Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

3P10 > 3P10: Chronicles 3 > Flashcards

3P10: Chronicles 3 Flashcards

1
Q

Microfluidic coupon

A
  • Designed to perform bio sensing test in 10 minutes
  • Based on ELISA technology
  • When placed under a machine, the coupon changes colour if certain enzymes are present

Applications:

  • Detect antibodies against Toxoplasma in serum
  • Detect tuberculosis both in GP office and hospital laboratory
  • Detect tuberculosis
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Define Scale-up

A

Scale-up can be defined as the translation of an innovation into a market

Scale-ups are enterprises with average annualised growth in employees (or in turnover) greater than 20 per cent a year over a three-year period, and with 10 more employees at the beginning of the observation period.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What are the challenges face during scale up?

A
  • Technologies function well at large scale
  • Markets develop to accept products produced at scale
  • Supply chains must be developed, demand created and capital employed
  • Go through different requirements for capital, management, skills and organisational structure
  • People working within these scale-up companies can experience ‘growing pains’ due to shifting demand
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What are the dimensions of scale-up?

A
  • Value chain scale-up
  • Business scale-up
  • Process/Production Scale-up
  • Technology development Scale-up (TRL2-TRL9)

® Emerging programmes addressing scale-up are aiming to:

  • Integrate support, and
  • Facilitate linkages and alignment between different innovation activities
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

D1:Technology development scale-up

A

Novel products face technical uncertainties and risks

  • Transforming lab prototype to product for potential of full scale production
  • Challenging for devices based on integrated technologies
    • Process appropriate for one technology may not be appropriate for another
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

D2:Process/Production scale-up

A

Research need for:

  • Novel production technologies (e.g. additive manufacturing)
  • Adapting known processes for novel technology

Many novel production processes/technologies require:

  • Demonstration of functionality/cost effectiveness at greater production volumes

Crucial to: create routes to examine pilot-scale production, demonstrate and test infrastructure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

D3:Business Scale-up

A

From niche to large markets – technical and operational capabilities and organisational structures need to expand.

Challenges include:

  • Finding right employees, building leadership capability, accessing customers in other markets, accessing right combination of finance, navigating infrastructure in each region.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

D4:Value Chain Scale-Up

A

Needed to support new products, business models and markets with new manufacturing capabilities, technical services and supply of materials.

Example 1: Carbon nanotube devices:

  • Ensuring quality
  • Coordinating with suppliers
  • Format
  • Transportation

Manufacturing scale-up will increasingly require co-operation across the industrial value chain.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What are the different frameworks for managing dimensions of scale-up

A
  • Critical Path Dimensions: Regulation-focused
    • Looks at safety, medical utility and industrialization
    • From basic research to FDA Filing approval
  • Innovation “4 journeys”: Focus on investment and markets
    • Technology journey
    • Company journey
    • Market journey
    • Regulation journey
  • Aligned innovations: Role of government (e.g. partnerships)
    • Looks at public/private & government incentives
  • Industrial Emergence Mapping – Looks at:
    • Market
    • Policy: regulation, standards, etc
    • Application
    • Technology
    • Enablers: Science, enabling technologies
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

CASE STUDY: Appligraf

- Talk about the 4 dimensions applied to Appligraf

A

Appligraf is a tissue engineering product

  • A unique, advanced treatment for healing
  • Created from cells found in health human skin
  • Looks like a thin, real piece of skin

Market

  • Overestimated market for artificially engineered skin
  • Based returns on current money being spent to treat chronic wounds
  • Difficult to get physicians to use a novel therapy

® Marketing problem needed understanding of customer and the business model of a clinic (and how to fit into it)

Policy

  • Patents & regulations couldn’t keep up due to long review/approval times
  • No harmonisation in regulations between US, EU, Australia
  • Restrictions on reimbursement for the products
  • Takes 1+ years after approval to decide reimbursement

Application

  • A case of technology looking for an application
  • Appligraf only appropriate for specific types of chronic wounds (so a small market)
  • Was not for small nor really bad wounds – somewhere inbertween

