Manufacturing Extension Partnership (MEP) Moving from R&D to Manufacture Clara Asmail Senior Technical Advisor NIST MEP FLC Annual Meeting Manufacturing and Technology Commercialization January 26, 2015
Dec 23, 2015
Manufacturing Extension Partnership (MEP)
Moving from R&D to Manufacture
Clara AsmailSenior Technical Advisor
NIST MEP
FLC Annual Meeting
Manufacturing and Technology Commercialization
January 26, 2015
Agenda
• Overview of NIST MEP program
• Technology Acceleration and MEP’s role
• Sampling of MEP services
The MEP Program in Short
MEP System Budget$128 Million Federal Budget with Cost Share Requirements for Centers
Global Competitiveness Program was created by the 1988 Omnibus Trade And Competitive Act
Emphasis on PerformanceProgram and center performance based upon impact of center services on client firm
Program Started in 1988At least one center in all 50 states by 1996
National NetworkSystem of Centers serving Manufacturers in each State.
Partnership ModelFederal, Stateand Industry
National MEP Network
Center Structure Diversity
www.nist.gov/mep [email protected] (301)975-5020
Partnerships
• Single location• Principal organization with independent partner
organizations• Central office with regional offices• Headquarters operation with multiple field offices
Utilizes existing local resources to provide manufacturing extension services relies heavily on partnerships
Public & Private SectorStaff are employees of the Center and its partners – not the Federal Government
GeographyUrban and Rural Areas. Centers are never more than 2 hours away of a manufacturer.
Organization TypeNonprofitUniversityState Government
Organizational StructureNonprofit University State Gov't
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What MEP DoesWork with small and medium size manufacturers to help them create and retain jobs, increase profits and save time and money
Focus on meeting manufacturer’s short term needs, but in context of overall company strategy.
Reach over 30,000 manufacturing firms and complete over 10,000 projects per year.
Provides companies with a consistent set of services including:
Quality
Systems
Supply
Chain
Developme
nt
Workforce
Developme
nt
Innovation
and
Growth
Lean
Process Sustainabilit
y
Technology Acceleration EcosystemInterventions supporting movement of technologies for new products, processes toward market and supply chain needs
MEP supports technology acceleration by Connecting and Assisting
• Building manufacturing capability
• Technical/engineering support
• Partnering with manufacturers
• Market intelligence
• Supply chain management
• Quality control and management
• Manufacturing processes
Basics for Technology Acceleration
Productization: Converting the technology into product that will sell. Right features ManufacturableRight price/cost On-time to market
Productization assistance from MEP centers includes• Requirements definition and prioritization• Product concept definition• Product concept validation• Guidance on design for manufacturability, cost, quality• Guidance on processes to manufacture • Development of a plan to productize the technology including
guidance on project management and risk management.
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Manufacturing Questions
• Is manufacturing right for your company?
• When do you think about manufacturing?
• How does manufacturing relate to R&D activities?
MEP field engineers can help with:– Finding and refining your strategy– Developing and controlling manufacturing processes
Developing Manufacturing Processes
• Design for: manufacturability, assembly, cost, standardization,
logistics
• Voice of customer
• Lean Product Development
• Scale up
• Vertical Integration – supply chain development
• Quality Management Systems -- cGMP, AS9100 etc
• Supplier management
Manufacturing StrategiesRequired Investment, potential risk & skill levels
Process “Scaling” Skills
Mfg Skill & Expertise
Equipment Capital Investment
Sales & Distribution
Manufacture “In-House” High High High High
Manufacture & Assemble Med High Med High
Manufacture Outsource Low Low Low High
LicenseLow Low Low Low
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New Product Development Costs
Phase II
Phase I
Characterize maturity and risk
Relationship to Technology Readiness Levels
TRL 8System Qual
TRL 7Prototype
in OpsEnvironment
TRL 6Prototype
in RepEnvironment
TRL 5Breadboard
in RepEnvironment
TRL 4Breadboard
inLab
TRL 3Proof
of Concept
