Increase Your Exposure – add your company to this FREE directory of manufacturers
AM&T has launched Made in the Southern Tier – an online directory that showcases our region’s companies and the vast array of products that are manufactured here.
Inclusion in the directory is free to all Southern Tier manufacturers. Benefits include:
Enhanced exposure to top-level search engines such as Google
Greater likelihood that worldwide customers can find you
Ease of fi nding regional suppliers and partners for your production needs
One source for regional companies to find manufacturing suppliers
In addition to descriptive text and contact information, the company profiles include logos, product images, videos, and more – a comprehensive yet compact showcase.
Learn more at www.amt-mep.org. Click on “About the Directory” or “View Manufacturers”.
To qualify for inclusion in the directory, a company must be a manufacturer, with a NAICS code between 311-Food Manufacturing and 339-Miscellaneous Manufacturing. Also, the company must be located in one of the following New York counties: Broome, Chemung, Chenango, Delaware, Schuyler, Steuben, Tioga, and Tompkins. When a new company profi le is submitted, it will be reviewed and confirmed by AM&T staff before it appears in the directory.
If you represent a Southern Tier manufacturer and would like to include your company in the directory at no cost, please complete the information form at: www.blog.amt-mep.org/?p=525
See this and other newsletter articles at http://amt-mep.org/files/2314/3584/7157/2015-07.pdf
Visit our website at http://www.amt-mep.org
Showing posts with label July. Show all posts
Showing posts with label July. Show all posts
Thursday, July 2, 2015
Associates’ Corner - Stan's NoTubes
Stan's NoTubes - Fourteen years ago, Stan Koziatek took a fresh look at a problem that had forever plagued cyclists -- flat tires. Since the root cause of the problem was failure of the inner tube to hold air, his solution was to enable riders to eliminate the inner tube and make the tires self-sealing. This idea propelled Stan into a series of innovations and experiments, resulting in a patented rim design and a world renowned tire sealant.
Like many innovators, Stan’s ideas were initially dismissed by industry experts, but he was persistent. He would show up at the start of national-series mountain bike races and punch holes into his own tires with an ice pick. His sealant would almost immediately fill the holes and allow Stan to ride as low as 18psi. The world's top riders took note, often switching to Stan’s products and peeling off his decals to avoid upsetting their sponsors.
In order to offer his better tubeless tire system to an expanding bicycle market, Stan and his wife Cindy founded Stan's NoTubes. This was a great partnership with Stan as the Chief Technical Officer and Cindy as the Chief Financial Officer. Under their guidance the company located in Big Flats has grown to employ 35 people.
While the core product line of Stan's NoTubes remains the innovative sealant and tubeless conversion kits that helped establish the brand, the company is increasingly expanding into more advanced products and materials, including a new line of carbon fiber wheelsets. In recent years the company has seen tremendous growth in its wheelset division, based largely on a technology Stan patented, Bead Socket Technology, that allows rims to better hold tires and allow an air tight seal for tubeless use. The technology allows for lighter rims, improved durability, increased tire traction, and decreased chance of flatting. Stan's rim design rolled across the line first at the Beijing Olympics, and even more recent innovations in carbon fiber technology have helped maintain the company's broad acceptance as the worldwide industry leader in tubeless technology.
Stan's NoTubes products are sold through US dealers, US distributors, fifty international distributors, and the company's own website which incorporates extensive customer support content, both for pre and post-sale. Their marketing program also relies on active use of social media sites. Two major industry publications have included Stan in their short list of the most important people in cycling.
For more information, see www.notubes.com or call 607-562-2877.
See this and other newsletter articles at http://amt-mep.org/files/2314/3584/7157/2015-07.pdf
Visit our website at http://www.amt-mep.org
Like many innovators, Stan’s ideas were initially dismissed by industry experts, but he was persistent. He would show up at the start of national-series mountain bike races and punch holes into his own tires with an ice pick. His sealant would almost immediately fill the holes and allow Stan to ride as low as 18psi. The world's top riders took note, often switching to Stan’s products and peeling off his decals to avoid upsetting their sponsors.
In order to offer his better tubeless tire system to an expanding bicycle market, Stan and his wife Cindy founded Stan's NoTubes. This was a great partnership with Stan as the Chief Technical Officer and Cindy as the Chief Financial Officer. Under their guidance the company located in Big Flats has grown to employ 35 people.
While the core product line of Stan's NoTubes remains the innovative sealant and tubeless conversion kits that helped establish the brand, the company is increasingly expanding into more advanced products and materials, including a new line of carbon fiber wheelsets. In recent years the company has seen tremendous growth in its wheelset division, based largely on a technology Stan patented, Bead Socket Technology, that allows rims to better hold tires and allow an air tight seal for tubeless use. The technology allows for lighter rims, improved durability, increased tire traction, and decreased chance of flatting. Stan's rim design rolled across the line first at the Beijing Olympics, and even more recent innovations in carbon fiber technology have helped maintain the company's broad acceptance as the worldwide industry leader in tubeless technology.
Stan's NoTubes products are sold through US dealers, US distributors, fifty international distributors, and the company's own website which incorporates extensive customer support content, both for pre and post-sale. Their marketing program also relies on active use of social media sites. Two major industry publications have included Stan in their short list of the most important people in cycling.
For more information, see www.notubes.com or call 607-562-2877.
See this and other newsletter articles at http://amt-mep.org/files/2314/3584/7157/2015-07.pdf
Visit our website at http://www.amt-mep.org
The Need for Training Within Industry (TWI)
By: Jamie Flinchbaugh
Standard work is one of the most challenging aspects of a lean transformation. It is both foundational and frustrating. It is hard to observe work without a common method for work. It is hard to experiment without a standard. It is, in some ways, the backbone of continuous improvement.
Standard work manifests itself through many different tools and methods. One method that is underutilized is TWI, or Training Within Industry. I recently attended the TWI Summit, and was impressed by how committed many organizations have been to the effective utilization of TWI. There were many examples of success, from LEGO to hospitals. I won’t make this column about the basics of TWI, as you can easily research that on the internet, buy a book or take a course from one of the many organizations that teach it. I want to instead focus on some of the challenges that remain with making TWI as effective as we all need it to be.
TWI is primarily rolled out through three mechanisms:
The first big challenge organizations face in the systematic adoption of TWI is finding the resources to engage in the development and deployment of such training mechanisms. Most organizations have decimated their training functions, mostly because they didn’t have a productive way to make them useful. Maybe that has changed with the reintroduction of TWI, but the resources aren’t there to make the case.
An even larger problem to overcome is the reliance on front-line supervision. While I’ve met droves of capable front-line supervisors, on the whole this is one of the most under invested-in and under appreciated workforce groups we have. Front-line supervisors are essential to making Training Within Industry work, but this is a group that often feels confused about what is expected of them in their roles.
While this has been a trend underway for a couple decades, there are new challenges faced in increasing levels: languages and geography.
