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Manufacturing Extension and “Pulling” Technology into the Marketplace
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Manufacturing Extension and “Pulling” Technology into the Marketplace


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NIST’s Manufacturing Extension Partnership centers are working with universities, federal labs, and other partners to accelerate the use of technology among manufacturing clients. One of MEP’s key …

NIST’s Manufacturing Extension Partnership centers are working with universities, federal labs, and other partners to accelerate the use of technology among manufacturing clients. One of MEP’s key tools is Technology-Driven Market Intelligence (TDMI), which guides the collection and analysis of market information about a specific technology and its potential opportunities for commercial success, either as a product or a process. This approach has benefits for companies and for state officials: it enables companies to understand market opportunities when adopting technology which can then lead to increased sales and company growth; States can better understand the existing market for a technology that — when adopted by existing or new clusters of companies in that State — can lead to economic growth. This panel will describe the process, the roles of partners, and showcase ways MEP that companies and states are benefitting from the process.

Dave Cranmer, NIST Extension Partnership (moderator)
Tom Culver, Senior Innovation Advisor, Research Triangle Institute (RTI)
Dion Jackson, Associate for USC Center for Economic Development in the Price School of Public Policy, USC
Gene Russell, President & CEO, Corporation for Manufacturing Excellence (Manex)

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  • Prime Synthesis , Inc – A Pennsylvania based specialty filtration material company, that got started with Ben Franklin Partners seed funding and is now a NIH SBIR company Asset: Prime Synthesis developed a new, functional, controlled porosity glass (CPG) for enhanced drug processing. The new media is potentially suitable to a wide range of purification applications and selective screening of biologics.Benefits: The new product has two to three times the binding capacity, greater alkali resistance, and higher fidelity adsorption compared to commercially available media.Key QuestionsWhat are the drivers and structure for the biologic materials purification market?Who are the leading competitors and end customers for purification media?Is the technology suitable for the biologic purification market?Would users adopt a new media?What are the key regulatory and performance criteria?OutcomesProfiled global bio-pharma market and value chain in detail, identifying best regions for growth and partnering.Characterized key aspects of market:New product pipelines and regulationsProjected growth and sizeKey players and customers.Identified purification step as key industry “bottleneck” for which new product offers novel solutionImpactsLearned that opportunity were greater than expected in the production of billion-dollar blockbuster drugs. Developed a much more assertive approach to the marketplace. Adjusted partnering strategy; now citing $24 million opportunity in new $100 million market.Sourced $150,000 in new funding and created new technology and patents.
  • Bear Technologies LLC – A Virginia based small specialty motor and mechanism design firm and a NASA SBIR company that has had both Phase I and Phase II grantsAsset: Bear Technologies developed a working prototype of a novel high-torque, low-speed motor design.Benefits: Bear’s direct-drive motor design eliminates expensive and failure-prone gearboxes. The low-profile, hockey-puck shaped design requires fewer, larger bearings for improved reliability. The output shaft is self-supporting so that the driven element can be attached directly to the shaft without additional support or bearings.Key QuestionsWhich applications have the strongest technical and business need for the unique features of the motor design? What features should the commercial product have?Which industry leaders would be the best commercialization partners?OutcomesIdentified several applications in four new markets that could benefit from the motor’s unique features.Estimated the size of the overall market opportunity and recommended a suitable market entry strategy.Identified four leading electric motor manufacturers and a leading OEM vehicle manufacturer who showed interest in discussing co-development of the motor with the client.Determined potential “death threats” and made recommendations for addressing them.ImpactsIdentified and prioritized commercial markets and potential applications. Identified several possible development partners including an oil company interested in the motor for extreme environments. Demonstrated commercialization clarity to NASA during Phase II interim reporting and for additional funding requests.Gained matching funding from state of VirginiaNow developing a improved motor design that specifically meets outside (non-NASA) industry needs
