Productivity of the research organizations serving our core industry has significantly reduced over the last 20 years. While the reasons for this are complex, our task at Cunning & Associates, Ltd. is to assist these organizations in making a step change increase in productivity. Our belief is that too much management attention has been placed on analytical problem solving versus bring in new technologies. This has resulted in incremental improvements versus major improvements. We have explored over the last few years why organizations are not able to bring in new ideas. There are three basic reasons: (1) the new is expensive and time consuming to explore, (2) the current staff is not well versed in the new stuff, and (3) management often sees the products of this new research as too risky. We have found a better way.

Research into integrating large complex systems has been intense in the last few years driven by the business need to compete internationally and by the defense need to provide security in an world without hierarchical driven superpowers. This research has taught us much about how non-linear systems can be simulated and managed. We have adopted many of these ideas to leverage new technologies into the old, thus creating new products and properties. We call this building a "virtual organization". This type of organization requires not only conventional teamwork, it too requires an understanding of non-linear complex system. Every problem we have worked on has a different "organization", but in every case the leveraging of the new with the old has led to large productive improvements. Below are four examples of different kinds of problems we have addressed. We would like to hear your comments about our ideas.

Problem: How can we improve our manufacturing process using our customer's information?

This was a question posed to us by a European fiber manufacturer. They had a well controlled process, but were not able to relate either their manufacturing signals nor product laboratory data to critical customer requirements. We set up a unique database to relate customer data to the manufacturing processes. This required careful data timestamps. A virtual team was established to develop the input/output relationships. Because of the non-linear nature of the relationships, a neural net system with elements from both chemometrics and conventional statistical techniques was utilized. The neural net work was headed by a firm in Switzerland, the chemometrics from Norway, the statistical work in Italy and the real-time data from Holland. The final output is in real time and graphical. It expresses all of the plant/customer information as a cloud on the manufacturing operator's console. Current operation is shown as a colored light source. Depending on the color, suggestions are offered to the operator to optimize manufacturing. Customer satisfaction as well as reduced plant costs are being realized.

Problem: How can we get quality research collaboration both across and between universities?

The National Textile Center (NTC) was formed to utilize the nation's academic resources toward making America's largest manufacturing sector, fiber to apparel retailing, more internationally competitive. Previous attempts to conduct similar academic programs were largely confined to handing out funds once a year and then issuing joint reports: i.e. not a real collaborative effort which results in slow progress. We were called in to help universities produce a higher quality output. Ego and prestige are very important to both universities and their staffs. To take advantage of this, the NTC was formed without a "center". Yet a "center" is required to drive the program. NTC simultaneously exists at every site, utilizing appropriate marginal resources at each site. We provide overall management to the center, providing an "outsider" perspective to aid in training teams and producing a "unified" program to industry. Overseeing the effort and establishing quality standards is a strong industry led oversight and technical advisory teams. More on this outstanding example of a virtual research organization can be found at their home page: http://ntc.tx.ncsu.edu.

Problem: How can we bring to market a new chemical product without investing a fortune in pilot plants?

A small entrepreneurial firm approached us with this problem. They had developed a bench top process for this product and had developed significant customer response. But they were in catch 22: a pilot plant would cost at least a million dollars and there was no assurance that their first plant would meet the customer needs. Working with us, they were able to develop a virtual laboratory with participation by everyone: vendors, suppliers and their customers. As a result, quickly the new product was nurtured from the bench to reality. Now the virtual team has moved with confidence to prepare full scale tests. The result is higher product confidence utilizing only 30% of the time and financial resources required using conventional methods.

Problem: How can we, a European based professional society, operate a cost-effective office in the USA?

This organization had begun to attract a number of members all over the USA. They wanted to serve these members as well as recruit members. There were a number of concerns: where to open an office and how could they meet a relatively small budget. Working with us, they have developed a virtual office concept linking their European headquarters into a USA presence. No permanent people will be utilized until the members requires more service. Members and the general public will interact with Americans, not Europeans, speaking American english and conducting business in the "American" way. Yet, full support will be from the European headquarters. The budget for this operation is 40% of the original budget, with response time for inquiries at least equal to the original plan.

Please send your comments to: joe@joecunning.com
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