Whether in one location or a global organization, having to train in multiple languages is a legitimate challenge. Most translation services either do not understand the content required for contextual or technical training, or you spend a small fortune gaining that context. And even if you have the materials, it’s not terribly unusual to have a supervisor who speaks one language and a front-line employee who speaks another language, creating another barrier for engagement.
Geography makes that even more difficult. Many resources are spread across the globe, and not always in nicely replicated organizational structures. I know many managers with direct reports, even at the front-line level, spread across three continents. I’ve even seen that due to legal travel restrictions, a manager is unable to visit the country of a direct report, requiring that they meet in a neutral country. These problems used to only exist at top management levels but they exist more and more at every level of the organization.
See this and other newsletter articles at http://amt-mep.org/files/2314/3584/7157/2015-07.pdf
Visit our website at http://www.amt-mep.org
Standard work is one of the most challenging aspects of a lean transformation. It is both foundational and frustrating. It is hard to observe work without a common method for work. It is hard to experiment without a standard. It is, in some ways, the backbone of continuous improvement.
Standard work manifests itself through many different tools and methods. One method that is underutilized is TWI, or Training Within Industry. I recently attended the TWI Summit, and was impressed by how committed many organizations have been to the effective utilization of TWI. There were many examples of success, from LEGO to hospitals. I won’t make this column about the basics of TWI, as you can easily research that on the internet, buy a book or take a course from one of the many organizations that teach it. I want to instead focus on some of the challenges that remain with making TWI as effective as we all need it to be.
TWI is primarily rolled out through three mechanisms:
- Job Instruction, or JI, is a method to provide training on how to perform a job.
- Job Methods, or JM, is a simplified way to break down a job and improve it through eliminating, combining, rearranging or simplifying the elements of the job.
- Job Relations, or JR, helps supervisors systematically work with people and develop teamwork.
The first big challenge organizations face in the systematic adoption of TWI is finding the resources to engage in the development and deployment of such training mechanisms. Most organizations have decimated their training functions, mostly because they didn’t have a productive way to make them useful. Maybe that has changed with the reintroduction of TWI, but the resources aren’t there to make the case.
An even larger problem to overcome is the reliance on front-line supervision. While I’ve met droves of capable front-line supervisors, on the whole this is one of the most under invested-in and under appreciated workforce groups we have. Front-line supervisors are essential to making Training Within Industry work, but this is a group that often feels confused about what is expected of them in their roles.
While this has been a trend underway for a couple decades, there are new challenges faced in increasing levels: languages and geography.
Whether in one location or a global organization, having to train in multiple languages is a legitimate challenge. Most translation services either do not understand the content required for contextual or technical training, or you spend a small fortune gaining that context. And even if you have the materials, it’s not terribly unusual to have a supervisor who speaks one language and a front-line employee who speaks another language, creating another barrier for engagement.
Geography makes that even more difficult. Many resources are spread across the globe, and not always in nicely replicated organizational structures. I know many managers with direct reports, even at the front-line level, spread across three continents. I’ve even seen that due to legal travel restrictions, a manager is unable to visit the country of a direct report, requiring that they meet in a neutral country. These problems used to only exist at top management levels but they exist more and more at every level of the organization.
Lloyd Johnson of AM&T is a provider of TWI.
Contact him at ljohnson@amt-mep.org or 607-227-6229
See this and other newsletter articles at http://amt-mep.org/files/2314/3584/7157/2015-07.pdf
Visit our website at http://www.amt-mep.org
Have You Explored Every Business Growth Alternative?
By: Marty Zwilling
Startups are usually so focused on selling more of their branded product or service to their own customer base (organic growth) that they don’t consider the more indirect methods (non-organic growth) of increasing revenue and market share. Non-organic growth would include OEM relationships, finding strategic partners, “coopetition,” as well as acquisitions.
The initial focus only on organic growth is usually driven a passion for the product, and by limited financial and people resources, as well as the limited experience of the executive team. Yet a creative and skilled team will often find that non-organic growth techniques can better leverage these limited resources in scaling the business.
An example of a startup which used non-organic growth early and effectively was Microsoft. Bill Gates started producing software solutions, like his Basic Interpreter and MS DOS, but quickly focused on adding thousands of small partners for applications, and major partners like IBM, Intel, and other hardware manufacturers. Even mergers and acquisitions (M&A) came quickly.
Some people feel that organic growth is “better” because it requires real innovation and sustained effort to create long-term competitive advantage through differentiation and efficiency. They might agree that it cannot compensate for the speed and scale of growth of the non-organic approach, but has lower risks of failure.
Despite the risks, there are many advantages of non-organic growth, especially in startup environments:
I’m certainly not proposing that one mode should be used to the exclusion of the other. Rather, I recommend that you pursue both concurrently, per the advantages of each. For example, if you are in an industry which is fragmented or has a slowing growth rate, with too many competitors, non-organic growth may be required for survival.
Use organic growth options for things which you do best, where there is plenty of room for growth by selling your products in new geographic areas, or using new sales channels, such as through a wholesaler or website. Organic growth is typically safer because you’re using a tried-and-tested business model, and you can reinvest profits back into the business.
Certainly non-organic growth has its pitfalls. Entrepreneurs, while partnering with or acquiring a new business, must check for compatibility and strategic fit. Yet startups looking for investors need to evaluate all the growth alternatives from the very beginning. “No growth” or even slow-growth companies waiting for an Angel may have a long wait.
See this and other newsletter articles at http://amt-mep.org/files/2314/3584/7157/2015-07.pdf
Visit our website at http://www.amt-mep.org
Startups are usually so focused on selling more of their branded product or service to their own customer base (organic growth) that they don’t consider the more indirect methods (non-organic growth) of increasing revenue and market share. Non-organic growth would include OEM relationships, finding strategic partners, “coopetition,” as well as acquisitions.
The initial focus only on organic growth is usually driven a passion for the product, and by limited financial and people resources, as well as the limited experience of the executive team. Yet a creative and skilled team will often find that non-organic growth techniques can better leverage these limited resources in scaling the business.
An example of a startup which used non-organic growth early and effectively was Microsoft. Bill Gates started producing software solutions, like his Basic Interpreter and MS DOS, but quickly focused on adding thousands of small partners for applications, and major partners like IBM, Intel, and other hardware manufacturers. Even mergers and acquisitions (M&A) came quickly.
Some people feel that organic growth is “better” because it requires real innovation and sustained effort to create long-term competitive advantage through differentiation and efficiency. They might agree that it cannot compensate for the speed and scale of growth of the non-organic approach, but has lower risks of failure.
Despite the risks, there are many advantages of non-organic growth, especially in startup environments:
- New product or service lines. Organic growth assumes innovation in the product or service, but non-organic growth through white labeling and strategic partners may add totally new brands and services to your revenue stream.
- Fresh customer base. Teaming with another company, or buying another company, can add new geographical locations and new customer segments to the business. These relationships need not require cash investments; often they are done with exchanges of equity or assets.
