #1
By using strategic sourcing you are relying on the CMs to discover the best available price for each and every component. Materials typically account for 80% of a PCBA's cost, so component costing is the key to winning these types of competitive bids. If you have created a situation where the CM's best chance of success is beating their competition at component costing, why would you expect them to disclose their sources? That's effectively asking them to give away their most importance strategic advantage.
Why CM's won't share: Very Good Reason #2
In any private commercial relationship between a buyer and seller there is a reasonable expectation of privacy, and in our industry almost always a formal non-disclosure. By asking a CM to disclose a costed BOM, you are asking them to violate confidentiality with their suppliers.
The Best Solution
The best way to avoid these problems is to use the should costing techniques employed by almost all top tier OEMs. With should costing the OEM negotiates the component prices directly with the component suppliers and simply informs the CM of the component costs. Should costing eliminates all the issues related to costed BOM sharing. Here are more reasons you should switch to should costing.
For companies still employing strategic sourcing, here are 3 secrets to overcoming the CM's reluctance and getting costed BOMs.
Secret #1 - Build Trust
One of the most important ingredients in getting your CM to supply a costed BOM is trust between your companies, and personal trust between your employees. You need to eliminate two fears; 1) that you will disclose their pricing information to competitors, and 2) that you will use the information they supply to hurt them.
You can build trust on the disclosure issue by personally pledging confidentiality, and by creating a non-disclosure agreement explicity barring both parties from sharing cost information with 3rd parties.
You can build trust on the profit issue by requesting the costed BOM post-contract award and offering to share future component cost reductions, no matter who discovers them. When you build personal trust with your CM, you are much more likely to get the information you need.
Ultimately trust will come from saying what you'll do and doing what you say. If you say you won't use the costed BOM to drive the CMs margin down, and then you do, trust will be hard to maintain.
Secret #2 - Collaborate on Supply Chain
Sophisiticated OEM's realize 80% of their cost is in materials. Rather than simply making counterproductive demands for annual/quarterly cost reductions, or constantly quoting alternative suppliers, they partner with the CM to develop the optimal supply chain for each component. When a CM senses they are a valued partner instead of an adversary on component pricing, they are much more likely to share costed BOM information.
Secret #3 - Share in both directions
If you want CMs to share their costed BOM's, you should also be willing to share your costed BOMs (or other cost information). There is no clearer signal that you are adversaries and not partners than by refusing to share information with your CM. In short, if you expect your CM to trust you, start by trusting them.