  • Salimetrics– A Pennsylvania based saliva based assay and testing company, that is a Penn St spin-off, got started with Ben Franklin Partners seed funding, and now has numerous product lines.Asset: Salimetrics, a leader in salivary assay kits, developed a chemical derivative of melatonin that they wanted to use in creating a saliva-based immunoassay for melatonin detection.Benefits: The assay has the potential to offer a much faster and simpler-to-use test with better results than the only other competing product in the world. The test has the potential to be a breakthrough for melatonin research in sleep studies.Key Questions:Is there intellectual property that would restrict their freedom to develop and commercialize a saliva-based assay for melatonin?Are there any existing patents, filed or granted, specifically involving N-1 modified melatonin or indole compounds?What is the competitive landscape for saliva-based immunoassays for melatonin detection? OutcomesSearched granted/published patents filed in U.S. since 1990Examined market offerings of patent holders with filings related to N-1 modified melatonin to identify any intellectual property restrictionsIdentified/screened 558 records; profiled 38 most relevant recordsAnalyzed competitors identified by Salimetrics; conducted additional market-based search to identify saliva-based melatonin assaysImpactsMoved ahead with the new melatonin assay product, which is currently being launchedReceived pre-sales and expect the new product to increase total company revenues by 10%Filed a provisional patent application, which prior to the project was not considered
  • 1996 EDA University Center Outreach arm of Sol Price School of Public Policy providing clinical experience for Masters studentsStrategic Planning for Economic Development CEDS, City of LA, Gateway Cities Region for GCCOG, Pomona Area, Santa Barbara County, Inland Empire – Riverside and San Bernardino County Co-Hosted 1999 EDA Regional ConferenceRecommended Sustainable Development strategy: re-industrialization with “clean” 21st-Century manufacturingAdvocated for more cooperation and collaborationNat’l Center for Eco-Industrial Development with Ed Cohen-Rosenthal at Cornell University Co-locating industries to share resources Environmentally benign manufacturing Re-engineering manufacturing processes – Cradle-to-Cradle: McDonough
  • Challenge: Growing Companies Locally from University Technology TransferI6 Challenge – USC w/UCLA, Caltech Tech Transfer - advised and was going to work with new start-ups on their workforce plan - led to pediatric POCiHub network assessment for GO-Biz – helping them understand what was working and whereIn an effort to harness and enhance California’s innovative spirit, the state of California launched its forward-thinking Innovation Hub (iHub) program. The iHub program improves the state's national and global competitiveness by stimulating partnerships, economic development, and job creation around specific research clusters through state-designated iHubs. The iHubs leverage assets such as research parks, technology incubators, universities, and federal laboratories to provide an innovation platform for startup companies, economic development organizations, business groups, and venture capitalists.Advanced Manufacturing: Jobs and Innovation Accelerator Challenge: El Camino College, MEP Center: CMTCInvited to a meeting at CMTC on technology transfer – LLNL, LBNL, CMTC, Manex, USC, El Camino CollegeTechnology-Driven Market Intelligence
  • Named collaborative: California Network for Manufacturing Innovation December Meeting at LLNL – established CNMI goals and framework for charter AM: Additive Manufacturing One Day Forum March 20, 2013 April 2013 – incorporated as nonprofit and applied to become statewideiHub for Advanced Manufacturing LM3I Concept Paper submitted, not down selected October 8th – announced as statewide iHub for Advanced Manufacturing AMO: 1st Annual Advanced Manufacturing Outlook, April 3rdThe California Network for Manufacturing Innovation (CNMI) was founded as a state-wide collaborative organization to support and foster the manufacturing technology sector. The CNMI acts as a state-wide collaborative of National Research Laboratories, MEP’s, academic institutions, economic development organizations, manufacturers and equipment suppliers to support and foster California advanced manufacturing.The Investing in Manufacturing Communities Partnership (IMCP) is a new Administration-wide initiative that will accelerate the resurgence of manufacturing and help cultivate an environment for businesses to create well-paying manufacturing jobs in regions across the country. The IMCP is designed to reward communities that demonstrate best practices in attracting and expanding manufacturing by using long-term planning that integrates targeted investments in workforce training, infrastructure, research, and other key assets. The USC Center for Economic Development (Center) will work in collaboration with the California Governor’s Office Business and Economic Development (GO-Biz), CNMI, UC Berkeley, UC Irvine, UC Los Angeles, UC Riverside, Port of LA, PorthTech LA, El Camino College, LBNL, LLNL, and others to assess the local industrial ecosystem, identify gaps and opportunities, leverage existing assets and comparative advantages, forge new partnerships between the public and  private sector and educational institutions, and develop a statewide strategy that expands, strengthens, enhances, and advances manufacturing focusing on attracting significant private sector investment in manufacturing communities.Sectoral Strategies by region for one to two key manufacturing sectors/clusters