- Economies of scale. In many cases business opportunities with competitors (coopetition) will open up a new marketing channel, and definitely give you the cost advantages of scale. Economies of scale also apply to marketing, distribution, and sales.
- New management skills. New business relationships mean new perspectives and new executives working on the opportunity. This can be a significant competitive advantage over major competitors, and overall reduces competition in the market place.
I’m certainly not proposing that one mode should be used to the exclusion of the other. Rather, I recommend that you pursue both concurrently, per the advantages of each. For example, if you are in an industry which is fragmented or has a slowing growth rate, with too many competitors, non-organic growth may be required for survival.
Use organic growth options for things which you do best, where there is plenty of room for growth by selling your products in new geographic areas, or using new sales channels, such as through a wholesaler or website. Organic growth is typically safer because you’re using a tried-and-tested business model, and you can reinvest profits back into the business.
Certainly non-organic growth has its pitfalls. Entrepreneurs, while partnering with or acquiring a new business, must check for compatibility and strategic fit. Yet startups looking for investors need to evaluate all the growth alternatives from the very beginning. “No growth” or even slow-growth companies waiting for an Angel may have a long wait.
See this and other newsletter articles at http://amt-mep.org/files/2314/3584/7157/2015-07.pdf
Visit our website at http://www.amt-mep.org
Three Critical Ingredients for Innovation
By Michael Graber
Our firm, the Southern Growth Studio, helps many companies with innovation. We help with projects labeled as innovation and we also consult on how companies set up the processes, framework, and governance for successful innovation. Based on our experience, we know that three key things must be in place for innovation to flourish.
If innovation is to become the No. 1 strategy priority to drive growth and wealth creation, these three ingredients must be in place:
With these three ingredients in place, a company can use innovation to fuel organic growth.
See this and other newsletter articles at http://amt-mep.org/files/2314/3584/7157/2015-07.pdf
Visit our website at http://www.amt-mep.org
Our firm, the Southern Growth Studio, helps many companies with innovation. We help with projects labeled as innovation and we also consult on how companies set up the processes, framework, and governance for successful innovation. Based on our experience, we know that three key things must be in place for innovation to flourish.
If innovation is to become the No. 1 strategy priority to drive growth and wealth creation, these three ingredients must be in place:
- First, senior management commitment. Innovation must be in the company’s vision, goals, and metrics – and conversations must take place about innovations on a continuous basis. Innovation needs to be valued and practiced as a core disciple of the firm. Senior leaders need to model this importance. Senior management commitment is more than twice as important as any other factor in determining the success of innovation at a company.
- Second, teams over technology. Innovation isn’t about the collaboration software. It’s about people. Multi-disciplinary teams who follow a process with an open spirit of collaboration score best.
- Third, define types of innovation. Incremental innovations are wholly different animals compared to breakthrough, game-changing innovations. Define the objective of each project or mission with care so you can better manage expectations.
With these three ingredients in place, a company can use innovation to fuel organic growth.
See this and other newsletter articles at http://amt-mep.org/files/2314/3584/7157/2015-07.pdf
Visit our website at http://www.amt-mep.org
Getting Involved - Manufacturing Day 2015
INSPIRING TOMORROW’S MANUFACTURER TODAY!
Watch the Recorded Webinar
For those of you who weren’t able to attend the live webinar, it has been posted on mfgday.com as a two-part video recording of the presentation.
Titled “Getting Involved in Manufacturing Day”, it:
- walks you through the why and how of MFG DAY event hosting
- demonstrates the new online event registration process
- answers common questions about participating in MFG DAY
Follow this link to watch the webinar: www.mfgday.com/getting-involved-webinar
Just the Slides
For those of you who prefer just the webinar PowerPoint slides, they are posted on mfgday.com as well. You can download them by following the link below. Please share with anyone who may want to host an event! www.mfgday.com/resources/manufacturers-powerpoint
Quick Start Guide
Ready to start planning your MFG DAY event but don’t have a lot of time? Try the “Quick Start Guide” - a one-page document that breaks the entire process down into four simple steps. www.mfgday.com/resources/quick-start-guide
See this and other newsletter articles at http://amt-mep.org/files/2314/3584/7157/2015-07.pdf
Visit our website at http://www.amt-mep.org
What’s the Difference between Corrective Actions and Preventive Actions?
Corrective action is performed on detected nonconformities. In other words, there are real defects that exist right now and action must be taken to stop them from ever happening again in the future. Most people get this and seem to understand the concept of real defects needing to be fixed—permanently, so they do not cause further aggravation. But what about preventive actions and how is it different?
People seem to get hung up on what a potential nonconformity is and how do you prevent it from ever occurring in the first place? Potential defects are defects that could happen. I think a better description would be to call these risks. Everyone understands the concept of risk at some level. If we keep using a dull blade on a saw, then we are taking a risk because at some point that blade is going to break.
Using a dull blade is a bad business practice, right? So what other bad business practices are you using in your business that you should fix to prevent a bad outcome (nonconformity) from occurring? Potential nonconformities are all around us in every business. The question is, how do you find potential nonconformities? The best way to find them is to look for them using common quality tools.
Top Ten Preventive Actions:
See this and other newsletter articles at http://amt-mep.org/files/2314/3584/7157/2015-07.pdf
Visit our website at http://www.amt-mep.org
People seem to get hung up on what a potential nonconformity is and how do you prevent it from ever occurring in the first place? Potential defects are defects that could happen. I think a better description would be to call these risks. Everyone understands the concept of risk at some level. If we keep using a dull blade on a saw, then we are taking a risk because at some point that blade is going to break.
Using a dull blade is a bad business practice, right? So what other bad business practices are you using in your business that you should fix to prevent a bad outcome (nonconformity) from occurring? Potential nonconformities are all around us in every business. The question is, how do you find potential nonconformities? The best way to find them is to look for them using common quality tools.
Top Ten Preventive Actions:
- Analyze process or product characteristics for negative trends that, if left alone, could drift into a nonconformity. Such analysis can be documented into a control plan.
- Install alarms to warn you when your process is drifting into a nonconformity. Statistical process control charts provide excellent alarms.
- Review nonconformances found in similar processes, products, or companies for ideas that could be applied to your business. Benchmarking similar companies is great for brainstorming preventive actions.
- Perform risk analysis to uncover latent hazards. Failure Mode Effects Analysis (FMEA) is a great tool for process risk analysis.
- Implement lean thinking to eliminate wastes, which are obvious signals of latent causes of future defects.
- Establish more rigorous training programs to continuously improve your employee’s skills. Regular training introduces new ideas into your organization that can be sources of innovation that prevent nonconformities.
- Introduce disaster recovery, security, and contingency plans for unpredictable situations, hazards, or safety conditions.
- Set up preventive maintenance & calibration control programs to ensure your equipment is always safe, available, and performing optimally.
- Begin supplier surveillance audits to assist your supply chain in delivering quality product to you consistently.