TRL 2Concept
Formulation
TRL 1Basic
PrinciplesObserved
Production & Deployment
System Development & Demonstration
Technology Development
Concept
Refine-ment
Relationship to System Acquisition Milestones
CBA
Pre-Concept Refinement
TRL 9MissionProven
MRL 3Mfg
Concepts Identified
MRL 4Manufacturing
ProcessesIn lab
Environment
MRL 5ComponentsIn Production
Relevant Environment
MRL 6System orSubsystem
In ProductionRelevant
Environment
MRL 7System orSubsystem
In ProductionRepresentative
Environment
MRL 8Pilot Line
DemonstratedReady for
LRIP
MRL 9LRIP
DemonstratedReady for
FRP
MRL 10FRP
DemonstratedLean Production
Practices in place
Relationship to Technology Readiness Levels
TRL 8System Qual
TRL 7Prototype
in OpsEnvironment
TRL 6Prototype
in RepEnvironment
TRL 5Breadboard
in RepEnvironment
TRL 4Breadboard
inLab
TRL 3Proof
of Concept
TRL 2Concept
Formulation
TRL 1Basic
PrinciplesObserved
Production & Deployment
System Development & Demonstration
Technology Development
Concept
Refine-ment
Relationship to System Acquisition Milestones
CBA
Pre-Concept Refinement
TRL 9MissionProven
MRL 3Mfg
Concepts Identified
MRL 4Manufacturing
ProcessesIn lab
Environment
MRL 5ComponentsIn Production
Relevant Environment
MRL 6System orSubsystem
In ProductionRelevant
Environment
MRL 7System orSubsystem
In ProductionRepresentative
Environment
MRL 8Pilot Line
DemonstratedReady for
LRIP
MRL 9LRIP
DemonstratedReady for
FRP
MRL 10FRP
DemonstratedLean Production
Practices in place
TRL 8System Qual
TRL 7Prototype
in OpsEnvironment
TRL 6Prototype
in RepEnvironment
TRL 5Breadboard
in RepEnvironment
TRL 4Breadboard
inLab
TRL 3Proof
of Concept
TRL 2Concept
Formulation
TRL 1Basic
PrinciplesObserved
Production & Deployment
System Development & Demonstration
Technology Development
Concept
Refine-ment
Relationship to System Acquisition Milestones
CBA
Pre-Concept Refinement
TRL 9MissionProven
MRL 3Mfg
Concepts Identified
MRL 4Manufacturing
ProcessesIn lab
Environment
MRL 5ComponentsIn Production
Relevant Environment
MRL 6System orSubsystem
In ProductionRelevant
Environment
MRL 7System orSubsystem
In ProductionRepresentative
Environment
MRL 8Pilot Line
DemonstratedReady for
LRIP
MRL 9LRIP
DemonstratedReady for
FRP
MRL 10FRP
DemonstratedLean Production
Practices in place
Lean Product Design and Development
Reduce time to market
Improve resource utilization
Reduce new product development risk
While … Cutting waste
Reducing product costs
Product development expense
Data show a 25-35% reduction in launch schedule
With:
dramatic improvements in gross margin
enhanced customer satisfaction
Design for Manufacture and Assembly
↓ # parts
Parts: modular, standard, multi-use, multi-function
Fastener selection
Streamline assembly
Tolerance optimization
Don’t forget to design for maintenance and repair and disposal/recyling
How Centers work with Manufacturers
www.nist.gov/mep [email protected] (301)975-
5020
Initial Contact
Group sessions, referral
Assessment
Informal walk-through, detailed company analysis
Identify
Find potential issues, define
proposed project and approach for
solving it
Negotiate
Consult with company and sign project contract with fee paid to
center
1 2 3 4 5
Project Execution
Center staff, partner organization, and/or
third party consultants
After completion, project follow-up by center to assure customer satisfaction and explore further project opportunities
Project impact data collected by contractor for NIST approximately months after project completion
Contact Information
Clara Asmail
Senior Technical Advisor
Manufacturing Extension Partnership
National Institute of Standards and Technology
Office: 301 975 2339
Cell: 240 316 0096
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Extra slides …
Native Seedster
Objective: Assist SBIR company in developing the Native Seedster via USDA SBIRs
Status: MMEC provided extensive assistance in the design of the product, supplier development and project management. Company is currently marketing the technology to farm implement manufacturers.
Participants: • USDA SBIR• Arbuckle Ranch (Alzada, MT)• Montana Manufacturing Extension Center
Impact:• Increased Sales: $641,000• Retained Sales: $411,000• Jobs Created: 9• Jobs Retained: 3• Cost Savings: $177,000• Additional Investments: $256,500• Costs Avoided: $2.04 million
Technology: The Native Seedster was developed to harvest native seeds for use in reclamation of native grasslands. The technology leaves the harvested grass intact without damage.