  • Transcript

    • 1. #UEDASummit #UEDASummit
    • 2. Technology-Driven Market Intelligence Overview
    • 3. What is TDMI? • Technology-Driven Market Intelligence (TDMI) is focused market intelligence that considers specifically the benefits and market impacts related to a specific technology-based asset (e.g., idea, product, process). October 2013 TDMI 3
    • 4. TDMI is focused on technology Synthesis /analysis of information for actionable product recommendations Integrates consideration of technical factors, the benefits these enable, and the associated market value October 2013 TDMI 4
    • 5. What are the opportunities & threats? What are the strengths & weaknesses? What kinds of questions does TDMI answer? October 2013 • What are the potential applications for my product or product idea? • Is my product or product idea viable for a given application, and if not, how might it become viable/ competitive? What are the strengths and weaknesses compared to other offerings? • How big is the potential market for a given application? What are the trends and drivers? • What are the market entry opportunities (e.g., partners that can help me get there) and threats (e.g., competitors, regulations) for a given application? TDMI 5
    • 6. What is the TDMI process? Qualify Plan Engage client Meet Meet client Determine whether client is right and ready for TDMI Understand what the client asset is and what the client needs to know Scope project and level of effort with client October 2013 Develop search strategy Research Analyze Report Search secondary sources Synthesize information Document findings Interview primary sources Develop SWOT analysis Deliver findings to client Draw conclusions and prioritize opportunities Profile best opportunities and recommend actions Capture findings Capture findings TDMI 6
    • 7. This Afternoon • Now that you know what TDMI is… • California Network for Manufacturing Innovation (CNMI) – University of Southern California – Corporation for Manufacturing Excellence (Manex) • Companies’ perspectives – Success stories (SBIR and non-SBIR) October 2013 TDMI 7
    • 8. CNMI connects technology developers, manufacturers, and educators Educators NIST MEPs iGates Etc. El Camino College/CATCs RapidTech Maker’s Factory Stanford FabLab Etc. CNMI LLNL USC JPL UC-Irvine UC-Berkeley Etc. October 2013 Technology Developers Industry TDMI OEMs (Northrop Grumman) Service Providers (GROWit) Equipment Manufacturers (Bespoke Innovations) Materials Suppliers (Microfabrica) 3D Model SW & Equipment (Autodesk) 8
    • 9. CNMI’s first step - focus on additive manufacturing in the state – CNMI kicked-off its formation with an event to attract future members: “Learning Lab” – The first event focused on additive manufacturing technologies and showcased LLNL additive manufacturing technologies and capabilities – Future events will showcase other California advanced manufacturing technologies from USC, other research institutions October 2013 TDMI 9
    • 10. TDMI Project Goal • Identify CA market players - early adopters or potential licensees/adopters of LLNL additive manufacturing technologies • Identify key stakeholders for a consortium for advanced manufacturing in California, and to participate in the additive manufacturing Learning Lab • Identify and prioritize key issues for the learning lab and/or the broader CNMI • Characterize the technology needs of users and potential adopters, by sector October 2013 TDMI 10
    • 11. Findings summary • Most AM activity in the US is east of the Mississippi • Not all organizations in AM value chain are connected • Most companies contacted were interested in participating in the learning lab • A subset of companies, those actively engaged in AM, are interested in participating in a collaborative and solving industry problems October 2013 TDMI 11
    • 12. Findings summary (continued) • A good outcome for the collaborative is a series of initiatives, each focused on various aspects of the major needs: – Innovation: need to focus and avoid duplication with other efforts; many needs in materials and process development – Workforce: no talent pool, companies have to train their own workers in AM – Supply chain: few US-based materials companies and AM equipment manufacturers October 2013 TDMI 12
    • 13. CA Has It All • Companies in all parts of the AM value chain • CA organizations are participating in national AM efforts October 2013 TDMI 13