- Analyze your process capabilities to create a foundation for improvement. Use Capability Maturity Model (CMM) or Capability Maturity Model Integration (CMMI) for inspiration.
See this and other newsletter articles at http://amt-mep.org/files/2314/3584/7157/2015-07.pdf
Visit our website at http://www.amt-mep.org
Consolidated Funding Application (CFA) - Due 4PM July 31, 2015
Consolidated Funding Application (CFA)
Grant Applications
Due 4PM July 31, 2015
ACT NOW to complete your applications for Workforce Training and Capital Equipment
Governor Andrew M. Cuomo launched Round V of the Regional Economic Development Council (REDC) initiative, officially kicking off the 2015 competition for up to $750 million in state economic development resources.
The Consolidated Funding Application (CFA) opened to applicants on May 1, enabling businesses, municipalities, not-for-profits and the public to begin applying for assistance from dozens of state funding programs, through a single application, for job-creating and community development projects.
Manufacturers typically submit CFA applications for Workforce Training and Capital Equipment.
Round V of the REDC initiative will award up to $750 million in state resources.
The 2015 REDC Guidebook and list of available resources is accessible at: www.regionalcouncils.ny.gov
For applicants, the CFA is available at: https://apps.cio.ny.gov/apps/cfa/
For assistance or additional information please call Jim Cunningham at 607-725-1225 or jcunningham@amt-mep.org
See this and other newsletter articles at http://amt-mep.org/files/2314/3584/7157/2015-07.pdf
Visit our website at http://www.amt-mep.org
Tuesday, July 1, 2014
Technical Assistance and Facilities Available from Cornell Center for Materials Research
CCMR JumpStart Program
In the JumpStart program, small businesses in New York State that have a well-defined technical challenge are partnered with Cornell faculty who have the expertise needed to overcome these challenges. The program provides a one-semester commitment of time and money that is subsidized by NYSTAR. Since 2005, 59 NYS small businesses have participated to solve technical problems, explore new markets, improve existing products, and create new ones.
CCMR Industrial Collaboration Program (ICP)
The CCMR Industrial Collaboration Program (ICP) is a Flagship Program for large and small businesses worldwide. ICP projects facilitate low-cost R&D collaborations on advanced materials with Cornell faculty. ICPs are tax-deductible and offer a low 5% university overhead, making them an extremely cost effective way to benefit from Cornell expertise!
CCMR StartUp-Facilities
The CCMR Industrial Partnership Program is offering a first-ever incentive program to industry users called Startup-Facilities. Startup-Facilities provides up to $500 of funding to companies new to the CCMR for their first use of the CCMR Shared Facilities. This is a limited time offer available, one per company, from June 15, 2014 through December 31, 2014 or while funds exist.
More information about CCMR programs at http://www.ccmr.cornell.edu/jumpstart
See this and other newsletter articles at http://amt-mep.org/files/8814/0430/1033/2014-07.pdf
Visit our website at http://www.amt-mep.org
In the JumpStart program, small businesses in New York State that have a well-defined technical challenge are partnered with Cornell faculty who have the expertise needed to overcome these challenges. The program provides a one-semester commitment of time and money that is subsidized by NYSTAR. Since 2005, 59 NYS small businesses have participated to solve technical problems, explore new markets, improve existing products, and create new ones.
CCMR Industrial Collaboration Program (ICP)
The CCMR Industrial Collaboration Program (ICP) is a Flagship Program for large and small businesses worldwide. ICP projects facilitate low-cost R&D collaborations on advanced materials with Cornell faculty. ICPs are tax-deductible and offer a low 5% university overhead, making them an extremely cost effective way to benefit from Cornell expertise!
CCMR StartUp-Facilities
The CCMR Industrial Partnership Program is offering a first-ever incentive program to industry users called Startup-Facilities. Startup-Facilities provides up to $500 of funding to companies new to the CCMR for their first use of the CCMR Shared Facilities. This is a limited time offer available, one per company, from June 15, 2014 through December 31, 2014 or while funds exist.
More information about CCMR programs at http://www.ccmr.cornell.edu/jumpstart
See this and other newsletter articles at http://amt-mep.org/files/8814/0430/1033/2014-07.pdf
Visit our website at http://www.amt-mep.org
Accelerating Technology Transfer
Upstate New York has a growing infrastructure that provides support for early-stage companies, meaning those companies that are already established with some initial funding and staff. However, an ongoing challenge to the goal of building more such companies is how -- at a much earlier stage -- to identify and support new technologies that have the most promising potential for commercialization.
These ideas emerge daily from universities, R&D labs, and the broader community. And the inventors and researchers behind these creations often want to start a company to make products based on their discoveries. But these tech-focused individuals often have no business education or experience, and no effective way to determine whether or not their idea has commercial viability.
In other words, there are billions spent for private and government funding of R&D, and there are equity investors and grants available once a company is formed. However, very few resources are applied to the period after a technology or idea is realized and before the initial seed investment is made in a start-up company -- a period that often lasts several years.
The result is that the world never benefits from many discoveries that actually have commercial potential and, conversely, resources are often wasted trying to build an invention-based business when a quick systematic analysis might have revealed that there was little chance of commercial viability.
For a decade, AM&T has been collaborating with universities and a Rochester-based company to help address this "pre-seed gap" -- the phase between idea realization and the initial or seed investment in a new company. This program is in the form of a series of Pre-Seed Workshops ("PSW"), with the most recent example occurring in May at the University at Buffalo Center of Excellence in Bioinformatics and Life Sciences.
The PSW curriculum used in Buffalo was developed ten years ago by Neworks LLC, launched in Rochester, and was quickly adopted by university communities throughout New York State; and AM&T became involved at the outset. Ed Gaetano, AM&T’s executive director, explained: "Most people associate AM&T with our primary mission --assisting established manufacturing companies.
However, an important secondary focus is for us to support entrepreneurs in becoming the manufacturers of the future. With this in mind, AM&T has provided Pre-Seed Workshops with a decade of financial support and staff consultants who work directly with the workshop participants."
More recently, Michael Meador, an AM&T principal consultant, became a certified PSW facilitator, and co-led the Buffalo event as well as recent workshops at Cornell, Binghamton, and Stony Brook Universities.
Mark Wilson, one of the original PSW creators, described the PSW as, "...a two and a half day, build-a-company event that rallies community talent and resources to investigate and transform potentially commercializable technologies into pre-seed stage companies. We take 6-8 ideas, assemble teams to work with each inventor, and give them a range of assignments that examine all the critical aspects of moving their idea from the concept to the pre-seed stage. Each team that conducts the analysis simulates a real start-up company with members who have diverse expertise in technology, business, finance, law, etc., and includes a designated facilitator -- a coach".
