Gases & Instrumentation - March/April 2011

with a service rating above 400°C (752°F), engineers from both companies collaborated to find the best solution. Together, they determined that the footprint for the customer’s new system tool did not have to match that of the old system. By expanding the footprint, they were able to use physical space to their advantage and position system components apart from one another. By doing so, the diaphragm valve actuator would not be subject to temperatures as high as originally expected. Therefore, Swagelok was able to use different materials of construction than originally planned, resulting in better performance and a lower cost for the new-technology valve. Had engineers come to this conclusion after finalizing the system design, the customer would have either needed to redesign the system or accept the investment in more expensive valves. Either alternative would have raised development costs.

Stay Ahead of the Curve

Technology developers have a greater chance of successfully meeting future customer requests when they proactively explore potential market opportunities and applications. Staying ahead of the curve involves keeping up with technology developments in areas like corrosion resistance, system designs, material compatibilities and production processes. Engaging in internal development efforts with emerging technologies, in advance of customer demands, ensures that developers can properly apply those technologies when needed to meet application requirements. In doing so, developers will be able to respond more quickly and effectively to customer needs.

Allow Innovation to Breed
Innovation

Often, an innovative solution spurs
the development of another innova-
tive solution. In the fluid system com-
ponent arena, for example, technolo-
gists may discover that a specialty
valve for the oil and gas market works
for a power market application. The
developer may be able to place the
original valve directly into the new
application, make minor modifica-
tions to fit the new application, or at
least use design principles from the
first valve to develop the new one.
By adapting existing solutions to new
applications, developer companies
expand opportunities to capitalize
on their innovations; they improve
their return on investment for tech-
nology development.

Prototype Early and Often

Developing early prototypes – even for individual components – enables developers to test and refine parts before moving too far down the product development path. Developers should test concepts and engage in continuous feasibility studies throughout a project to determine the potential for success or failure. Then, as development proceeds, opportunities exist to make adjustments without requiring major overhauls. Testing those parts that present the highest risk or biggest challenges first is a wise practice. In doing so, companies have greater potential to determine if any barriers are insurmountable prior to substantive investments in time, energy, dollars, or goodwill.

Know When to Say “When”

No matter how good the idea or
how attractive the perceived ben-
efits, not every attempt at collabora-
tive development will be successful.
The potential solution may not be
technically, or economically, feasible
for the project or market. There may
be no way to meet the customer’s
request with existing resources. It’s
best to recognize that a project is
not going to yield the desired out-
come as soon as conceivably pos-
sible to minimize the expenditure of
time and resources. As noted earlier,
engaging in continuous feasibility
assessments throughout the inno-
vation process will help companies
determine if and when to put the
brakes on a project.

Drive Innovation to Drive
Success

Developing new solutions is far from an exact science. Companies approach the process in a number of ways, but a disciplined process goes a long way in favoring success. A disciplined process includes gathering all pertinent information, collaborating with key parties, testing solutions early and often, and using existing solutions to spur the development of new solutions.

Whether they address specific customer challenges or enable new capabilities, innovations allow companies to differentiate themselves in the marketplace. This certainly held true for Ford in the early 20th century, and it’s still the reality today.

GREGSHAW IS DIREC TOR, TECHNOLOG Y DEVELOPMENT FOR SWAGELOK COMPANY, WHERE HE CO-CHAIRS THE INNOVATION AND KNOWLEDGE SHARING STEERING COMMITTEE. HE IS RESPONSIBLE FOR DEVELOPING A COMPREHENSIVE UNDERSTANDING OF PRODUCTS AND PROCESSES AND PREPARING FOR FUTURE COMMERCIAL PRODUCT DESIGNS AND APPLICATIONS. GREG HAS ALSO CONDUCTED WORK IN ENGINEERING-INTENSIVE PROJECT DIRECTION FOR TECHNOLOGY-FOCUSED COMPANIES. HE HOLDS A DOCTORATE IN MATERIALS SCIENCE AND ENGINEERING FROM CASE WES TERN RESERVE UNIVERSITY. HE CAN BE REACHED AT GREG.SHAW@ SWAGELOK.COM.