How a new process is born

The objective need for a new process and its potential application must first become identified in one of the situations listed in Chapter 1, and become known to the professionals in the field. Only then will the subjective motivation

for an industrial invention be actuated in one or more of the following routes listed below.

2.2.l

Normal research and development activity

Normal R&D activity creates a situation in which a better basic scientific understanding of the limitations of the existing industrial processes is systemati- cally associated with the study of similar developments, and with new

available data or technology in parallel fields. When scientists are saturated with this information, an idea may come to someone in the form of a proposal: “Why can’t we do it better another way?”

This “click” is part of the functions normally expected from any industrial R&D group, albeit in a corporation, an academic department, or an industrial research organization. Nevertheless, the mechanism of its occurrence is not well understood, and it is generally attributed to individual characteristics. (Despite much interest, most of the studies and dissertations devoted to this idea-generating psychology are related to artistic creation and apparently there is still no accepted theory as regard to scien- tific/industrial inventions.)

But not all such ideas are actually pursued. Many (one would say most?) are impractical, premature, or incorrect in some aspect. There is no discredit in that, since a more fundamental study of the limits of the problem can only be reached by raising these proposals. Many potentially interesting ideas could also be stopped just for lack of follow-up by the initiator, who, for example, could be too busy. One of the main challenges of any R&D organi- zation is to have a proper forum and a routine procedure for the systematic recording and review of such ideas, which would then avoid any possible bias due to personalities, positions, and past records.

2.2.2 Personal motivation

The main driving force for a successful innovation (the invention, the promo- tion, and the first steps) is without a doubt the personal motivation of the more-talented R&D scientists. In addition to their genuine scientific curiosity

and drive, a series of successful innovations is generally considered as a key for their personal advancement, their public recognition, and their personal satisfaction. It could also be linked to a financial bonus or other incentives in certain organizations.

Since these more talented scientists could also be successful and happy in an academic position, a major challenge for the management

of the industrial R&D organization is to create conditions in which their scientists would be interested in continuing to work there, effectively and for a

prolonged period. Of course, this motivation is a delicate matter, which

could concern nonscientist personalities as well. There are no easy short- cuts.

2.2.3 Corporate function

The managers of the dedicated corporate departments (R&D or “new busi- ness”) have the role, the staff, and the budget to generate new projects, and they are generally looking fornew ideas that may be worth promoting. These new subjects could be found internally by a continuous and systematic covering of their defined territory, or from the outside by promoters who are familiar with their corporate business field.

On the other hand, once their hands and means are more or less full (as decided in advance by the yearly plans and budget), they have to find ways to delay additional new proposals without causing too much ill will with the promoters who are offering a golden opportunity. More flexibility in this matter could give better overall results.

2.2.4 Financial and commercial rewards

Each participant in the promoter/developer group (external to the corpora- tion) is normally motivated by some financial reward, expected from a suc- cessful implementation, including buy-in at an early stage, development, and re-sale when ready.

But some of the participants in this group also could have additional commercial considerations related to their other activities, such as the supply of engineering services, the sale of proprietary equipment, the assignment of marketing rights, exclusivity in certain services, agent’s commission, and so forth. Unless all of these interests are clear from the beginning, they could lead to conflicts between the partners. Such unpleas- ant cases are not uncommon; therefore, it is advisable to have a clear picture of the situation at the onset of a joint venture to help promote an innovative process development.

2.2.5 False starts

It is generally recognized that, due to the pressures stated above, a very

large part of these “would-be inventions” eventually will be false starts

and dropped sooner or later. This situation could also happen to excep- tional R&D scientists who, following reappraisal, will readily pull back their proposals (for the time being) and find other avenues for their efforts. There is no shame in such a decision, as this is an integral part of R&D work.

Unfortunately, some of these false starts may take a long time to die, wasting precious time. The general efficiency of an industrial R&D organi- zation depends on the routine screening procedure for new ideas, preferably by a peer reviewthat is more readily accepted than a manager’s ruling.

2.3 Explicit definition of the development project

It is essential, at the beginning of every development project, to detail explic- itly what the project will try to achieve and what would be considered a successful implementation.

This clearly written definition may be critical for the success of the entire project, and the promoting group should give it utmost attention. The first benefit will be that thorough discussions will force the group to focus its proposals exactly toward objectives and procedures that are feasible in this real world. This definition should include the following components listed below.

2.3.1 Objectives and purposes

A quantitative definition of the actual objectives and purposes of the devel- opment project, as compared with the known existing situation, may include, for instance:

• Minimum specification of the new product or products • Maximum acceptable production cost

• Minimum recovery of the valuable component • Acceptable waste disposal, etc.

2.3.2 Patents

There is no point, however, in starting a significant development effort unless there is a reasonable prospect for an eventual patent protection in case of positive results. An adequate patent search and strategy should be discussed and decided at an early stage, after consultation with the relevant experts. This analysis should start with a clear statement and definition concerning:

• Extent of effective patent protection needed for the increasingly large investments in industrial research and the potential profits

• The need to avoid some constrains in an existing patent

2.3.3 Possible industrial framework

A projection of the eventual (or possible, probable) industrial implementation

framework of the new process is needed to help cement the technological factors

specific to that framework. This projection, which will be continuously updated with a compilation of more available details, generally includes:

• Scale of production, which affects the equipment size and function • Different options of raw materials; availability of critical services • Possible synergetic coproductions, local regulations, etc.

In some cases, the initial projection of such framework may only be wishful thinking in the eyes of the promoters, as the corporation concerned may not have been approached in the early stages. But, at least, there should be a reasonable assumed framework since, without it, the process develop- ment would be mere speculation.

2.3.4 Timetable

In industrial reality, once the need for a new process has been recognized and a feasible idea or proposal has been advanced and approved, the results of the development effort should be delivered reasonably fast, despite the many complex issues and decisions that need to be resolved. An often-cited goal, before the detailed engineering of a new plant can be started, is between 12 and 24 months.

A detailed time-table — desired or imperative — should be worked out and included in the particular project definition, listing all the different projected activities (see Section 2.4 Different stages of a typical program), the periodical review points, the change points in project management (pass- ing the torch), the requirement for introduction of additional support teams, and the emphasis on specific efforts.

Note that the change in project management will generally require a few months for systematic transmitting of know-how and of periodical summary and review of the process package.