At the Buffalo PSW, eight teams were assembled to focus on ideas that included new tools for medical and dental procedures, a drug safety screening device, and software to support better autism treatment and education. During the initial day and a half, the teams built the foundations of their assessments in a series of intense hour-long sessions. They continued working over the following week, and then re-convened for a day to put the finishing touches on a summary of their findings. Each team delivered a 15-minute presentation to a panel of experts representing decades of experience with marketing, investing, and business management. The panel members’ feedback included observations and opinions about the conclusions reached by the teams, as well as recommendations about what next steps should be taken.
Here’s a sample of comments from participants in the Buffalo PSW:
- 'This has exceeded my expectations and opened the door to so many possibilities. I’m glad to attend and for the opportunity to advance my product.'
- 'Thank you for the PSW, it has really helped us have a much better idea of our strengths and weaknesses, and to understand and prepare for the challenges we are about to face.'
- "The core activities (you) have put together is quite relevant to challenges (that) cities like Buffalo have in nurturing their innovation base."
While there is an inevitable sense of competition that emerges among the teams, there are no declared winners or losers in a PSW event. Wilson explained that, "Our primary goal is to help potential entrepreneurs move off the point of indecision. Recognizing and acknowledging that an idea doesn’t have commercial merit is valuable at this pre-seed stage -- it enables the potential entrepreneur to move on, to reallocate energy and resources to a new project."
That said, the PSW does have an impressive track record for helping ideas move forward. Seventy Pre-Seed Workshops have been held involving 2,697 participants, with 401 teams analyzing the same number of ideas, inventions, and innovations. The PSW has helped create or strengthen over 170 high-tech, for-profit ventures, and many PSW participants have gone on to win local, national, and international business plan competitions. Many have also received grants and/or secured seed and venture capital funding. Based on survey results, Wilson estimates that about $100M in follow-on capital has been raised and over 600 jobs created.
Gaetano said that fostering regional collaborations are an integral part of AM&T’s strategic plan. "We have outstanding internal resources, but our ability to best serve all manufacturing companies, including start-ups, is to link arms with the best resources throughout the state -- and the national MEP network of organizations that share our mission. Our work with the Pre-Seed Workshop is a prime example of that philosophy."
See this and other newsletter articles at http://amt-mep.org/files/8814/0430/1033/2014-07.pdf
Visit our website at http://www.amt-mep.org
Some Recent Activities to Promote Innovation, Collaboration, Growth & Profitability of Manufacturers in the Southern Tier
- Conducted two Value Stream Mapping workshops at a company in Sidney, NY as part of their CFA contract. Eight supervisors and managers received training in recognizing and mapping value streams to improve process flow and eliminate waste. Resulting improvement plans will be implemented later in 2014.
- Conducted a Value Stream Mapping workshop at a company in Hornell, NY as part of their CFA contract. Eight supervisors and managers received training in mapping value streams to improve process flow and eliminate waste. An improvement plan has been developed and will be implemented during additional CFA related training.
- Completed an ISO 9001:2008 Internal Audit at a company located in Groton, NY. There were no findings and a summary report was prepared. Their QMS was deemed compliant and effective.
- Completed an ISO 9001:2008 Internal Audit at a company located in Stamford, NY. Minor findings were noted and a report was prepared. Their QMS was deemed compliant and continues to be effective.
- A significant accomplishment in recent months was to assist twelve companies with in-depth support for twenty Consolidated Funding Applications (CFAs) through the Regional Economic Development Council.
- Eleven applications requested funds for workforce training.
- One application was for NYSERDA energy project funding.
- Eight applications were for capital equipment funding.
- In addition, two companies assisted have been approved for grants from the Workforce Development Institute (WDI) and four are in process.
- Conducted internal audits at companies in Horseheads, NY, Oneonta, NY, Endicott, NY and Binghamton, NY. Reports were provided as to corrective actions required and continued improvements in the systems.
- Continued work at company in Bainbridge, NY assisting with development of their AS 9100 QMS quality manual, procedures and required documentation.
- Assisted an Ithaca company with reviews and assessment of their existing QMS Quality Manual and procedures.
- Participated in a re-registration audit at a company in Binghamton, NY.
- Conducted a Pre-assessment Audit at a company in Syracuse, NY, with participation of our CNY RTDC partner who assisted the effort with obtaining a grant through the Workforce Development Institute (WDI) which helped offset the cost.
- Assisted a Binghamton, NY company with an Audit Response / Corrective Action report required by one of their major customers.
- Participated in a Pre-Seed Workshop at the University of Buffalo Bio-Tech Center. Eight Idea Teams participated. One AM&T staff was a presenting facilitator at the workshop.
- Conducted a multi-day "Spares Order Processing" Value Stream Mapping event at a company in Binghamton, NY with a team of seven people. It is anticipated that when implemented, the plan will result in reduced wastes including process rework, over processing, expediting, rescheduling and changing priorities, etc.
- Completed a 56 hour Green Belt Training Program at an Endicott, NY company. The training program was completed by seven participants and three individuals went on to successfully pass the ASQ certification exam.
- Partnered with AME to conduct a half-day event round table event focused on learning and sharing continuous improvement experiences. The event was attended by fifteen people at a company in Elmira, NY.
- Conducted five four-hour Lean Thinking training sessions at an Elmira, NY company, focused on identifying and improving production and administrative wastes. The training was attended by fifty people.
- Conducted an 8-hour Lean for Manufacturing workshop at a Binghamton, NY company, training participants in Lean Thinking and how to apply Lean tools & concepts. The training was attended by twelve people.
- Completed one multi-day 5S and Visual Workplace event at a Binghamton, NY company. The teams created a workplace where everything is visually clear and controlled. As a result, the workplace will produce fewer defects, less waste, fewer injuries, and fewer breakdowns. These improvements will translate into lower costs and improved quality.
See this and other newsletter articles at http://amt-mep.org/files/8814/0430/1033/2014-07.pdf
Visit our website at http://www.amt-mep.org
Success is Sweet When Value is Your Core
By Joshua Rapoza
Ok, here we go another "listen to your customer" story. But this one is pretty sweet.
In the 1930s, Sunline Inc. started making a fruit drink mix (similar to Kool-Aid) called Frutola, distributing it all over the US. Through customer feedback, Sunline learned that instead of adding water to the mix to make a drink, kids were eating the mix right from the package.
So in the early 1940s, Sunline pivoted, by discontinuing Frutola and releasing two new products in the candy market, both of which are still on the market today. The first was a paper straw containing the drink mix formerly known as Frutola and was called Pixy Sticks.
The second was a small pouch of the same (or very similar) drink mix with a small spoon. That product’s name was Lik-M-Aid. This spoon feature was later replaced by a candy stick and now the product is known as Fun Dip. (Any fan of either of these products (or parent of a child who loves them) knows they tend to make a mess).
Based upon this feedback—of just how messy these products are—in the 1960s Sunline added a hard packed, tablet-like candy containing the same ingredients and called it SweetTarts. SweetTarts became so popular that it almost ended the Pixy Sticks.
Now all owned by Nestle, all of these product iterations are still available and are highly successful products.