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Mono-Block Laser
Objective: Assist SBIR R&D company in becoming a manufacturer
Status: MMEC completed projects in QMS, Lean Manufacturing, Supplier Development, DFMA, ERP Selection, Financial Management and other specific product design issues. Company spun off manufacturing and sold it to FLIR for $13 million.
Participants: • DoD SBIR• Scientific Materials (Bozeman, MT)• MilTech (Bozeman, MT)• Montana Manufacturing Extension Center
Impact:• Increased Sales: $1 million• Retained Sales: $0• Jobs Created: 10• Jobs Retained: 0• Cost Savings: $230,000• Additional Investments: $111,000• Costs Avoided: $10,000
Technology: Mono-block laser technology allows for much smaller laser range finding devices with no moving parts
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SnapNet/WearNet Manufacturing Cost Reduction
Objective: AFRL requested that MilTech find a way to
reduce the manufacturing costs of
SnapNet/WearNet
Status:
• Project complete with significant savings. Unit
cost brought down from $12.00 to $1.70 for 50k
units. Company is ISO9000 certified. CMTC
conducted the cost reduction study and
implemented the QMS.
Participants: • Air Force SBIR• MilTech (Bozeman, MT)• Physical Optics Corporation,
(Torrance, CA)• CMTC (California MEP)
Technology: Physical Optics Corporation developed the SnapNet/WearNet system through SBIRs that allows the vast array of electronics that forward air controllers carry to be easily connected using common snaps
SnapNet System
Example: MedHab
CUSTOMER:MedHab, LLC
REGION:STATEWIDESITUATION:• Early Stage Biomedical Startup• Venture Funding• FDA approval
TMAC SERVICES:• Feasibility Study• New Product Design• Alpha Testing• Site Evaluation & Selection• Facility Layout• Marketing Intelligence• Customer Support Info
RESULTS:• Active Patent Holder: 2 certified and 6
pending• $3.1M private investment secured• HIPAA compliant• Wireless monitoring cloud based for
StepRite product• New applications identified• 5 new jobs created
“TMAC provides a wealth of resources along the entire path of product commercialization. Their deep experience in industrial engineering and business growth provides us mature processes for delivering quality products without
waste.
We are about to embark on a successful launch of a great product and profitable business that will speed patient recovery more cost effectively with better results than
anything currently found in the marketplace.”
Johnny Ross, Co-Founder & CEO
“Quote” from Client or MEP-NAME, TITLE, COMPANY
http://www.iconarchive.com/show/oxygen-icons-by-oxygen-icons.org/Devices-network-wireless-icon.html
NIS
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The Problem/Need
Key Requirements
Project Outcomes
Project Impact
ConfidentialClient
A small bio-medical start-up company, a TMAC client and incubator partner, has a strong selling, first-generation, wired bio-medical device. Customers were requesting a wireless version of the device, but the client did not have the capabilities or know-how. To develop a second-generation product, the client needed to know which wireless protocol to use and where to find suitable wireless component suppliers and development partners.
• Identified a wireless protocol that met all of the client’s requirements.
• Educated the client on key protocol issues and requirements.
• Provided the client with a decision matrix that compared multiple wireless vendors against key supplier criteria.
• Delivered a targeted set of suppliers and development steps.
As a result of this project, the client:
• Identified a potential protocol to use and suppliers to engage so they can begin developing cost structures for the new device.
• Obtained the information necessary to purchase hardware for prototype development and testing.
• Identified TMAC as a potential partner to assist with design and prototyping of the next generation device.
• Wireless operation of the device must equal that of the hardwired version.
• Wireless protocol must be secure and comply with patient privacy laws.
• The wireless device must work in emergency/operating rooms as well as in mobile medical facilities.
• Multiple wireless devices need to operate in close physical proximity.
• Wireless synchronization of the device needs to be quick and simple.
Bio-medical company finds technologies to go wireless
Before launching into the technical work for this project, the team investigated the competitive landscape for similar monitoring devices in terms of capabilities and cost. Also, in order to justify a commercialization effort, the team performed a market analysis of the supplier base to estimate the final unit cost. -Beardsley, TMAC
Opportunities targeted for new infant protection technologyN
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MEP
Tec
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Driv
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arke
t Int
ellig
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Key Questions
Project Outcomes
Project Impact
Asset: A wireless system developed by the University of Texas Arlington enables non-invasive monitoring of carbon dioxide (CO2) around an infant in order to detect and possibly prevent a Sudden Infant Death Syndrome (SIDS) event.
