This website documents PROOF - of effectiveness of the Innovation Engineering System
And it's application as Eureka! Inventing, Innovation Engineering Jump Start and Leadership Institute Programs
Case Studies
'The Keys to Winning the Innovation Revolution'
Based on an interview by Doug Hall with Bill Conway & Mary Jane King. This reviews the learnings from a 2 hour meeting with Bill Conway the Fortune 500 CEO who was instrumental in igniting and creating the Quality movement with Dr. W. Edwards Deming in the early 80ʼs.
I was meeting with Bill and his daughter Mary Jane King, current CEO of Conway Management, to learn his perspective on how the quality revolution started - what worked and what didnʼt. The reason for my interest is that today, with the help of NIST/MEP of the US Commerce Department plus other governments - we are engaged in a quest to start a similar revolution focused on Innovation.
In the early 80ʻs, USA manufacturing was facing increased competition from Japan and the far east. After World War II Dr. Deming, an American Statistician, was sent to Japan to teach them how to improve product quality by using statistical process control, the scientific method (Plan, Do, Study, Act) and by focusing on improving the total manufacturings system as opposed to blaming the workers.
Bill Conway, CEO of Nashua Corporation met Dr. Deming when he was in Japan for a meeting withRicoh. Bill brought Dr. Deming back to the USA to work with his company. This developed into a long alliance. Billʼs boardroom was the scene of the first meeting between Dr. Deming and the big 3 US automakers. Nashua corporation was featured in the NBC White Paper Production If Japan Can Why Canʼt We? When Bill retired as CEO, he created a company called Conway Management - teaching theDeming system to hundreds of thousands around the world.
The foundation of the early Quality movement was a 3 or 4 day “deep dive” workshop lead by Dr. Deming,Bill Conway and others. These events featured up to 400 people and were held nearly every week. Thepurpose was to educate business leaders in a new way of thinking about manufacturing and to give them the tools to implement the Deming philosophy.
First Impression - ABSOLUTE CONVICTION
The first impression from Bill is an aura of ABSOLUTE CONVICTION. Even at age 84 his absolute belief is clear and persuasive. He told me that this was critical for success. As CEO he was advised by Deming that it was Billʼs job to make the company commitment. Bill explained to his company staff, “This (Deming Continuous Improvement) is not a consensus decision. We are going to commit to it - commit to changing how we work. You are going to do it or you will not be working here.”
Talking with Bill you get the impression that to him quality is not a task or a job - itʼs a religion, and he believes in that religion with his heart and soul. Nothing is more important. Bill told me the story that on one of Dr. Demingʼs visits he told him he would miss a morning meeting because of a previously booked appointment. Dr. Deming scolded him “You donʼt have anything more important to do.” Bill cancelled his meeting.
Success Principle #1: Working on the Right Things
Bill explained that the first role of leadership is to make sure everyone is working on the right things. I explained that many companies are currently focused on cutting costs because their offerings wereperceived by customers as commodities. Billʼs response was clear and direct, “Then they are notworking on the right things. They have to stop working on reducing cost and start working on innovation.” I explained that it was hard to convince them of this. His response was clear, firm and direct “then theyʼre stupid.”
Hearing an 84 year old man say “then theyʼre stupid” in a loud and firm voice was a bit shocking - even ifit was a true statement. I gently challenged him on his directness. He then went on to explain that Dr. Deming was very impatient and sorrowful. Sorrowful that he was unable to save every company.
Sorrowful that he could not get through to every leader. Impatient to get to those who he could convert as companies in the early 80ʼs were dying very fast. Bill explained that they would explain the importanceof focusing on quality/ continuous improvement twice and if the leader didnʼt get it - and I quote Bill directly “then to Hell with them.” Many CEOʼs felt insulted by his and Dr. Demingʼs directness (or rudely honest words) however, given their absolute conviction they moved on, without regrets, to those whowere willing to learn and apply.
Success Principle #2: Leaders Getting Close to the Work
Bill was very clear that one of the big problems with most companies is that the leadership has becomeseparated from the real work of the company. They donʼt fully understand the reality of the challenges that workers face. He advocates leaders spending time on the front lines learning the work. To quote Billdirectly, “The bosses need to get close to the work. The work of Sales. The work of Manufacturing. The work of R&D. They need to fully understand the causes of the workerʼs challenges.” They can only do this when the SEE, FEEL, TOUCH and EXPERIENCE the REAL WORK. You cannot get it from meetings, reports or Powerpoint presentations. This is reminiscent of Demingʼs famous statement that 94% of the problems are due to management - because only management can change the system.
Success Principle #3: Offer Amnesty & Admit Failure
When the leadership learns a new process itʼs common for flaws in past decisions to be revealed. Bill found that it was effective to offer Amnesty and forgiveness for all past mistakes. He also encouraged theCEO to take responsibility for the past failures. CEOʼs were advised to say “I am the problem because I am responsible for the companyʼs systems and I am working to change.”
Success Principle #4: Target Audiences CEOʼs and Points of Light
The primary marketing system was to talk directly to CEOʼs. The conversation was a serious one focused on the cold, hard reality of the situation. CEOʼs were contacted directly and through referrals from organizations and other CEOʼs.
The conversation with CEOʼs was a serious conversation about the reality of the economics andchallenges of the marketplace. Messages that they found persuasive included: growing profitability,increased job security and making the company a more fun place to work. One way they would bring the benefit of continuous improvement to life was by asking “how would you like to have less things to keepyou awake at night.”
The secondary marketing approach was through people in organizations that Bill calls “points of light.” These are people down in the organization who have read Demingʼs books, seen the TV stories (If Japan Can Why Canʼt We, etc) or heard about the program from a friend. They are eager learners. They arepassionate about studying and taking action on quality / continuous improvement.