What does this teach us about listening to our customers? Your value is at your core. Don’t change what your customers value in your product, pay attention to what they value and then change everything else.
See this and other newsletter articles at http://amt-mep.org/files/8814/0430/1033/2014-07.pdf
Visit our website at http://www.amt-mep.org
Ok, here we go another "listen to your customer" story. But this one is pretty sweet.
In the 1930s, Sunline Inc. started making a fruit drink mix (similar to Kool-Aid) called Frutola, distributing it all over the US. Through customer feedback, Sunline learned that instead of adding water to the mix to make a drink, kids were eating the mix right from the package.
So in the early 1940s, Sunline pivoted, by discontinuing Frutola and releasing two new products in the candy market, both of which are still on the market today. The first was a paper straw containing the drink mix formerly known as Frutola and was called Pixy Sticks.
The second was a small pouch of the same (or very similar) drink mix with a small spoon. That product’s name was Lik-M-Aid. This spoon feature was later replaced by a candy stick and now the product is known as Fun Dip. (Any fan of either of these products (or parent of a child who loves them) knows they tend to make a mess).
Based upon this feedback—of just how messy these products are—in the 1960s Sunline added a hard packed, tablet-like candy containing the same ingredients and called it SweetTarts. SweetTarts became so popular that it almost ended the Pixy Sticks.
Now all owned by Nestle, all of these product iterations are still available and are highly successful products.
What does this teach us about listening to our customers? Your value is at your core. Don’t change what your customers value in your product, pay attention to what they value and then change everything else.
See this and other newsletter articles at http://amt-mep.org/files/8814/0430/1033/2014-07.pdf
Visit our website at http://www.amt-mep.org
Manufacturing Day 10-03-2014
Manufacturing Day has been designed to expand knowledge about and improve general public perception of manufacturing careers and manufacturing’s value to the North American economy. In addition, manufacturers will learn about business improvement resources and services delivered through manufacturing extension partnerships.
HOST AN OPEN HOUSE
As a manufacturer it’s your opportunity to:
Register to host an open house at your company
Sign-up to visit other manufacturer’s open house events
http://www.mfgday.com/
See this and other newsletter articles at http://amt-mep.org/files/8814/0430/1033/2014-07.pdf
Visit our website at http://www.amt-mep.org
HOST AN OPEN HOUSE
As a manufacturer it’s your opportunity to:
- Tell your company’s story
- Dispel outdated myths about manufacturing
- Inspire a new generation of manufacturers
- Connect with potential customers in your community
- Learn about manufacturing extension partnerships that can improve your efficiencies and work force skills and boost your profits
- Visit other manufacturers to initiate business relationships and learn what is being made in your community
Register to host an open house at your company
Sign-up to visit other manufacturer’s open house events
http://www.mfgday.com/
See this and other newsletter articles at http://amt-mep.org/files/8814/0430/1033/2014-07.pdf
Visit our website at http://www.amt-mep.org
Associates’ Corner - Silicon Carbide Products, Inc.
Silicon Carbide Products, Inc. (SCP) is located at the Airport Corporate Park in Horseheads where its 26 employees manufacture abrasion-resistant products used in the power generation, mining, and molten metal contact industries.
SCP was founded in September 1994 by Martin Metzger and Mark Witmer, and in 2010 was named to the list of Best Companies to Work for in New York, specifically as one of the top 25 companies in the category of 15-249 employees. The company also received the SBA’s 2011 Small Business Excellence Award.
The company casts its custom products from a variety of grades of silicon carbide, a synthetic material known for its hardness and strength, and its resistance to high temperature and corrosion by other materials. There are several grades of silicon carbide, each with unique physical characteristics. Witmer, the company’s vice president, explained that one of the company’s strengths is its ability to match the product characteristics with the application requirements.
One key to consistency and quality is that the company design, develop, and manufactures its own family of silicon carbide formulations used to cast SCP’s products. SCP’s competitive advantages include in-house pattern making, close monitoring of process controls, and proprietary furnace controls that optimize firing consistency and material performance.
He noted that the company expanded its rapid prototyping capabilities by acquiring two 3-D printers that can create ABS plastic molds from specification provided by the customer or internally developed. They have also added a portable coordinate measuring machine that enables precise field inspection and reverse engineering.
SCP products include power plant burner liners and flue gas spray nozzles; mining components; liners for the natural gas industry including frac sand handling; petroleum industry components; material handling liners; molten metal pump sleeves; hydro cyclone apexes; crucibles; bearings and similar wear components; centrifuge port liners; and other abrasive environment applications. More than 2,400 unique components have been produced and installed in over 17 countries.
With assistance from AM&T, SCP has completed ISO 9001:2008 Certification, conducted Strategic Planning and Sales Training, and implemented Lean Manufacturing including 5S programs.
For information, contact: Martin Metzger at 607-562-8599 or visit scprobond.com
See this and other newsletter articles at http://amt-mep.org/files/8814/0430/1033/2014-07.pdf
Visit our website at http://www.amt-mep.org
SCP was founded in September 1994 by Martin Metzger and Mark Witmer, and in 2010 was named to the list of Best Companies to Work for in New York, specifically as one of the top 25 companies in the category of 15-249 employees. The company also received the SBA’s 2011 Small Business Excellence Award.
The company casts its custom products from a variety of grades of silicon carbide, a synthetic material known for its hardness and strength, and its resistance to high temperature and corrosion by other materials. There are several grades of silicon carbide, each with unique physical characteristics. Witmer, the company’s vice president, explained that one of the company’s strengths is its ability to match the product characteristics with the application requirements.
One key to consistency and quality is that the company design, develop, and manufactures its own family of silicon carbide formulations used to cast SCP’s products. SCP’s competitive advantages include in-house pattern making, close monitoring of process controls, and proprietary furnace controls that optimize firing consistency and material performance.
He noted that the company expanded its rapid prototyping capabilities by acquiring two 3-D printers that can create ABS plastic molds from specification provided by the customer or internally developed. They have also added a portable coordinate measuring machine that enables precise field inspection and reverse engineering.
SCP products include power plant burner liners and flue gas spray nozzles; mining components; liners for the natural gas industry including frac sand handling; petroleum industry components; material handling liners; molten metal pump sleeves; hydro cyclone apexes; crucibles; bearings and similar wear components; centrifuge port liners; and other abrasive environment applications. More than 2,400 unique components have been produced and installed in over 17 countries.
With assistance from AM&T, SCP has completed ISO 9001:2008 Certification, conducted Strategic Planning and Sales Training, and implemented Lean Manufacturing including 5S programs.
For information, contact: Martin Metzger at 607-562-8599 or visit scprobond.com
See this and other newsletter articles at http://amt-mep.org/files/8814/0430/1033/2014-07.pdf
Visit our website at http://www.amt-mep.org
Associates’ Corner - Doron Precision Systems, Inc.
Doron Precision Systems, Inc. has over 40 years experience with products that provide driving simulation training for law enforcement, fire and EMS, commercial truck, transit bus, and novice drivers.