    • 14. Innovation: CA has research assets working in AM – – – Engineered materials for AM on the micro scale, creating material properties specific to application needs Created specially designed processing systems that can deposit nanomaterials, ceramics, and metal inks Working on process modeling for parts certification – – Needs materials and methods of using multiple materials in the construction of parts/products using AM, specifically the manufacturing of electronic and opto-electronic assemblies Sees value in a collaborative Not interested in presenting at Learning Lab – – – Working on faster, lower cost solutions to AM Concerned about sharing their intellectual property May be interested in participating in collaborative – – – “Berkeley Manufacturing Institute is a Multi-Disciplinary, Multi-Department team of researchers dedicated to Manufacturing Complete Mechanical and Electrical Products” Working in AM for over 20 years, now prints electronics and sensors Member of AMP – – Member of DARPA iFAB Working in AM space for a long time and has historical data on company needs – October 2013 TDMI 14
    • 15. Education/workforce: K-16 to working adults – – – – – – – – – – – – – – – October 2013 “Through technology education, manufacturing training, and services that contribute to continuous workforce development, CACTs are experts in technology deployment and business development.” Active participant of CNMI “RapidTech is the National Science Foundation (NSF) Center for the development and advancement of Additive Manufacturing (AM) and related technologies” Provides national training workshop on AM targeted at educators Participates in ASTM F42 standard for AM Hosted NNMI workshop in CA Created FabLab@school for high schools as a way to generate interest in science and innovation, 2 high schools in Palo Alto among them Uses 3D printers as part of the curriculum Have done 1-2 hour demos for companies, but their focus is high school Calling this “workforce development” scares some people away; this organization focuses on the innovation aspect of AM Santa Cruz-based organization that designs, prototypes, and manufactures a wide variety of items, from simple 3D objects to complex mechanical/electronic products KidsCamps, high school classes, and class at UC Santa Cruz; gave TED talk on 3D printing Provides design and AM services to startups Issue: vendors don’t have client base, clients need education Excited to participate in Learning Lab TDMI 15
    • 16. Other advanced manufacturing activities • Smart Manufacturing Leadership Coalition, UCLA • An industry, academic and government Engineering Virtual Organization with start-up funding through the NSF • Jim Davis October 2013 TDMI 16
    • 17. NIST MEP Technology-Driven Market Intelligence Market insights take company into the blockbuster drug market “A magnificent job of characterizing the new biochemical processing market … we got input on the new application from 10 of the leading experts in the industry.” – Marc Rothstein, President, Prime Synthesis
    • 18. NIST MEP Technology-Driven Market Intelligence SBIR Firm Discovers Path To Commercialization “GENEDGE Alliance was invaluable in prioritizing our customers and focus.” – Karron Myrick, Director of Finance & Business Development
    • 19. NIST MEP Technology-Driven Market Intelligence IP insights clear way to breakout product for university spin-off “The IP freedom-to-operate search saved us a lot of time, and combined with the market insight, gave us the confidence to move forward with this important new product . – Jon Peterson, Principal Scientist, Salimetrics
    • 20. “Precision fab company expands opportunities in lockbox market” “Company finds partner to make solar product a working reality” “Furniture company expands into building interiors market” “Opportunities targeted for new infant protection technology” “New applications move material company into hi-tech market” 20 © Copyright RTI International 2013 TECHNOLOGY-DRIVEN MARKET INTELLIGENCE MEP TDMI services are helping many SMEs grow
    • 21. Dion Jackson, MBA, MRED, MPl USC Center for Economic Development Dion Jackson USC Center for Economic Development
    • 22. • Who We Are • Genesis of Our Role in CNMI • California Network for Manufacturing Innovation • CNMI & Economic Development USC Center for Economic Development Dion Jackson University of Southern California Center for Economic Development
    • 23. • Beginnings in 1996: • EDA University Center • Outreach arm of Sol Price School of Public Policy providing clinical experience for Masters students • Strategic Planning for Economic Development • Co-Hosted 1999 EDA Regional Conference • Nat’l Center for Eco-Industrial Development USC Center for Economic Development Dion Jackson Who We Are
    • 24. Genesis of our Role in CNMI 2011 i6 2012 iHub 2013 JIAC i6 CNMI AM NNMI 2014 AMO Challenge: Growing Companies Locally from University Technology Transfer • • • • I6 Challenge iHub network assessment for GO-Biz Advanced Manufacturing: Jobs and Innovation Accelerator Meeting on technology transfer • CMTC, Manex, LLNL, LBNL, USC, El Camino College • Technology-Driven Market Intelligence USC Center for Economic Development Dion Jackson 2010
    • 25. CNMI & Economic Development 2011 i6 2012 iHub 2013 JAIC i6 CNMI AM NNMI 2014 AMO Investing in Manufacturing Communities Partnership: Investing in California’s Manufacturing and Innovation USC Center for Economic Development Dion Jackson 2010