Assembled products, innovation

Hydrogen is an archetypal nonassembled product, and the devices that convert it to services desired by consumers are archetypal assembled products. Thus, hydrogen use in transportation requires innovations at a roughly matching pace on both the top row and the bottom row of the innovation matrix, shown for the hydrogen transition in Fig. 7-2. Stimulating these innovations for the public purpose presents the DOE with a significant... 

Assume that the company in ME sells the innovative product that has a random demand of Also assume that the company assembles one innovative component and one simple component to produced one unit of the final product. It procures units of simple components from EE, and qM units of innovative component from ME. The actual delivered quantities are Ye e and Ym m, where Ye and Ym are random variables, not exceeding one, that capture procurement uncertainties in the EE and ME respectively. It follows that the number of units of the final product that would be available for sale in ME, Q = Min(YEqE, Ym m)- A. complete analysis of this business model is provided in Appendix 1. 

The key objective of this chapter is to describe a generic and systematic pharmaceutical manufacturing/assembly system design method that includes product, process, service systems, and even innovation project management architecture aspects of such systems. 

In the context of MCRs the novelty of a reaction and the chemical backbone structures accessible from it can also be understood in terms of combining otherwise known reactions into a multicomponent assembly of starting materials that, via a domino process [23], yield a product. Although neither the individual reactions forming the MCR nor the product might be novel, in terms of creating a synthetically useful process we suggest that such MCRs should also be considered novel reactions as they create chemical innovation. 

Innovation comes to both assembled and nonassembled products in one of two ways. The innovation can be radical, offering a major departure from current practice and a discontinuous leap in some aspect of performance. Or it can be incremental, a series of small improvements, often undocumented, that accumulate to large gains. Incremental innovation underlies the continuous improvement made famous by Japanese manufacturers or the learning curve well known around the world. 

Whereas assembly line methods have, for many decades now, been at the heart of industrial production (because of their capacity efficiently to combine distinct work steps), automation technology is increasingly replacing even these mostly manually performed work steps. Usually the two aspects go hand in hand with efficiency improvements, which is undoubtedly the strongest force driving technological innovation. 

Leblanc personally benefited little from his innovation. The National Assembly granted him a fifteen-year patent in September 1791, but three years later the revolutionary government sequestered his factory and made his patents public, giving Leblanc only meager compensation for his assets. Napoleon Bonaparte returned the plant to him in 1802, but by then Leblanc was too poor to resume production and, in 1806 he took his own life. (In 1855 Napoleon III gave Leblanc s heirs a paymentin lieu of the 1775 prize.)... 

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