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)
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
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
jdavis@oit.ucla.edu
October 2013
TDMI
https://smartmanufacturingcoalition.org/
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
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
Hinweis der Redaktion
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