Implementing a technology transfer so the outcome is successful means paying attention to details at every stage of the transfer. For the transfer to be successful means the receiver company should be able to effectively use the technology again. To best go about a successful technology transfer, three main things have to be in alignment - Timelines & Deliverables, Procedure & Documentation and the Program Director

1. Practices to Ensure a Successful Technology Transfer
Implementing a technology transfer so the outcome is successful means paying attention to
details at every stage of the transfer. For the transfer to be successful means the receiver
company should be able to effectively use the technology again. To best go about a successful
technology transfer, three main things have to be in alignment - Timelines & Deliverables,
Procedure & Documentation and the Program Director.
The Program Director is the point of contact to streamline communication and establish
ownership. This person should be a jack of all trades, balancing technical with
bureaucratic/administrative know-how along with communication with the individual
departments. Here, we look at the different aspects that a program director has to look into to
ensure a successful technology transfer.
Documentation
It is essential to iron out the details as each factor plays an important role in the process.
Prepare a document encompassing the various aspects and specific departments involved in
the technology transfer process. For an internal technology transfer, details can be freely shared
but when dealing with another entity, be mindful of the details shared in the documentation.
This formal document should have all the technical information provided and a process in place
with the different departments involved. Each chapter will have a call out to a separate
treatment with more detailed documentation. Responsibility would be placed upon the program
director to collect and compile information from each different department.
Legal assistance
Especially between two countries or entities, care must be taken to avoid miscommunication or
misrepresentation. This is best done with proper legal assistance. The details of the
documentation are to be vetted by the legal fraternity with the vetting done from both sides and
paperwork having a firm legal basis. It might not be an easy task but having matters carefully
decided upon ensures there are no legal issues after the work has begun. Also, it is imperative
that an NDA (Non-Disclosure Agreement) or MOU (Memorandum of Understanding) be drafted
carefully and signed by both parties, at the outset. This establishes the scope of activities and
provides a legal binding to both the signatories regarding handling of sensitive documentation
and issues.
Administration
Often, a donor company might have a fair idea of how long the transfer might take while the
receiver company seeks to arrive at production as soon as possible to realise their monetary
value. By working together, the two sides can set up project milestones and a timeline for
expectations. The program director needs to conduct negotiations with the other side, and
schedule the ramp rate before-hand when scaling. He also sets up vendors and ensures their
involvement along with looking after the administration of the different departments with regard
to the transfer.

2. Production
During the manufacturing phase it is critical to ensure the feasibility of the transfer. From the
establishment of the first working prototype till expected/committed yield is realized, there are
very close approvals for interactions. The program director is in charge of executive decisions or
any activities and can ensure hand-holding for a predetermined period till production is ready.
This would mean adequate training being given to the receiver side and personnel from the
donor side participating at the actual site of manufacture.
R&D and Manufacturing
While there are no intellectual or legal requirements for technology transfers between the
research & development and manufacturing departments of the same company, timelines
should be adhered to as strictly as possible. This is especially important due to the additional
requirement to meet the compliance certification and such other regulatory conditions which are
commonplace in manufacturing (as opposed to R&D). The development environment differs
strongly from production in that the volume of output in production area is considerably higher;
also, there is limited scope for experimentation in the process of production. However, the
producing and processing methods should be made known to the manufacturing side so as to
ensure they can work on continuous improvement and enhance yield.
Expectations for what can and should be provided are much clearer during an R&D transfer to
the manufacturing department of a different company. A distinction has to be made as to
whether the transfer is of only the product, the quantity, or technology of manufacture. Other
considerations that need to be decided upon include sharing product and process know-
how. Clear guidelines and boundaries must be established by designating a cut-off date as to
how long the process know-how transfer will be done and how much of the subsequent process
improvements will be shared.
Quality Control
Quality starts with the documentation itself. Clear-cut documentation spells out explicitly what
the responsibilities of each entity is. Depending on the material or technology, follow established
procedures with specific details being provided along with establishing a non-disclosure
agreement and memorandum of understanding to ensure the receiver does not transfer the
technology to anyone else unless explicitly mentioned.
Risk Assessment
The donor plays a valuable role during integration and testing. Their participation is necessary
till the technology is fully handed to the receiver as the risk of poor quality at the production site
is very high when the receiver entity is not sufficiently trained or skilled.
During scaling, alternate sources must be identified and integrated into the process along with
donor support. This should be looked at from both perspectives, as donors would like to limit the
amount of help offered. The donor company should insist on bounding parameters while helping
the receiver company set up their own entities, required suppliers and integration.