Success Principle #5: Donʼt Waste Time on “Dippers” and “Oxygen Eaters”
“The world is filled with people who waste your time.” Bill said. The urgency of getting to those who areready and willing to take action caused Dr. Deming and Bill to be relentless in avoiding two types of “timewasters.” He defined “Dippers” as those who come to the work shops so that they can say, “Iʼve been dipped.” They talk a lot and never take action. He defined “oxygen eaters” as those who want to holdlong conversations about the virtues of the program - asking for details, references, case studies, etc., etc. as methods of delay from taking action. They seem like theyʼre interested but in truth they are not.When they sold the Quality movement - they found that people either “got it” or the didnʼt. Given Demingʼs age at the time - the sense of urgency drove them to move on to those who got it. As referenced earlier - when people didnʼt get it they were sorrowful but took an attitude of “to hell with them.”
The One Big Mistake They Made
“Given how obvious and common sense our message was we thought that the change would be easy.Looking back itʼs clear that we didnʼt comprehend how difficult change was going to be. The leaders needed much more training and support than they thought they did and that we thought they did.” Billexplained. “It is such a change they canʼt absorb it in the multi-day training - they need more help.” If Bill was to do it all again he would have put in place more teaching of the tools, application of the tools, support systems and coaching. In his case Dr. Deming spent 6 weeks a year teaching him all day, every day, even through every breakfast, lunch and dinner.
To make innovation sustainable we must focus, focus, focus on continuing teaching and coaching. We must use web social networking systems, web continuing education systems, monthly CEO support group breakfasts, one on one coaching and quarterly update meetings to create support. We currently offer Eureka! Jump Starts to get companies started on applying the principles. However, based on Billʼs feedback we are also testing an Innovation Sustainability program of weekly coaching of the CEO for amonth followed my monthly coaching at project review meetings for the first quarter followed by coachingat quarterly review meetings of the innovation pipeline for a year. Bill explained that the core message to leaders should be “Your job is to get better and to help others get better.”
Misc. Conversation: 6-Sigma versus Continuous Improvement
Bill and Mary Jane felt that 6-Sigma took a different path than they did with Continuous Improvement. 6Sigma used a more prescriptive approach - focusing on a small elite team of experts. With Continuous Improvement the goal was “to change the culture and every employee.” It was acknowledged that in may ways 6-Sigma had achieved greater “stick.” However it had not reached as many people.
This is something for us to consider as we move forward with Innovation. Should we create “Trained Brains” the equivalent of “6-Sigma Black Belts.” Currently we tell CEOʼs that the difference between Innovation Engineering and 6-Sigma is that when it comes to the growth of the company they canʼt “outsource thinking” to Black Belts - they need to be the leaders of the process.
Closing Challenge from Bill:
I asked Bill what advice he had for us as we embarked on the journey to create an innovation revolution.He put his hand on my shoulder, looked me straight in the eye and said “You have to do it. America Needs it Now. The country is failing because bosses are not doing the right things. Do it now. Do it faster. Have no tolerance for excuses. “
Bottom Line: In the 80ʼs the need was Quality - today the need is Innovation.
To make the innovation revolution happen is going to take conviction and dedication - itʼs not going to happen overnight. To summarize
- We need to have absolute conviction - this is not a consensus decision.
- Innovation needs to be the first priority.
- Bosses need to personally get close to the work of sales, manufacturing and R&D
- We need to “let go” of past failures and focus on where weʼre going
- Our focus needs to be on the CEOʼs first - and the Points of Light second
- If people donʼt get it - we need to move on to those that do. We canʼt save them all.
- We must teach, coach and coach on a one to one basis to make innovation sustainable.
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Illinois Inventor Receives Offer For Licensing Deal Through USA National Innovation Marketplace
(NEW YORK, NY) - Inventor Chris Glaub listed the Magic Buttoner in the National Innovation Marketplace and has been contacted by two very respectable companies. The first, an international product group, has offered to manufacture and distribute 100,000 trial units while giving Chris a respectable profit percentage. He has not jumped on this deal, as he wants the product to remain a 100 percent US product while creating US based jobs.
The second contact came from a well-known infomercial guru and President of Product Strategies.
Talks have just begun, but positive comments have been made on the samples that were sent to their New York offices.
Chris Glaub has invented a much-needed device that allows a person to easily button both their trouser and shirt buttons using one hand. I
t is a problem rarely thought about until you have to experience the task for yourself.
“Until you find yourself with only the use of one hand either from a disability or the loss of the limb, you don’t think about the every day task of putting on pants,” said Glaub. “This will help all of those out there with arthritis, our soldiers returning from war and anyone else who has trouble with hand coordination.”
Colorado Inventor Gains Traction After National Innovation Marketplace Workshop
(NEW YORK, NY) - An independent inventor in Colorado Springs has been working on TouchSound - an invention that mechanically transmits sound to your hands, enabling people to “feel” sound.
After 9 years of trying to get a commercialization partner, he attended a Business Translation Workshop and within 9 weeks had a license agreement with Dimensional Innovations of Kansas City, KS. While this deal was eventually halted, the inventor has made numerous connections through the USA National Innovation Marketplace to other potential partners in industries as diverse as hearing for the deaf, musicians, and museum exhibit designs.
TouchSound enables people to experience music and other sounds through not only their ears, but also through their sense of touch. This total mind/body experience will take music listening and movie watching experiences to an entirely new level allowing users to feel the sound in a dramatic way - playing an instrument, riding a motorcycle or dueling with bad guys.
TouchSound works by placing your hands on specially designed pods that translate sounds into physical vibrations. The system uses very low frequency speakers with special adaptations to transmit the sound directly to your hands and body. These vibrations are generated by the exact sounds you are hearing through your ears.
