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CLS 2016 Presentations

Business Innovation

John-NottinghamVertical Innovation Process for Product and Business Development, John Nottingham, Nottingham Spirk

 

John Nottingham will discuss “vertical innovation” and how to greatly minimize risk in the innovation process. He will discuss how to set up an innovation culture within your organization and establish an environment that encourages innovation throughout. Further, he will discuss how innovation is often the “creative collision” of unrelated ideas and how to harness those concepts from initial insights, design, engineering, prototyping, branding, manufacturing, soft launch, and full commercialization. John will also discuss case studies of successful innovations and the economic impact that they provided all stakeholders.

 

Murray_Mike_webCreating an Innovative Manufacturing Company, Mike Murray, Morgan Advanced Materials.

 

While product innovation and differentiation is always important, operational innovations lead to a more productive and profitable manufacturing company.  Innovation in the manufacturing sector has a dramatic impact not just on the bottom line of individual companies, but also on the productivity of the entire supply chain.  Some of the biggest challenges for industrial manufacturing companies include finding the right partners and suppliers and getting the right metrics in place to measure innovation progress.  In this presentation, Murray will discuss the importance of creating a company culture that focuses on innovating in all aspects of the business enterprise.

 

Manufacturing Challenges and Opportunities

Matt OConnellScaling up for the Production of CMCs for Gas Turbine Engines, Matthew O’Connell, industrialization leader, Ceramic Matrix Composites, GE Aviation – Supply Chain Division, Composites Value Stream

 

Scaling new technology for production is challenging. For all the planning and preparation to abate every risk, there are inevitable surprises and unknowns that can derail progress. GE’s Ceramic Matrix Composite (CMC) scale-up is shaping up differently. For GE’s CMC raw material and products, the company is building a supply chain—fully vertically integrated—a lot to create in a short period of time for an engineered, composite material.             

 

We are introducing GE’s new LEAP propulsion systems at unprecedented rates. GE will deliver more than 1,500 engines per year by 2018. As we build CMC capacity to meet this demand, the key to success will be to stabilize the recipe while scaling the technology. The ability to incorporate critical learnings without jeopardizing safety, quality, delivery, cost and performance will enable a successful scale of CMC manufacturing.

 

The LEAP engine includes a host of new technologies, one of which is the CMC Shroud. Currently GE manufactures both the raw material and the products. This requires coordination between the design, materials and manufacturing disciplines to ensure producibility and performance of the components. They utilize a “4 bump” model to enable accelerated introduction of revolutionary changes as we design and build these products. GE’s FastWorks approach to learning and implementing change allows us to pivot early and accelerate our industrialization plans. This presentation will include a GE Aviation and CMC overview, and a discussion of our “4 bump” approach to technology industrialization as we work to achieve our CMC scale-up goals.

 

T. Major photoSupply Chain for Innovation, Timothy Major, supply management director of science & technology, Emerging Innovations Group, Corning Inc.

 

Corning Incorporated is one of the world’s leading innovators in materials science. For more than 160 years, Corning has applied its unparalleled expertise in specialty glass, ceramics, and optical physics to develop products that have created new industries and transformed people’s lives. Enabling those innovations is a series of supply chains that have been developed and deployed in order to manage the required flows of product, money and information.  In this presentation, Major will provide insights into the processes and tools used in supply chain design, development and operation in the innovation process at Corning. In addition, Major will share his experiences from 25+ years of providing supply chain leadership and support to new product innovations in the glass and ceramics industries. 

 

Business Climate Overview

Helper_SusanOverview of Global Economy and Supply Chain EconomicsSusan Helper, special advisor to the undersecretary for economic affairs of the US Department of Commerce; former chief economist, US Department of Commerce; Carlton professor of economics at the Weatherhead School of Management.

 

Helper will explore macro trends impacting the global economy and discuss important factors such as reshoring, energy independence, and other trends impacting production costs.  She will look at the current competitive state of U.S. manufacturing, reviewing the strengths and weaknesses.  Finally, she will explore economic factors within the supply chain that may impact your businesses, including technological and performance gaps, continuous improvement processes and innovation.