Technology

  • High cost to produce, maintain and transport these products
  • Short shelf life reduced availability to patients
  • Had to ship cells warm
  • Invested heavily in manufacturing capital at an early stage left them vulnerable
  • Not investing in manufacturing research to consider scale-up challenges also problematic

Future

Appligraf was re-launched with new business models and supply chains ® successful

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Describe what the phase-gate is

A

A standard risk management framework used in industry – focus of this process is on product development

The project has 4 phases – they outline a structured idea-to-launch process

Used to execute the 4 principle elements of innovation:

  • Idea generation
  • Project selection
  • Product development
  • Commercialisation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Explain the stage in the phase-gate

A
  • Each stage is designed to collect specific information to help move the project to the next stage
  • Activities in each stage are designed to gather information and progressively reduce uncertainty and risk
  • Stages are increasingly costlier
  • The results of this integrated analysis become a set of deliverables that provide the input to decision meetings (i.e. the gates)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Explain the gates in the phase-gate framework

A

Preceding each stage, a project passes through a gate

  • Here a go/kill decision is made – determines whether or not to continue investing in the project
  • These serve as quality control checkpoints with three goals:
    • Ensure quality of execution
    • Evaluate business rationale
    • Approve the project plan and resources
  • Four outcomes at the phase-gate evaluation
    • Go, kill, hold (suspend project till market returns), recycle (more work needed at current stage)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

List out the phase gate metrics:

A
  • Strategic fit & Importance – degree of alignment and/or innovation strategies
  • Product & Competitive Advantage – competitive advantage
  • Market attractiveness – size & growth of the market
  • Technical feasibility – degree of technical complexity
  • Synergies & core competencies – ability to leverage core competencies & availability of resources
  • Financial risk vs rewards – Length of PP, financial risk
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Define a TRL

A

A measurement system that supports assessments of the maturity of a particular technology and the constant comparison of maturity between different types of technology.

A TRL scale is a sequence of defined categories of development activity – used to categorise the maturity of a novel technology.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

What are the uses of TRL?

A

TRLs are a technology management communication tool

  • Used to improve understanding of the status of technology, among all sectors involved in development, deployment and use.
17
Q

Explain why at some point it becomes inappropriate for a technology to be subsidised

A

As current technology matures and performance improves, it is no longer breakthrough tech.

  • Technically advanced for industry to take over
  • Questions over using public money to take products to market
  • Gov’t against funding products to market & wants to avoid “crowding out”
    • If public sector invests too heavily, no incentive for private sector to enter market
18
Q

Explain why private-sector investment in the transition to emerging technologies is inhibited

A
  • They prefer to capitalise on significant previous investments from high performance/low cost products
  • Small emerging technology markets require significant process technology investment
    • This results in higher unit costs

However, the prospect of initial performance-price gap leads private sector to assign substantial technical and market risk in new technology development.

19
Q

Explain the differences between technology readiness and manufacturing readiness

A
  • Technology readiness develops the ability to deliver its function
  • Manufacturing readiness develops the ability to produce the final product
20
Q

What are MRL’s

A

MRL’s are a common language for assessing manufacturing maturity of a technology or product.

  • Complement the existing TRL’s
  • Used to assess maturity and risk of a technology’s underlying manufacturing processes
  • Designed to address manufacturing risk mitigation

Emerging technology R&D and associated manufacturing R&D need to go ‘hand in hand’

21
Q

Describe what is in every sub-thread and MRL level

A

Each MRL contains 9 threads and 22 sub-threads

With every sub-thread and MRL level, there is:

  • A brief description of the element to be assessed
  • A more detailed description of the purpose for assessing this element
  • Details about suggested sources of information about this element
  • Any specific questions that need to be assessed at this MRL
  • Any additional considerations that are recommended to include at this stage
  • A summary of the lessons learned from previous projects and reviews, that can be translated to general manufacturing assessment
22
Q

List and explain the different MRL milestones

A

Milestone A: MRL 4-5

  • A focused effort to mature, prototype and demonstrate relevant technologies
  • A successful MA initiates the Technology Development phase

Milestone B: MRL 6-7

  • Engineering and Manufacturing Development (EMD) phase
  • Goal is to develop an affordable and executable manufacturing process

Milestone C: MRL 8-9

  • The Production and Deployment phase
  • The system should achieve operational capability that satisfies mission needs

FRP: MRL 9-10

  • Full-Rate production of system
23
Q

USA’s Materials Genome Initiative for Global Competitiveness

What’s their goals? What is their innovation structure? What do they aim to improve?