Hundreds of people have experienced TouchSound and 99% have an immediate reaction - and it\'s always some form of "WOW!". According to Ken Bloemer, Ph.D., who reviews new innovations at the think tank Eureka Ranch International, Ltd, "This is the next evolution in sound technology and will have a profound impact on the entertainment industry - including music, movies and electronic gaming".
The TouchSound system has two granted patents, one patent pending and international patents in progress.
Small California Company In Safety Talks With Uhaul
(NEW YORK, NY) - Through the use of the Business Simulation market research report, further investment was obtained with the leading moving van rental company in the country.
The Sacramento, CA inventor of The Cargo SafetyWeb used The USA National Innovation Marketplace to realize the true value of his innovation. The results of the report not only helped keep him motivated and determined to persist through the difficulties that face every inventor it resulted in two major breakthroughs.
With report in hand, the inventor met with his key investor. The result - major success in convincing the investor to input more capital into the company. After seeing the estimated sales forecasts, he was amazed to see how much the innovation could potentially earn. He also recognized, that only through a larger marketing campaign can these forecasts be reached.
Secondly, since posting the report on the USA National Innovation Marketplace, the inventor has entered into discussions with the well-known national company, U-Haul. The SafetyWeb provides safe and secure hauling for any load in an open-bed truck or trailer. The capital injection has allowed the company to grow to the levels necessary to partner with such a large market player.
Other recent successes include communication with the chief of the Sacramento Department of Transport discussing the need for more stringent cargo transport safety and The Director of Sacramento Waste Management Department who has also come onboard distributing information on the products due to the lack of compliancy he sees when people drive to the local dump.
University of Arkansas Uses State Innovation Marketplace to Promote Breakthrough Ideas
(NEW YORK, NY) - The University of Arkansas Technology Licensing Office has listed several breakthrough products in the Arkansas Innovation Marketplace and the USA National Innovation Marketplace. Some of the innovations include:
Eco-friendly Peat Moss Alternative that uses rice hull waste. Tests have shown that rice hulls are just as effective, making it an excellent alternative fuel. The benefit is a reduction in the diseases carried by peat moss while avoiding the destruction to wetlands peat moss extraction typically causes. The Business Simulation report estimates the potential for the product as $46 million.
Genetic Profiler for Cattle Quality identifies reproductive health for cattle breeding. Researchers have identified several genetic markers for the selection of cattle that have important economic impacts, such as lifetime reproductive rates of cows, quality of milk produced, and weaning height and weight of calves. The technology is patent-pending, but the with information from the marketplace’s Business Simulation report the researchers estimate the value at approximately $7 billion.
National Glove Company To Produce Superluminal Gloves
(NEW YORK, NY) - The founders of SuperLuminal Glove Technologies Inc. signed a letter of intent with the 80-year-old Glove Corporation, based in Heber Springs, AR. The company is the oldest producers of firefighting gloves in the United States.
The patented glove immediately caught the eye of the AMS, the local MEP affiliate, once it was published in the Marketplace. It was the MEP that then connected the two companies.
The company knew they had a great idea on their hands but they didn’t know how spread the word. Representatives from the company attended an Arkansas Manufacturing Solutions (AMS) Business Translation Workshop to translate the technology into the ‘language of business’ and publish it in the USA National Innovation Marketplace. Once through program, the product was estimated to have an annual sales forecast of $17.7 million, with appropriate marketing support.
Originally designed for outdoor enthusiasts, the SuperLuminal Glove is a lighted glove that uses fiber optic technology allowing wearers to be spotted in the darkest of conditions. Glove Corporation is currently working with SuperLuminal Glove Technologies Inc. to develop a firefighter extrication glove incorporating the SuperLuminal technology.
The SuperLuminal glove was featured at FDIC, one of the largest trade shows in the fire protection industry, and displayed to thousands of prospective buyers. The company has since introduced their glove to personnel involved with military contracts.
Additional promising leads have developed with large brands including Burton and Hugger Gloves. These leads, brought about by an innovation workshop, will expand SuperLuminal Glove Technologies Inc. into entirely new industries with a whole new customer market.
Arkansas Inventor Negotiating Licensing Deal With South Carolina Manufacturer
(NEW YORK, NY) - Safer, and affordable, training wheels for all beginning riders may be just around the corner thanks to a possible licensing deal for an Arkansas inventor. The Goride System has created a safer and more economical training wheel than what is in the current market, and adds a better balancing system for all bike riders.
The inventor of the Goride system attended a Business Innovation Program sponsored by Arkansas Manufacturing Solutions. Goride was then listed in the Arkansas Innovation Marketplace sparking interest from a South Carolina company.
Goride\'s seven systems are designed to fit different ages with different needs, even individuals with handicaps and disabilities. The easy to install system was designed to handle all types of terrain and to adapt to most existing bikes on the market. For example, a standard adult bike with the Goride balancing system becomes an adult trike. Most adult trikes in bike shops list for well over $400. The standard bike from Walmart is around $100 for adult sizes. With a low cost Goride balancer added to the cost of the Walmart unit, the total is well below the $200 range.
Goride was designed to keep children from toppling over, to allow the child to mount easily, and to allow for better control of a bike while children are learning to ride. Goride was designed to distribute the weight of the rider and what he carries onto three wheels instead of the rear wheel. There is no other child system that distributes the weight to the center of the bike.
Goride system was a finalist in the McDonald W. Reynolds govenor\'s cup Awards in 2007.
Arkansas Food Technology Secures Licensing Deals From Arkansas Innovation Marketplace Listing
(NEW YORK, NY) - A technology developed by the University of Arkansas was licensed to a company 1500 miles away in California.
The technology was listed in the Arkansas Innovation marketplace, which is a state marketplace listed in the larger USA National Innovation Marketplace.
Edible Packaging Film consists of a soy protein film that protects food from bacteria and has bactericidal properties, increasing a food’s shelf-life.
The films are organic and biodegradable, utilizing Generally Recognized As Safe (GRAS) food compounds. The film does not affect the taste of foods, as verified by a trained sensory panel. The film essentially disappears upon cooking. The soy protein film can be engineered to dissolve in water or to resist dissolving. It can also be impregnated with a variety of antimicrobial agents.
The product can be ap-plied by wrapping, dipping, or spraying, and can be used to carry flavoring and coloring.
Possible uses include fruits and vegetables, meats, sea-food, frozen snacks and pizza, cereals, nuts and more. It may be used as a substitute for conventional plastic wraps.
In addition to the California Company, the product was also introduced to a Prince Edward Island company in Canada that packages baking potatoes. The university is currently researching the possibility of adapting the technology to fit the PEI company’s needs.
DENTAL BREAKTHROUGH TECHNOLOGY INVENTED IN ARKANSAS NEGOTIATING LICENSING DEAL
(NEW YORK, NY) - An Arkansas company has developed a breakthrough dental implant using the same materials used to seal doors on NASA’s space shuttle. The technology allows dental implants to be used by general dentists and not only oral surgeons may be closer to market thanks to an Arkansas company interested in licensing the product. The companies came together through Arkansas Manufacturing Solutions, the local arm of the US MEP.
The PerioSeal implants look and function like real teeth, only better. They\'re stronger than most alternatives such as bridges and dentures, and, better yet, represent a permanent fix.
PerioSeal distinguishes itself through patented differences in the diameter of the implant that help eliminate micro-gap issues. In other
words, standard implants often don\'t quite fit. Periodontal bacteria - the stuff that leads to gum disease - can build up in the implant junctions, or "micro-gaps," between the implant and gum, leading to bone loss. PerioSeal isolates and seals the micro-gaps.
So far, it\'s done so with a clinical success rate of more than 98 percent. In addition, PerioSeal implants look better - the implants\' metal neck is not visible at the gum line as it is in some implants, they are less expensive, and they are designed to be used by general dentists rather than periodontists and oral surgeons only.
Kansan Lines Up Potential Buyers For Natural Food Preservative Through USA National Innovation Marketplace
(NEW YORK, NY) - Through a listing in the Marketplace, a breakthrough food technology is remaining in the country and not being exported creating jobs and new export products for the US.
An 80-year old Kansas entrepreneur has invented the first natural and odorless food preservative, which is wanted by three buyers. Most preservatives are petroleum derivatives and known carcinogens. Nutri-Shield is the by-product of soybean biofuel production, making this a very green product.
The Kansan originally had interest from a British multinational corporation that employs thousands of US employees. After going through the USA National Innovation Marketplace, there are now two additional US-based companies employing over 250 people vying for partnership or the rights to buy the Nutri-Shield product outright.
The Business Simulation Report was instrumental in helping the entrepreneur win an $185,000 state grant to expand Nutri-Shield’s facility from lab scale to production scale. With the help of MAMTC, a non-profit that works to enhance profitability of Kansas manufacturers, he built a production facility and employs 9 people to produce low volumes. According to the entrepreneur, the Merwyn Business Simulation provided “confidence that a 3rd-party evaluation gives a small company like ours”.
Also, the report helped make connections with potential export partners in South America, Europe and Australia. His most difficult decision now is to decide with which company to choose.
Kansas Inventor Helps Tulsa Airport Goes Green With New Auto Tech
(NEW YORK, NY) Airport transfers at Tulsa Airport just got greener thanks to the first order for Radiant Halo 7, a green automotive technology developed by Mary Pruitt of Kansas. “By oxidizing gas more quickly, the generator can reduce auto emissions by 40% and raise fuel economy by up to 30%,” says Pruitt.
Fine Airport Parking servicing the Tulsa Airport has installed two of the units and reports that the results have been so successful in reducing fuel consumption that the Mayor of Tulsa is looking to expand the program citywide. In addition, Kansas of Department of Transportation has ordered two trial units as well.
The basic concept behind the Radiant Halo 7 technology is to use a spark in the air intake to create ozone gas, which oxidizes the fuel more thoroughly. Independent laboratory tests have demonstrated a big reduction in tailpipe particulates.
None of this might have happened had Pruitt not been laid off from her job. After being let go from her project management position, the 56 year-old Kansan was asked by an inventor friend to co-found a company to help bring-to-market his green technology for diesel engines called Radiant Halo 7.
Pruitt was so impressed by the early test results that over the past two years she put the entire $300,000 from her severance payment and 401(k) into the Pomona, Kansas start-up called Emission Control Solutions. The next challenge is locating a factory interested in producing an automotive generator. “I brought in some wonderful investors, but manufacturing is not our strength,” Pruitt says.
For that, Pruitt has listed the Radiant Halo 7 in the Kansas Innovation Marketplace, a program from MAMTC, a non-profit that works to enhance profitability of Kansas manufacturers. The marketplace connects Kansas inventors like Pruitt with manufacturers in the state and across the country, thanks to the support of the US Department of Commerce NIST/MEP. “Radiant Halo 7 has the potential to be home run for green automotive technology,” says Sandy Johnson of MAMTC. “That’s good for Kansas, and the entire country.”
“Just think, if I had not been laid off, I would absolutely not have gone forward on this,” Pruitt says.
Illinois Manufacturer Of Nuclear Power Components Could Triple Sales After Government Innovation Program
(NEW YORK, NY) - As the need to retrofit and improve aging domestic nuclear power plants waned, Transco started to see a decrease in the demand for its products. After participating in a Department of Commerce sponsored MEP Innovation Program, the company projects that the new product innovation could more than double its international market share and triple their sales in 5-10 years.