After acquiring the Singer Company’s driver simulation business in the early 1970’s, Doron became the first company to develop and produce complete driving simulation systems, including hardware, computer software and audiovisual software with driving scenarios supporting specific training objectives.
From the company’s facility in Binghamton, more than 25,000 driving simulators and over 400 motion entertainment systems have been delivered to more than 60 countries, enabling over 10 million drivers to be trained using Doron’s products.
Employees at the company include training and traffic safety professionals, electrical/electronic engineers, mechanical and software engineers, technicians, and draftspersons. To create content and materials as well as the simulation technology, the company relies on advice from curriculum committees of nationally recognized traffic safety education experts.
A local example or Doron’s products is the 550Bus interactive driving simulator installed last year at the Broome County Department of Public Transportation. This system includes the Situation Display, Performance Evaluation System and Scenario Developer Software options. The Scenario Developer enables transit instructors to create unique training scenarios.
The company has 50 employees, including service personnel who are strategically located throughout the country. These regional service personnel maintain an inventory of most commonly used parts to help keep down-time at a minimum.
Contact Doron at 607-772-1610 or visit doronprecision.com
See this and other newsletter articles at http://amt-mep.org/files/8814/0430/1033/2014-07.pdf
Visit our website at http://www.amt-mep.org
After acquiring the Singer Company’s driver simulation business in the early 1970’s, Doron became the first company to develop and produce complete driving simulation systems, including hardware, computer software and audiovisual software with driving scenarios supporting specific training objectives.
From the company’s facility in Binghamton, more than 25,000 driving simulators and over 400 motion entertainment systems have been delivered to more than 60 countries, enabling over 10 million drivers to be trained using Doron’s products.
Employees at the company include training and traffic safety professionals, electrical/electronic engineers, mechanical and software engineers, technicians, and draftspersons. To create content and materials as well as the simulation technology, the company relies on advice from curriculum committees of nationally recognized traffic safety education experts.
A local example or Doron’s products is the 550Bus interactive driving simulator installed last year at the Broome County Department of Public Transportation. This system includes the Situation Display, Performance Evaluation System and Scenario Developer Software options. The Scenario Developer enables transit instructors to create unique training scenarios.
The company has 50 employees, including service personnel who are strategically located throughout the country. These regional service personnel maintain an inventory of most commonly used parts to help keep down-time at a minimum.
Contact Doron at 607-772-1610 or visit doronprecision.com
See this and other newsletter articles at http://amt-mep.org/files/8814/0430/1033/2014-07.pdf
Visit our website at http://www.amt-mep.org
Wednesday, July 3, 2013
Associates’ Corner - Sarnicola
Sarnicola Simulation Systems (SSS) is a full service motion simulation company specializing in custom testing and building of motion platforms. Since its inception in 1991, Sarnicola Simulation Systems has grown considerably. Within 9 months the first patented motion platform was designed, fabricated, tested, and completed for sale.
The expanding business required more space and SSS moved to its new and present headquarters at 970 Conklin Ave, Conklin, NY. The state-of-the- art facility is now the home to one of the most experienced motion simulation teams in the world. The space allows for a more suitable working environment and has room for expansion as the business continues to grow.
The services and product lines have continued to expand as customer requests and market demands have dictated. SSS has provided motion systems for entertainment, advertisement, defense and special effects. The market for SSS products and services has come from Europe, Asia, Australia, New Zealand and the United States. Sarnicola caters to both small and large businesses. Larger companies have included Lockheed Martin, Hughes-Link Training, General Motors, Chrysler Motors, and the United States Government. The strength of SSS continues to be the ability and willingness to meet the custom requirements of the customer at a fair price.
SSS looks forward to building upon the knowledge and experience of their dedicated employees, helping you create your next custom motion system. They will custom fabricate motion systems to your requirements and specifications. Success is often attributed to a few individuals. In this case, it is achieved through the efforts of many individuals working together. SSS, assisting the World in Motion.
For more information, contact: Dr. John F. Sarnicola at 607-724-4021 or visit www.sarnicola.com
See this and other newsletter articles at http://amt-mep.org/files/4613/7286/1307/2013-07.pdf
Visit our website at http://www.amt-mep.org
The expanding business required more space and SSS moved to its new and present headquarters at 970 Conklin Ave, Conklin, NY. The state-of-the- art facility is now the home to one of the most experienced motion simulation teams in the world. The space allows for a more suitable working environment and has room for expansion as the business continues to grow.
The services and product lines have continued to expand as customer requests and market demands have dictated. SSS has provided motion systems for entertainment, advertisement, defense and special effects. The market for SSS products and services has come from Europe, Asia, Australia, New Zealand and the United States. Sarnicola caters to both small and large businesses. Larger companies have included Lockheed Martin, Hughes-Link Training, General Motors, Chrysler Motors, and the United States Government. The strength of SSS continues to be the ability and willingness to meet the custom requirements of the customer at a fair price.
SSS looks forward to building upon the knowledge and experience of their dedicated employees, helping you create your next custom motion system. They will custom fabricate motion systems to your requirements and specifications. Success is often attributed to a few individuals. In this case, it is achieved through the efforts of many individuals working together. SSS, assisting the World in Motion.
For more information, contact: Dr. John F. Sarnicola at 607-724-4021 or visit www.sarnicola.com
See this and other newsletter articles at http://amt-mep.org/files/4613/7286/1307/2013-07.pdf
Visit our website at http://www.amt-mep.org
U.S. Manufacturing Jobs on the Rise
By: Mark Koba, CNBC
Manufacturing jobs in the U.S. appear to be coming back—if ever so slightly.
Several large American firms, have announced they’re shifting some manufacturing operations back to the United States, mainly because of increasing production and energy costs overseas.
And since January of 2010, the United States has added 520,000 manufacturing jobs, according to the Bureau of Labor Statistics. There are currently 12 million manufacturing jobs on record in the United States.
However, analysts say that catch-up mode is the new normal; that we’ll never go back to the glory days but there is hope for the future of US manufacturing.
See this and other newsletter articles at http://amt-mep.org/files/4613/7286/1307/2013-07.pdf
Visit our website at http://www.amt-mep.org
Manufacturing jobs in the U.S. appear to be coming back—if ever so slightly.
Several large American firms, have announced they’re shifting some manufacturing operations back to the United States, mainly because of increasing production and energy costs overseas.
And since January of 2010, the United States has added 520,000 manufacturing jobs, according to the Bureau of Labor Statistics. There are currently 12 million manufacturing jobs on record in the United States.
However, analysts say that catch-up mode is the new normal; that we’ll never go back to the glory days but there is hope for the future of US manufacturing.
See this and other newsletter articles at http://amt-mep.org/files/4613/7286/1307/2013-07.pdf
Visit our website at http://www.amt-mep.org
Associates’ Corner - MPL, Inc.
MPL has been a contract manufacturer of printed circuit board assemblies since 1990. The company occupies a 15,000 sq ft facility in the Warren Road Business Park in Ithaca. The company can handle a variety of assembly needs. Their surface mount dept. features four DEK® 248 semi-auto surface mount screen printers, three manual printers, and four prototype assembly lines with paste and adhesive dispensing capabilities.
Equipment also includes six Samsung® CP45’s full vision pick and place machines, two of which have a 40mm camera specifically for placing fine pitch components and micro BGAs.
Additionally, MPL has four Heller® 1700 model reflow ovens, complimented by 10 through-hole work stations, a through-hole insertion push line, and an Electrovert Econopac one-wave solder machine. They also have a selective solder system and in-house X-ray inspection capabilities.
MPL provides surface mount, thru-hole, and mixed technologies, consignment and turnkey options, labor intensive hand and automated PCB assembly, and box build capabilities. Customers include start-ups to Fortune 500 companies in the fields of networking, telecommunications, computers and peripherals, medical electronics, instrumentation, and consumer electronics.
The company’s manufacturing capabilities include quick-turn prototyping, pre-production, low to high volume production assembly, in-circuit testing, and manufacturability recommendations.
In addition, MPL provides board rework, repair, upgrade service, and conformal coating. The company works under the IPC-A-610 Class II and Class III Workmanship Standards and is working toward ISO compliance. In addition, they meet EPA requirements and are ITAR registered.
For more information, contact: Shane French: 607-266-0480 or www.mplinc.com.
See this and other newsletter articles at http://amt-mep.org/files/4613/7286/1307/2013-07.pdf
Visit our website at http://www.amt-mep.org
Equipment also includes six Samsung® CP45’s full vision pick and place machines, two of which have a 40mm camera specifically for placing fine pitch components and micro BGAs.
Additionally, MPL has four Heller® 1700 model reflow ovens, complimented by 10 through-hole work stations, a through-hole insertion push line, and an Electrovert Econopac one-wave solder machine. They also have a selective solder system and in-house X-ray inspection capabilities.
MPL provides surface mount, thru-hole, and mixed technologies, consignment and turnkey options, labor intensive hand and automated PCB assembly, and box build capabilities. Customers include start-ups to Fortune 500 companies in the fields of networking, telecommunications, computers and peripherals, medical electronics, instrumentation, and consumer electronics.
The company’s manufacturing capabilities include quick-turn prototyping, pre-production, low to high volume production assembly, in-circuit testing, and manufacturability recommendations.
In addition, MPL provides board rework, repair, upgrade service, and conformal coating. The company works under the IPC-A-610 Class II and Class III Workmanship Standards and is working toward ISO compliance. In addition, they meet EPA requirements and are ITAR registered.
For more information, contact: Shane French: 607-266-0480 or www.mplinc.com.
See this and other newsletter articles at http://amt-mep.org/files/4613/7286/1307/2013-07.pdf
Visit our website at http://www.amt-mep.org
Second Nation-wide Manufacturing Day Planned for October 4
The first-ever “Manufacturing Day” was so successful last year that the sponsors have decided to do it again. The National Institute of Standards and Technology’s Manufacturing Extension Partnership program, the National Association of Manufacturers and the Fabricators and Manufacturers Association have scheduled this year’s National Manufacturing Day for October 4. Last year’s event involved more 7,000 people participating in 240 open houses and public tours of manufacturing facilities.
The sponsors want companies to be involved in improving the public’s negative image of manufacturing as a means to attract young people into the sector by making them excited about careers in manufacturing. Companies interested in opening their plants and educating the public can go to www.mfgday.com.
See this and other newsletter articles at http://amt-mep.org/files/4613/7286/1307/2013-07.pdf
Visit our website at http://www.amt-mep.org
The sponsors want companies to be involved in improving the public’s negative image of manufacturing as a means to attract young people into the sector by making them excited about careers in manufacturing. Companies interested in opening their plants and educating the public can go to www.mfgday.com.
See this and other newsletter articles at http://amt-mep.org/files/4613/7286/1307/2013-07.pdf
Visit our website at http://www.amt-mep.org
SBIR & STTR Funding Innovation with Federal R&D Grants
$70-100 million in federal research and development grants is awarded to NYS companies annually through the SBIR and STTR programs. These programs, providing up to $1,150,000 per project, are available to firms with up to 500 employees.
What are SBIR & STTR?
Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) awards are federal grant programs for early stage innovative technology development. Eleven federal agencies independently and competitively award grants in categories of research supporting their strategic priorities:
Products and services developed through these programs profit the company and the country. Over 50% of both innovations and new jobs are created by small businesses. By supporting companies during the early, high-risk, stages of development, the government stimulates innovation and helps to build a strong economy.
Three-Phase Program
Following submission of proposals, agencies make SBIR awards based on small business qualification, degree of innovation, technical merit, and future market potential. Award recipients follow a three-phase program:
Qualifications
Businesses must meet certain eligibility criteria to participate in the programs:
AM&T offers Southern Tier companies the following types of assistance:
What are SBIR & STTR?
Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) awards are federal grant programs for early stage innovative technology development. Eleven federal agencies independently and competitively award grants in categories of research supporting their strategic priorities:
- Dept of Agriculture
- Dept of Commerce
- Dept of Defense
- Dept of Education
- Dept of Energy
- Dept of Health & Human Services
- Dept of Homeland Security
- Dept of Transportation
- Environmental Protection Agency
- National Aeronautics & Space Admin.
- National Science Foundation
Products and services developed through these programs profit the company and the country. Over 50% of both innovations and new jobs are created by small businesses. By supporting companies during the early, high-risk, stages of development, the government stimulates innovation and helps to build a strong economy.
Three-Phase Program
Following submission of proposals, agencies make SBIR awards based on small business qualification, degree of innovation, technical merit, and future market potential. Award recipients follow a three-phase program:
- Phase I is the start-up phase. Awards of up to $150,000 for approximately six months support exploration of the technical merit or feasibility of an idea or technology.
- Phase II awards up to $1 million for as many as two years to expand Phase I results. During this time, research and development is performed and the developer evaluates commercialization potential. Only Phase I winners are considered for Phase II.
- Phase III is the period during which Phase II innovation moves from the laboratory into the marketplace. No SBIR funds support this phase, but companies are eligible for contracts to implement the technology on a non-competitive basis.
Qualifications
Businesses must meet certain eligibility criteria to participate in the programs:
- American-owned & independently operated
- For-profit
- Principal researcher employed by business
- Company size less than 500 employees
AM&T – Your Partner in Success
- Strategies on approaching SBIR/STTR
- Coaching on licensing issues
- Coaching through the proposal writing process
- Proposal review before submission to the funding agency
- Transition assistance, Phase I to Phase II and Phase II to Phase III
- Understanding what improvements are needed on a rejected proposal
- Commercialization assistance
See this and other newsletter articles at http://amt-mep.org/files/4613/7286/1307/2013-07.pdf
Visit our website at http://www.amt-mep.org
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