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 mfg@nist.gov (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 mfg@nist.gov (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

asmail@nist.gov

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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

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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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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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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

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Tec

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Scou

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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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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