Background
Transco produces fabricated components and services for the nuclear power industry. A privately held company with more than 100 employees, the company’s manufacturing plant is located in Streator, Illinois. The company also provides installation services onsite for customers, and its metal reflective insulation for piping and equipment in nuclear power plants is considered the industry standard.
The company has experienced rapid sales growth over the last several years as domestic nuclear power plants aged and required capital improvements and retrofits. However, with these needs decreasing and the industry trends reversing, the company is realizing that this high growth rate could soon end. So, to maintain growth rates and ward off a growth ‘canyon’ that might emerge in the future, the company recognized the need to examine new opportunities beyond its current product lines. With the MEP Innovation Program, Transco found the right process at the right time.
Process
In the initial immersion session, the Transco team came up with 78 ideas, and pursued 2 that the system projected could be successful in the marketplace. The first involved a redesign of its core product to improve thermal efficiency and position the company to weather new potential competition internationally. The second involved developing a new product for the coal-mining industry, which utilizes the company’s existing assets in a new market that seeks better sealing products. The company’s experience in the nuclear power industry equips it to serve this new market from both product and regulatory-adherence perspectives.
Results
Idea 1 for a redesigned core product is far along in the development process. Utilizing the E!WW directive to “fail fast, fail cheap,” Transco is working with University of Illinois senior engineering students to design the product and manufacture it economically so that the product remains price competitive. The company hopes to launch the new product later in 2008, in time to benefit from the construction of new nuclear power plants in markets in Asia. Transco estimates that this new product could help it to more than double its international market share, and double or triple revenue in five to ten years.
Their second idea, for a refueling outage management service, was quickly explored with customers, who expressed little interest in it. While the idea died, its death was actually a victory for Transco. “Before Eureka, we may have held onto this idea for much longer than we should have, and wasted more resources,” said Transco President Ed Wolbert. “This process was very useful to help us determine the metrics and decide quickly whether or not to leave an idea behind and move to the next.”
Idea 3, to enter the coal-mining industry, continues to look promising as the company completes its development of the concept. The company may see $5-6 million in new revenue from the product annually.
Reaction
“We hope to reload the process and our growth pipeline again soon. Even though we now have the knowledge to do this on our own, our IMEC growth coach provided a valuable stimulus to keep things on track and keep us going.
“Innovation had not been part of our operations-driven culture before this. But the program really delivered.”
Maine Company Invents Eco-Friendly Clothing From Recycled Material
(NEW YORK, NY) - Imagine being able to wear clothing that supports the local economy and is safe for you and the environment. Portland based Atayne is a new company that can provide you with that opportunity. Jeremy Litchfield, founder of Atayne, has discovered a way to recycle the plastic which would normally end up polluting a landfill into high performance outdoor and athletic wear.
His inspiration came from his experience with conventional athletic apparel. In an interview Litchfield gave to MaineBiz, he explained, “I decided to launch Atayne because a couple years ago I bought a new performance top…and at the end of my first run in it, my body was covered in red dye.” After such an unsettling experience, Litchfield began doing a bit of research into the industry of athletic and outdoor apparel.
He soon realized that the way in which this apparel is made is dangerous not only to the environment, but sometimes to the wearer as well. So, his goal with Atayne, is to transform “trash,” such as plastic bottles, old clothing, and coconut shells, into fabric which is then cut and sewn into clothing. The mission of Atayne is to manufacture their clothing as locally as possible with only recycled materials.
Litchfields ultimate goal is transform recycled waste into a yarn which will be knitted into fabric, but as this process can be costly, he is seeking partnerships with local textile companies.
Maine Company Invents Allergy-Free Dog Treats
(NEW YORK, NY) - Would you reward your dog with a treat doused in dangerous chemicals? Chances are, if you purchase commercial treats at the grocery store, you do. The fact of the matter is that most of the treats you buy for your dog at the grocery store are filled with additives, preservatives and other dangerous chemicals. But Chris Roberts, owner of Stockton Springs based Barkwheats, provides you with an affordable, healthy option to feed your dog.
Barkwheats are organic dog treats made from ingredients grown at local farms right in Maine, with the exception of ginger imported directly from Belize and lavender from an island off the coast of Washington. The main ingredient included in all of the treats is buckwheat. Buckwheat is a berry that is low in sugar and high in magnesium. Therefore, it can be eaten by dogs with grain allergies and will aid in the prevention canine diabetes. Barkwheats are currently offered in Blueberry & Lavender, Ginger & Parsley, Pumpkins & Sage and Sea Vegetable & Chamomile.
By buying Barkwheats you not are not only providing your dog with a treat you know is healthy, you are making an environmentally friendly decision as all of the packaging is 100% compostable.
In 2009, Roberts was awarded the Mainebiz Next Award for shaping the future of Maine’s economy. Barkwheats has also become the first B-Corporation, a corporation that strives to benefit society by seeking solutions to social and environmental problems, in the pet industry.
'Wyoming and Kansas Lead MEP in Sales, Growth'
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Wyoming and Kansas sold and ran 36 Eureka! Jump Start sessions in 2 months, early estimates show a doubling of their revenue thanks to the new business model, offering and approach
On February 25, Wyoming Growth Services coaches, Rick Rothwell and Barry Bruns, learned how to run a Eureka! Jump Start program. By April 1, they had sold 20 of them, in a state with a population of only 500,000. That\'s right, twenty in a month. By May 1, they had delivered 18. Roughly half of those clients are manufacturers and half are estimated to return for follow up services. Kansas is on a parallel path, having sold and delivered 16 projects from March to April, all for manufacturing clients.
“It\'s more than just another point solution, Eureka! Jump Start gives us a business model and an excellent first step with clients. Rather than us coming in with an assessment telling them what to do, Eureka! is the assessment. The clients define the next steps based on the ideas they pick,” says Sandy Johnson, center director of MAMTC in Kansas.
Sandy speaks from experience.She was not only “bootcamp trained” on Eureka!, she has her entire sales staff focused on profitable growth and participates in projects with clients. (See, Bill Conway\'s view on her “Get close to the work” approach)
The sales staff, like Valerie Vaughn, agrees. “I start out talking about profitability. And when you start talking about profit, it changes the conversation.”
The promise of Jump Start is simple - getting clients started taking action on profitable growth. The one day session explores a blend of process improvement, marketing message and new or improved product or service ideas. Clients walk away with ideas and a clear plan of action.
The promise of Jump Start is simple - getting clients started taking action on profitable growth.
The Wyoming center uses a similar approach - simple, honest conversations with clients and partners in the region. Take for example, Alexis Berg, an Economic Development engineer and partner outside Pinedale, WY - population 1,412. Alexis saw a presentation about the program and sold 4 projects for the center.
Larry Stewart, Center Director of Manufacturing-Works in Wyoming, has built his growth services team with part-time employees, allowing him to easily ramp up on the delivery side when the project volume increases without the burden of big costs.
Why Change?
But one has to wonder, with a growth program called Eureka! Winning Ways already working well, why did Eureka! create this new Jump Start program at all? “We looked at the data and found that clients are in two basic clusters, reactive and proactive. Proactive clients have future focused leadership, lead markets and make up only 15% of companies. Reactive clients are lead by customers and often follow competition. Eureka! Jump Start works to get reactive clients started and give proactive clients an added boost,” says Doug Hall, CEO of the Eureka! Ranch.
The Business Model
By allowing clients to select from 3 topic areas -process improvement, marketing message and new or improved product or service ideas - they start working on areas they have some real excitement for and that MEP has follow-on services to assist with. During the session the coach discovers insights about how the company works and are better equipped to help them, during their 30 days of follow up coaching and follow-on work. The Kansas MEP calls Eureka! Jump Start the beginning of the company\'s “Innovation Roadmap.”
In line with the strategic goals of the entire NIST/MEP Network (reaching volumes of manufacturers to create jobs and wealth) Kansas is leveraging Eureka! Jump Start to open doors to new clients and making a real impact. In fact, 10 of their first 12 Eureka! Jump Start clients were new customers.
Simple Selling
No formal presentations, no brochures. A conversation with a potential Eureka! Jump Start client is a simple one that follows a straight-forward “Talk Track.” The conversation is easy and gives clients a simple way to get started.
The Kansas sales team agrees. “It\'s a condensed one-day version that addresses clients\' needs and gives them a clear action plan for getting started. Clients are really excited that it\'s not just for new products and services, but for lean, services and marketing and that\'s been a huge driving force.”
How It Works
Before the session, participants are given a homework assignment: Do research for 1 hour in each of the topic areas - process improvement, marketing and new or improved products and services.
The session itself starts with creative exercises in the morning, first using discoveries from their homework assignments, then moving to stretch exercises to expand their thinking. Participants then select ideas to refine and a further subset to create an action plan for. If the selected ideas are marketing or new products/services, Merwyn Concept Research reports are run in 1-hour to get fast feedback on the potential success of the idea. In addition, coaches can use a dynamic forecasting tool to estimate what the idea might earn for the company.
The afternoon continues with a short presentation on how to do "Fail Fast, Fail Cheap" development followed by concise action planning for the ideas selected. A project leader is assigned and for 30 days the coach stays connected to the company to ensure progress. "For more reactive companies, we work with the project leader and do much of the work for them. For proactive companies, we coach the company leader(s) and they coach the project leaders," says Rick in Wyoming.
The pace is quick and intended to create ideas to get started, not to educate or solve the worldʼs problems. "Programs like Innovation Engineering truly teach leaders how to innovate. This program is simply about getting companies started - in any area," says Hall. Jesse Bechtold, COO for MAMTC, agrees. "It accepts a client for where they are. It doesnʼt presume every client is ready for some big step. It allows a client to innovate in small ways. It is flexible to let the customer focus where theyʼre comfortable with.”
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'North Dakota Inventor Signs New Partnership Deal'
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(NEW YORK, NY) - While meeting with a marketing and product development company, Shawonia Hudson used her research report to show the true market potential of her invention. With that, the company agreed to partner with her, something that they say, they rarely agree to. In their agreement, the production company has promised to supply over $50,000 worth of product development and marketing Hudson has made it her life long goal to take her invention from an idea in her head to a product that will be used to help patients that have been assigned to bed-rest or are bedridden. The partnership deal she received last week will undoubtedly take her invention from a prototype to a real product being sold in pharmacies and used in hospitals.
The North Dakota-based nurse had struggled to translate her idea into a viable product for years. Several months ago she attended a Business Innovation Simulation and saw her idea become an invention. “My twenty years as a nurse inspired this product but I could not put it in a marketable form,” said Hudson. “After the program I was able to take the results directly to the street.”
The Wedger allows those confined to bed to lay on their side with ease. The Wedger has been shown to reduce bedsores, aid in respiratory therapies and relieve some forms of chronic back pain. The Wedger is available several sizes including custom child sizes and big and tall.
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'Inventor Of Healthcare Management System Secures National Grants Thanks To Innovation Marketplace Report'
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(NEW YORK, NY) - The inventor of Doctors on Call Schedule (DOCS) received a $350,000 grant and another worth $750,000, using his Business Simulation report from the USA National Innovation Marketplace. The report was a valued asset in the multiple funding presentations.