A

Goals to double rate at which advanced materials are discovered, developed and scaled-up to manufacturing

Through a development of an innovation infrastructure:

  • Computational tools
  • Experimental tools
  • Digital data
  • Collaborative networks

These combine to produce an infrastructure that aims to improve:

  • Human welfare
  • Clean energy
  • The next generation workforce
  • National security
24
Q

Why is the valley of death widening (for manufacturing technologies)?

A

Reduction in private-sector investments:

  • Complexity of new application technologies – risks across multiple component technologies
  • Accelerating technology lifestyles – ROI constrained within narrowing windows of opportunity
  • Firm “specialisation” in a limited set of technology applications

Risk associated with necessary, but non-core competency technologies and tools

25
Q

What are Generic technologies?

A

Generic technologies are a platform for product or process innovation

  • These have the potential to be applied to a variety of applications
  • Proof of concept of a set of technical principles – demonstrates basic functionality upon which applications could be developed
  • Require lots of subsequent R&D by private sector to be commercial available
  • E.g. additive manufacturing
26
Q

What are Infra technologies?

A

Quasi-public goods, acting as technical tools which are underpinning, translational and highly appropriable

  • E.g. Scientific and test methods
  • Standard reference materials
  • E.g. Handbooks containing detailed collations of mechanical properties
  • Scientific and engineering databases
  • Process materials
  • Analysis techniques
27
Q

What are production technologies?

A

Production technologies are public goods

28
Q

What are the key messages of L11?

A
  • Emerging technology making the transition from the applied science domain to an engineering industrial domain may need to innovate a novel set of engineering tools and manufacturing technologies.
  • The firms developing the new product technology may not have core competencies in the technical areas relevant for the new tools.
  • Reducing private sector investor risk (“Valley of Death”) may require de-risking a broad range of technologies
  • A range of government agencies may need to be involved to address associated ‘market failures’
  • Firms may need to access a complex system of public research & innovation programs/institutions when the crossing the ‘Valley of Death’
29
Q

USA: National Network for Manufacturing Innovation (NNMI)

A

Combines applied research + education/workforce skills to develop future manufacturing hubs

  • A “private-public partnership”
  • Provides a manufacturing research infrastructure for industry & academia to solve industry related problems

Composed of linked Institutes for Manufacturing Innovation with common goals

  • Academia & government partners leverage existing resources to collaborate and accelerate commercialization of manufacturing innovation

They build workforce skills at all levels and enhance manufacturing capabilities in companies of all sizes

30
Q

What do Manufacturing Institutes do and what are their goals?

A
  • Interface with academia
    • Universities and National Labs, community college
  • Mission:

Promote sustainable domestic innovation ecosystems, and the training of a skilled workforce to accelerate the development, scale-up and deployment of promising advanced manufacturing technologies

31
Q

The Engine (MIT)

A

A start-up accelerator based on:

  • Early proof of concept stage, scale-up to the commercial production stage

Different support for different stage of scale-up

  • Facilities – labs, computers, facilities, office space
  • Expertise – capital raising, team building, marketing, product development
  • The engine accelerator fund – targets investments in hard-technology firms (e.g. biotech, MD’s)
    • Focuses on firms at the translation stage between science and start-up
32
Q

Catapult

A

HVM Catapult’s network has 7 centres

  • Established by Innovate UK £200m government investment
  • Mission to invest in TRL 4-6 technologies
  • Centres where engineers work on late-stage R&D to transform “high potential” ideas to products

Areas of interest: high value manufacturing, cell therapy, satellite applications

33
Q

Summary

A
  1. Emerging technology scale-up is challenging due to the technological risk associated with a potential wide range of technologies
  2. To cross the VoD requires aligning technology de-risking efforts with other activities (e.g. HR, skills)
  3. Firm may not have technical/operational competencies needed to address these risk
    1. But may be found in private/public sector organisations

3P10 (6 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions