INNOVATION PROCESS
Often, customers share their initial requests with marketing and sales contacts. It is important for these parties to facilitate collaboration between technical groups on both sides to ensure the proper handoff of information and encourage engineer-to-engineer communication. Engineers from both organizations need to share detailed application information and explore technical challenges together as early in the design cycle as possible. Bringing people together who speak the same technical language encourages information sharing, brainstorming, and efficiency, while enabling the parties to gain as in-depth an understanding of the project as possible.
For example, when a customer asked Swagelok to develop an application-specific high-temperature diaphragm valve with a service rating above 400°C (752°F), engineers from both companies collaborated to find the best solution. Together, they determined that the footprint for the customer’s new system tool did not have to match that of the old system. By expanding the footprint, they were able to use physical space to their advantage and position system components apart from one another. By doing so, the diaphragm valve actuator would not be subject to temperatures as high as originally expected.
Therefore, Swagelok was able to use different materials of construction than originally planned, resulting in better performance and a lower cost for the new-technology valve. Had engineers come to this conclusion after finalizing the system design, the customer would have either needed to redesign the system or accept the investment in more expensive valves. Either alternative would have raised development costs.
Stay ahead of the curve Technology developers have a greater chance of successfully meeting future customer requests when they proactively explore potential market opportunities and applications. Staying ahead of the curve involves keeping up with technology developments in areas like corrosion resistance, system designs, material compatibilities and production processes. Engaging in internal development efforts with emerging technologies, in advance of customer demands, ensures that developers can properly apply those technologies when needed to meet application requirements. In doing so, developers will be able to respond more quickly and effectively to customer needs.
Allow innovation to breed innovation Often, an innovative solution spurs the development of another innovative solution. In the fluid system component arena, for example, technologists may discover that a specialty valve for the oil and gas market works for a power market application. The developer may be able to place the original valve directly into the new application, make minor modifications to fit the
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new application, or at least use design principles from the first valve to develop the new one. By adapting existing solutions to new applications, developer companies expand opportunities to capitalize on their innovations; they improve their return on investment for technology development.
Prototype early and often Developing early prototypes – even for individual components – enables developers to test and refine parts before moving too far down the product development path. Developers should test concepts and engage in continuous feasibility studies throughout a project to determine the potential for success or failure. Then, as development proceeds, opportunities exist to make adjustments without requiring major overhauls.
Testing those parts that present the highest risk or biggest challenges first is a wise practice. In doing so, companies have greater potential to determine if any barriers are insurmountable prior to substantive investments in time, energy, dollars, or goodwill.
Know when to say “when”
No matter how good the idea or how attractive the perceived benefits, not every attempt at collaborative development will be successful. The potential solution may not be technically, or economically, feasible for the project or market. There may be no way to meet the customer’s request with existing resources. It’s best to recognize that a project is not going to yield the desired outcome as soon as conceivably possible to minimize the expenditure of time and resources.
As noted earlier, engaging in continuous feasibility assessments throughout the innovation process will help companies determine if and when to put
the brakes on a project. Even if a project does not meet its initial goals, it can still be considered a success. The collaboration process strengthens customer-developer relationships and gives each party a better idea of the other’s needs and capabilities, which can help facilitate the next project.
Drive innovation to drive success Developing new solutions is far from an exact science. Companies approach the process in a number of ways, but a disciplined process goes a long way in favouring success. A disciplined process includes gathering all pertinent information, collaborating with key parties, testing solutions early and often, and using existing solutions to spur the development of new solutions. Whether they address specific customer challenges or enable new capabilities, innovations allow companies to differentiate themselves in the marketplace. This has held true for Ford in the early 20th century, and it’s still the reality today.
© 2013 Angel Business Communications. Permission required.
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