DOCS Scheduler is an online healthcare staff scheduling and communications system that accommodates both the needs of the hospital and its workers.
The inventor took the active role of emailing his report to potential interested parties and thus increased his exposure. The report was also used in presentations to the Ohio 3rd Frontier, which resulted in a grant of $350,000. Currently, the development of DOCS Scheduler is supported in part by Small Business Innovation Research (SBIR) grant number R44 RR09852 from the National Institutes of Health, National Center for Research Resources, which is worth $750,000.
The inventor also gained valuable knowledge about the DOCS Scheduler when spending the necessary time to complete the report to the level he deemed necessary to represent the quality of his product.
The system is an on-line healthcare staff scheduling and communications system that accommodates both the needs of the hospital and its workers. DOCS is flexible, fair, and accurate. It eliminates the need for paper schedules, eliminates scheduling errors, reduces scheduling time by 80%, and can reduce shift worker labor costs by 4%.
DOCS has a comprehensive set of modules, making it the only healthcare scheduling system for the full range of healthcare workers: doctors, residents, fellows, nurses, and technicians. Although DOCS scheduler is on-line system that runs over the Internet, its unique design guarantees a 100% uptime for critical functionality.
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'Cincinnati Based Bakery Increases Sales By 15% After Ohio MEP Innovation Program'
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(NEW YORK, NY) - Gary Gottenbusch has created the better pretzel. Servatti Pastry & Deli Inc., teamed up with the Manufacturing Extension Partnership (MEP) to take new and existing products to a whole new market. The new-patented Pretzel was developed at an Ohio MEP Innovation Program where Servatii’s was challenged with creating meaningfully unique new products and delivered beyond expectations.
Servatii’s experienced an increase in sales of 15% to $8.5 million as a result of their new outlook on business. Along with the patented pretzel, Servatti’s has introduced mixed plates of bite-size pastries of various kinds and flavors. Gottenbusch quickly realized that unless he reinvented his business, he company would falter with the economic downturn.
Servatii’s unique products are now available nationwide in Gold Medal Showcase Cinemas and 10 hospitals in Ohio. And he is not stopping there, "Now I am thinking about florists and even funeral homes," says Gary Gottenbusch, owner of Servatii’s Pastry Shop & Deli Inc. "There is a whole world of partnerships we can have out there." In addition to the new product development, the company received coaching on patents and a marketing pitch. The result -- 50+% growth rates and climbing, all in a time of recession.
Servatii’s is a 4th generation family owned and operated business. The business started in Germany and by the second generation had made its way to Cincinnati, Ohio. Servatii’s is recognized as the areas only “Hall of Fame Bakery” in Cincinnati Magazine and recognized globally in the first world culinary competition.
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'PENNSYLVANIA INVENTOR FINDS INTEREST FROM 2 MANUFACTURERS IN MARKETPLACE'
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(NEW YORK, NY) - A Pennsylvania inventor was contacted and is now working with a South Carolina company who is excited about the possibility of this remarkable energy saving innovation.
Richard Brunner invented a method to use a heating resource that most households take for granted. Every time a clothes dryer is run, hot air is expelled through a vent to the outside. The Green Exchanger, removes moisture from this air and uses it as a heating source to economically heat homes.
Through a listing in the USA National Innovation Market-place, Brunner received two inquiries asking for more information on this invention. After signing non-disclosure agreements, the companies were able to estimate the cost to build prototypes, the next phase in the products development. “The reports really helped the companies understand the invention and provided insight into the true market potential,” said Brunner.
Without the Marketplace this Pennsylvania inventor might never have connected to a South Carolina manufacturer.
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'Canadian Brewer Develops Fool-Proof Brewing System'
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(NEW YORK, NY) - DME Brewing Services of Prince Edward Island has created Natural Brew TM, a fool-proof system that produces high-quality craft beer with low set up costs, no expertise required.
The idea for the Natural Brew SystemTM was advanced and finessed at a Business Innovation Program on Prince Edward Island. It has the technology of the larger brewing systems but has the size and usability to be set up in small startup or existing restaurants.
"Running the DME system is as easy as running a coffee machine. We create world class craft beer without any capital investment or hassle,” said Sean O’Hearn, owner of Rock Bottom Brewing Co.
Two Natural Brew Systems have already been sold to restaurants, but innovation continues. DME is currently working on upgrades - increasing the automation of the system to improve the ease of use.
DME formed a collaborative partnership with Brian Watson, brewing consultant & established brewmaster, for innovative and creative solutions to ensure the best possible beer is produced. Watson has judged both domestic and international beer competitions. With his involvement, this quick but outstanding beer machine will produce award winning brews for any North American restaurant.
DME has over 18 years in the brewing industry and has been deemed the industry leader for both new and used brewing equipment. They have supplied over 300 breweries around the world.
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'University Of Vermont Researchers Create Breakthrough Microscope Technology'
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(NEW YORK, NY) - Researchers at the University of Vermont Department of Physiology and Biophysics have invented a new microscope system that could save drug companies a significant amount of money. With their process, it is now possible for medical research universities and drug companies to set up a cell and molecular research microscope for 10% of the cost and less than 10% of the time and effort.
When a sample of living cells is viewed on a standard microscope the result is like shining car headlights into a thick fog. It\'s difficult to see any object clearly. A technique called totally internal reflected fluorescence (TIRF) microscopy was developed to light up just a thin layer of the sample so that individual cell details can be seen. It\'s like turning on fog lights to light up the road surface right in front of the car.
The problem is that TIRF microscopes are designed with expensive focusing lenses and complex optical systems to light up and view the sample. These sophisticated microscopes cost up to $100,000 and can take months of set up, operator training, and adjustment before research can begin.
