search.noResults

search.searching

saml.title
dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
Company insight


as antibody testing. Rapid innovation does not need to start from scratch, but can build upon previous efforts. On the other hand of the timing scale, remote patient-monitoring has proved critical for patients with chronic diseases and potential conditions that may indicate a higher-risk status with Covid-19. Because of the closure of many doctors’ offices at the beginning of the pandemic, the ability to monitor remotely over a long period of time provided relevant data to overcome those barriers to care access. These wearables will allow both patients and their care team to understand their conditions more fully.


Rapidly innovate to optimise the solution


One of the best ways to ensure that time is on a project’s side is to relentlessly fail fast and fail forward. In the words of Robert Browning, “A minute’s success pays the failure of years”. While there might not be years in a development’s timeline, the sentiment remains the same. Quick iterations of multiple failures are like a sculptor who takes a block of marble and chips away at it, finding the form hidden inside. Teams that iterate quickly are more likely to resolve mechanical and technological concerns with greater ease and create an optimised solution.


Remote patient-monitoring proved critical for patients with chronic diseases and potential conditions.


a tight deadline. To make sure one’s time is well-spent, it is important to keep the customer and the end-use in mind, and make sure testing parameters and evaluations are customer-focused, including creating a safe product. A relentless focus on the customer will also help prepare for regulatory procedures. Finally, it is essential not to disregard manufacturing in one’s iterations. If the manufacturing does not work, it might be wise to move on to the next concept and keep moving. Keeping all of this front-of-


“You know the route to the grocery store. You follow it, and you hope for a successful outcome. We go where people haven’t gone before.”


Aubrey Sherman, 3M


This approach can be especially pressing during a pandemic. For example, a global medical device company was hoping to make an anti-fog face shield and sought to collaborate with 3M. What 3M found was that a hydrophilic film used for microfluids also had anti- fogging properties. The film created the valuable ability to wick away the moisture. The collaboration scaled quickly to get the face shields in the hands of the people who needed them the most.


The key is to keep a rigorous attitude while moving forward under


mind will help create the guardrails that will allow a team to think creatively through the entire process and find out what works best.


Take the smart path with approvals


It is one thing to have a self-imposed time frame in mind. However, the regulatory arena is another layer on top of device development that will inform a project’s timeline. But this also does not have to be a surprise. The type of device will have an impact on how much time it may take


Medical Device Developments / www.nsmedicaldevices.com


for regulators to review the submission. The US FDA’s classification of various devices “based on the level of control necessary to assure the safety and effectiveness of the device” is as follows: ■Class I: low risk ■Class II: moderate risk ■Class III: high risk


Depending on the class and the type of device, the review time might take up to 180 days. Presubmission might also prove incredibly valuable to anticipate any potential snags. Be sure to check relevant markets for specific time frames. The EU or other jurisdictions might have different criteria and timing expectations.


Navigate the timeline


No matter what kind of medical device a team fashions, creativity on a short time frame is not nice to have. Instead, it is a necessity – especially in a time of unparalleled challenges in clinical and day-to-day settings. This need often means navigating more than one timeline at the same time, while still allowing the team to iterate failures in a way that ultimately brings the device to its end goal; that is to say, to market and into people’s lives. By navigating these various time constraints, these challenges can be transformed into opportunities for innovation. ●


www.3m.co.uk 95


Sodel Vladyslav/Shutterstock.com


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116  |  Page 117  |  Page 118  |  Page 119  |  Page 120  |  Page 121  |  Page 122  |  Page 123  |  Page 124  |  Page 125  |  Page 126  |  Page 127  |  Page 128  |  Page 129  |  Page 130  |  Page 131  |  Page 132  |  Page 133