 

Overview of White House Supply Chain Innovation Initiative – Susan Helper

Helper will provide a brief overview of the White House Supply Chain Innovation Initiative, launched by President Obama in spring 2015. The Initiative’s focus is to identify ways—through private- and public-sector leadership—to strengthen the innovative capabilities of the small U.S. manufacturers that anchor the nation’s supply chains. 

 

ECallum1How Will Changing Demographics Impact Our Businesses? – Everton H. Callum, SPHR, Human Resource manager, Corporate Research & European Labs Science & Technology Division, Corning Inc.

 

The greying of baby boomers, the emergence of millennials, and increased diversity in the workforce will have a profound impact on your businesses and the markets that you serve. Callum will provide an overview of demographic trends that have and will change our businesses and our workforce. He will explore diversity-related trends and issues and focus on how generational differences have impacted  and will further influence the way we manage our human resources  in such areas as recruiting, training and development, as well as how we  approach such processes as knowledge transfer. He will provide real-world examples of how Corning is working to attract, retrain and integrate millennials into the organization and provide insight into the how the thinking of a new generation may transform the thinking of our companies.

 

Callum’s presentation will be followed by a panel discussion that will include the perspective of a senior manager from a smaller manufacturer. 

 

Commercialization of Technology/Business Development

Blakely, Keith_2001Building a Team Capable of Executing a Commercialization Business Plan – Keith Blakely, chairman, Inventures Group 

 

Building a successful advanced materials business is difficult. New materials and processes are technically challenging, scaling up manufacturing processes is expensive and risky, and getting customers to adopt new materials and push them into the marketplace in the form of new products is a long and arduous process. Add to that mix the challenges that inevitably come from managing very smart scientists and engineers in an environment that is almost always stressful already due to resource constraints, investor expectations, and egos and you have a recipe for thermonuclear events! Blakely will share some of his experiences and the lessons learned over the past three decades.

 

 

VladamirCustomers: The Importance of Market Validation and Sales Channels –Vladimir Ban, CEO, PD-LD Inc.

 

Founding and running a successful company based on high-tech materials is complex and demanding work. It usually starts with shoe-string development of prototypes, followed by a lengthy process of ironing out the inevitable shortcomings and mistakes, and finally organizing production of an economical and reliable product. At this point the company is ready to bring these products to its customers and convince them to buy them. This might be the most critical point in the course of the life of the company, which determines its success, or stagnation or demise. Ban will address these various stages of the company life as he has experienced them in companies he has founded: Epitaxx Inc. and PD-LD Inc.

 

Bill PayneFinancing the Venture – Bill Payne, angel investor

 

Once personal and government resources have been exhausted, where do entrepreneurs seek capital?  What is a “fundable company?”  Will venture capitalists finance your pre-revenue company?  Payne will describe the “capital food chain” for startup ventures, give guidance on the critical financing issues facing technology ventures, and provide a brief overview of sources of investment capital, business planning and fundraising.

 

Dave Gunderson 2Business Acquisition Strategy – David Gunderson, global business development director, Advance Ceramics Platform, 3M

 

Almost all successful new ventures eventually are sold to larger public companies to convert the entrepreneur’s (and investors’) illiquid asset into cash. What do large public companies look for?  How do entrepreneurs, small companies, and potential buyers find one another? When does the relationship begin? Gunderson will share his experiences in acquiring technology companies and integrating them into 3M. 

 

Bolt, Marvin P_cmykA New Device for a New Era: An Early Telescopic View of Innovation, Marvin Bolt, curator of science and technology, Corning Museum of Glass

 

What should a new device look like? Why? And for what reasons would you want to use one? It seems pretty straightforward for a telescope. Right? As we take a look at—and through—some of the very earliest examples, we’ll see materials, shapes, and uses that will surprise us and give us reasons to rethink ideas that seemed obvious.    

 


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