The new and first of its kind TIRF Microscopy Slide System costs just $10,000, provides most of the TIRF capabilities a researcher might need, and can be set up on a standard microscope in just hours.
The system has just three parts - a laser light source, a fiber optic light guide, and a disposable slide with a place to accept the fiber. The researcher uses oil to attach the fiber optic light guide to the slide, turns on the laser, and the TIRF or "fog lights" light up a very thin layer of the sample.
The TIRF Microscopy Slide System works based on the same scientific principles as the specialized TIRF microscopes, and side-by-side evaluations of samples show no difference in clarity of the image produced.
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'Minnesota Inventor Creates Needle that Spirals Beyond Crafts into Healthcare Industry'
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(NEW YORK, NY) - Pam Turner, is currently in licensing negotiation with one of the largest needle manufacturers in the world, due to her new understanding of the value of her innovation. New and larger markets became evident once she was able step back and looked at the market research data.
Late for work and struggling to sew on a button, Minnesotan Pam Turner came up with an idea that may revolutionize medical products. Even though she rarely sewed, Pam knew that the basic design of threading a needle had not changed for decades, and was always a complaint of any person sewing. Although technology has moved at a rapid pace in other areas like electronics, the simple needle has stayed the same. Pam’s Spiral Eye® needle; has dared to change the status quo.
Pam’s innovation was to put a small slot on the side of the eye of a needle, making it much easier for regular use. Initially, Pam believed her invention would help make the lives of everyday people easier.
But when she was introduced to the USA National Innovation Marketplace, she stated thinking bigger. After completing the detailed analysis required by the program’s Business Simulation report, Pam realized that her invention had dramatic implications for the medical and military markets - it would be the perfect needle that can be threaded when the suture has already been started on a patient. That makes it faster and easier for the surgeon because it does not require tying off or removing the old suture, resulting in less trauma to the patient.
The program encouraged Pam to do more research into the medical application, and when Pam ran another Business Simulation report using that information, the results were staggering. The medical market alone is valued at over $500 million with strong marketing and distribution support. The benefits to the medical field include reducing healthcare costs by saving time in surgery and reducing errors made while having to rethread a needle.
Her biggest struggle has been trying to keep manufacturing of the needle in the United States. She refuses to allow the product to be manufactured in China - no easy task since most needle manufacturers moved to developing countries in the1970’s.
While Pam currently has her needle produced in a job shop in Minnesota, she is working with NIST/MEP to find a qualified mass manufacturer in the United States in the hopes of creating jobs.
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'Ohio Inventor In Negotiations With Massachusetts Company To License New Product'
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(NEW YORK, NY) - Two companies connect through the marketplace and negotiations are now currently underway. This medical product will save nurses hours of frustration and unpleasant work.
An independent Ohio inventor saw the need for improved urinals for bed-ridden male patients. After several years of trying to market the FlexNeck Urinal on his own unsuccessfully, he posted it in the USA National Innovation Marketplace.
Around the same time, a Plainville, MA manufacturer, developer and distributor of medical products attended an innovation workshop through a Massachusetts MEP program and learned how to use the Marketplace for Tech Mining. A connection was made between the two and negotiations are now underway.
The FlexNeck Urinal is the first disposable male urinal to facilitates spill-proof use in any patient position, requiring no movement of the patient. The FlexNeck Urinal utilizes a flexible, extendable and repositionable "flexi- straw" neck as opposed to the common rigid, fixed neck urinals that can be used in only a few specific positions. A survey of 3 major hospitals revealed that nurses experienced 1.3 spills per nurse, per shift using conventional urinals. That\'s 62 spills/ day in the average 163 bed hospital.
The FlexNeck Urinal has been shown to eliminate over 90% of spills over the conventional urinal design cutting down both clean-up costs and time.
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Maine Technology Institute Supports Eco-Friendly Auto Engine From Maine Inventor
(NEW YORK, NY) - Considering the high price of fuel you face every time you fill up your gas tank, the last thing you probably want to hear is that your engine is wasting a lot of your hard-earned dollars. You may be surprised to find out that, because of its design, conventional automobile engines are only 15-20% efficient. This means that when you spent $40 on fuel for your car, approximately $32 of it is being wasted.
The patent pending Circle 18 engine revolutionizes conventional engine designs and could result in astonishing savings for consumers. Designed by Paul Maguire and Dion Linkel, the Circle 18 is focused on getting the most energy out of the least amount of fuel. What sets this engine apart is its design, providing maximum energy and unprecedented balance. Without reliance on the conventional crankshafts or torques, the Circle 18’s power and efficiency is dependent on the firing of its 18 pistons.
This eco-friendly engine can be built to accommodate fuels such as ammonia, biodiesel, gasoline, hydrogen and more. It can also be designed to run on steam and compressed air. The Circle 18 gives consumers the opportunity to pursue many different fuel alternatives. With local support in the form of two seed grants awarded from the Maine Technology Institute (MTI), the Circle 18 is on its way to revolutionizing the automotive engine industry.
Two Kansas Companies Learn From Innovation Marketplace
(NEW YORK, NY) - Two Kansas companies saved hundreds of hours and millions of dollars having their innovations run through the National Innovation Marketplace. The results of the simulation reports revealed that even if the companies sold their products to their entire target markets, it would not generate enough revenue to cover development and production costs. These unique learnings identify the need for every company to understand their market size before they start developing their products.
A product aimed at a specific market niche, needs to be well thought through. Besides having the product priced correctly to drive sales, companies need to keep in mind, that it is only realistic to sell to 60% of their target market.
Although not a typical success story, these two companies can now aim their sights in a different direction, one which will create growth for their companies, their communities and the American economy. Company names have been kept private due to company requests.