Benefits: Typical commercial SIDS monitors rely on movement alone, which can be ineffective. This technology uniquely uses CO2 sensor technology to detect changes in an infant’s breathing pattern, providing a more direct monitoring system.
• Provided a detailed assessment of the market and regulatory landscape.
• Identified additional hospital and nursing home applications.
• Recommended and defined the need for a computational fluid dynamics (CFD) model to predict CO2 diffusion patterns and concentration levels around an infant crib.
• Initiated CFD model and experimental verification of CFD results.
As a result of this project, the client:
• Validated key market opportunities and detection criteria.
• Secured $100K from university and grant-funding mechanisms for further technology and product development.
• Initiated detailed prototype design work, with fabrication soon to follow.
• Began targeting a product offering more reliable SIDS detection for in-home use.
• What is the competitive landscape for CO2 detection systems related to SIDS?
• What is the market opportunity for CO2 detection systems?
• What are the recommendations of the NIH and American Academy of Pediatrics?
• How would the technology perform in a physics-based simulation?
“(This effort) focused engineers on critical paths, cross-trained for support on critical items, reduced development time, and improved delivery on new products and custom orders.”
-Bill Reid, VP Product Development, AFSI NIS
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ean
Prod
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opm
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The Situation
Key Objectives
Project Outcomes
Project Impact
Amphenol Fiber Systems International (AFSI) provides superior and innovative fiber-optic interconnect solutions that withstand the harsh environments of military (ground systems, avionics, shipboard), energy, and broadcast applications. A robust product development program was already in operation at AFSI. However, the management team wanted to fine tune the process. AFSI chose TMAC to help them design and implement a leaner product development system.
• Determined that weaknesses occur where there is the most complexity.
• Flowed down project and product schedules to work tasks.
• Developed an improved visual management board where new designs are tracked and details are easily communicated.
• Established an improved development cadence and built awareness of impending critical tasks as deadlines approach.
As a result of the project, AFSI:
• Improved engineering on-time delivery from 81% to 93% in just 2 years.
• Reduced cycle time from engineering to manufacturing by 25%.
• Refined risk/project management and team integration approaches.
• Increased company profits through product development contributions.
• Reduced product development costs.
• Improved resource allocations by 25%.
• Analyze the product development process and assess gap areas.
• Implement a smoother, more effective and efficient development process.
• Reduce process complexities.
• Ensure seamless and timely company-wide communications.
• Provide a flexible and responsive process for allocating resources across long-term projects and emergent work.
Leaner product development system delivers big savings
“Quote” from Client or MEP-NAME, TITLE, COMPANYN
IST
MEP
Tec
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ogy
Scou
ting
The Problem/Need
Key Requirements
Project Outcomes
Project Impact
As part of an enterprise transformation effort led by TMAC, Amphenol Fiber Systems International (AFSI) surveyed the competition and found they needed to add a high-fidelity, tight-tolerance connector to their own product portfolio. However, neither the in-house nor outsource solutions had been adequate. AFSI needed to identify a method and measurement system for producing the necessary high-end expanded beam fiber-optic (FO) connectors.
• Investigated and profiled a wide range of manufacturing and measurement approaches using global industry, laboratory, and patent searches.
• Provided more targeted scouting on the most viable micro-machining equipment and service providers.
• Identified three machining solutions with high potential. A European Union search produced two additional matches.
• Provided two alternative component and design approaches and partners.
As a result of the project, AFSI:
• Established an NDA with a solution provider that has a military contract to develop a similar technology but required a connector manufacturer.
• Identified a potential longer-term impact of $2 million per year in 3 years.
• Used the scouting results to guide purchase of a precision machining center and measurement equipment.
• Method to manufacture the improved tight-tolerance FO connector design with micron-level accuracy and competitive pricing.
• Measurement systems must be capable of determining bore and alignment with sufficient accuracy.
• Alternative ways of making the connector, including new materials, lenses, designs, and components.
• Include short- and long-term options.
Manufacturing solutions found to enable high-end product
Sub-micronmeasurement
Ultra-precision lathe
“Quote” from Client or MEP-NAME, TITLE, COMPANY
New connector product concept vetted in target marketsN
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MEP
Tec
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Driv
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Key Questions
Project Outcomes
Project Impact
MEP logo
Asset: After completing a JumpStart ideation event, Amphenol Fiber Systems International (AFSI) had a new product idea for a radio-frequency-to-optical conversion connector .
Benefits: The proposed product converts an existing radio frequency (RF) connector to a fiber-optic (FO) connector in the same housing. This conversion connector can enable simple 2 GHz to 40 GHz bandwidth upgrades, and be 100% secure for both new and retro-fit applications.
• Surveyed viable RF-FO applications.• Identified target applications of RF-FO
connectors in long-distance, high-noise sites like wind farms.
• Queried key users and equipment decision makers in target application spaces and found that they preferred board level FO solutions instead.
• Learned customers had invested heavily in their own custom solutions, and only limited connector sales were likely.
• Recommended proceeding only via customer funded efforts.
As a result of the project, AFSI:
• Used analysis and real-world feedback to make market-informed decisions.
• Determined that market opportunity was insufficient to warrant further investment.
• Saved $200,000 by cancelling the proposed development project.
• Redirected time and resources to business development efforts with higher market potential.
• How many connectors would be suitable for RF-FO conversion, and what is the size of the prospective U.S. market?
• Is there an unmet need for such a conversion connector?
• Who are the potential users?
• What are the end-user needs and requirements?
• What competing technologies or products exist?
MEP Center Success Story:TMAC sold over $1.8Mil. in projects
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A machining center capable of 0.0005 inch precision for an optical
device
Supplier of silicone rubber material
approximately 0.5 mm thick
Determine if technology is readily available to take
two patents to a commercial product
Perform technology scouting and engineering
assessment to further development of SIDS
sensor technology
Technology scouting for advancement and cutting
of paper products
A software program that can predict how metal in a forging process will react
so processes can be reduced and simplified
A natural gas torch that can be turned on/off in a harsh
environment
A ranging device that can be used outdoors with a range of at least 1,200
yards, without a reflective target
Energy storage technologies that could replace batteries in their
current products
A laser with the ability to change its wavelength
A different technology for finishing the surface of a
turbine blade
The right wireless technology for a biomed device that is currently
tethered
Research and Development of Performance Prototype of Medical Exam Simulator
Research, Selection, and Implementation of
Inventory Management System
Market Intelligence to Establish Best Location for
First Production Facility
Market intelligence for an infinitely variable
transmission for use in industrial applications
Market intelligence for a new type of fiber optic
connector
Market intelligence for a new embedded board being introduced by the
company, looking for specific opportunities in the motion control area
Market intelligence for a new electrical-to-optical
transmitter
Market intelligence for an arsenic analyzer
SAMPLE
PROJECTS
MEP Center Success Story:TMAC sold over $1.8 Mil. in projects
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Technology Research for a new Muscle Stimulator
Comparative screening test for Green Energy
Generator
Prototype Design Assistance for Bicycle
Consumer ProductDevelopment of Vacuum
Head Prototype
Holiday Texting Display for Neiman Marcus Department
Store
Mechanical Design of New Medical Testing Device
Research and Development of Product Backpack and
Support Cart
Market Research for DOD and Law Enforcement at
Sea Assistance Device
Void Fill Machine First Article, Head Shroud
Design, and Manufacturing Support
Design and Development of Small Form Factor Paper
Crumbler
Supplier research for epoxy Dispensing Equipment
TEES Torch Process Improvement
Provisional Patent Assistance
Development of a Shelf Ready Waterfowl Decoy
Commercial Plates: Phase 1 Marketing Support
DOE Buy American
R&D of Insole Test PlatformD&D of StepRite Functional Test PlatformReplication of Force Sensor Testing Station for Assembly LineTechnology Commercialization
Accelerometer Signal AnalysisRunning Gait AlgorithmImplementation of Gait AlgorithmSequential Force Strike Analysis Algorithm Development
Metrocrest Chamber of Commerce Innovation Engineering Management System
Mass Flow Control, Dispensing Machine RetrofitR&D of Filling Station for Larger MoldsInnovation of De-molding and Filling StationsConceptual Design of Mold Transport System
SAMPLE
PROJECTS