Realizing the Vision

Apart from these potential problems, there is huge potential by applying supply chain methods and processes to increase competitiveness and decrease supply chain cost. The skills and competencies to realize (the vision of) supply chain management are not widely understood or readily available. Therefore focused education and training is required based on the industry s specific requirements. 

Many challenges remain, however, in realizing the vision of individualized drug selection and optimization, and it should be acknowledged that the timelines for gains in clinical knowledge and real-life applicability will always lag behind the pace of basic scientific discovery. Success in this endeavor will continue to require a close collaboration between academic, regulatory, and pharmaceutical partners. 

Nowadays, the demand for nanoanalyses is increasing continuously and some advancement has been made in chromatographic and capillary electrophoresis instruments. The integration of all the steps of analysis, that is, sample preparation, injection, separation, and detection on a single chip, is the most difficult task for scientists. In spite of many encouraging advancements in chip LC/CE instrumentation we are still far away from realizing the visions presented a decade ago. Briefly, more advances are needed to turn the dream of real nanochromatography and capillary electrophoresis into a mature analytical tool. 

As discussed in Chapter 1, the aim of this book was to highlight all the areas that have to be regarded to realize the vision of a biobased economy as a sustainable industrial future based on renewable resources often is termed. The subject of the chapters was inspired by the scientific framework and the business conditions with an influence on the development of a biobased economy. Let us recapitulate the arguments from the specialist. 

Realizing the Vision engineering leaders need to invent ways to think through situations, and create ways of organizing their work with others... 

In order to develop the topics that are not within the main body of the Syllabus, a new Section 4.7 Leading Engineering Endeavors was added to the CDIO Syllabus v2.0. This new section defines the remaining topics in Creating a Purposeful Vision (4.7.1 to 4.7.4) and Realizing the Vision (4.7.5 to 4.7.10) (see Table 3.2 and the CDIO Syllabus v2.0 in the appendix). These sections enumerate specific engineering leadership skills, such as identifying the issue or problem. 

Simply automating human-executed steps or applying conventional automation and instrumentation engineering to laboratory procedures are not in accord with the Lab-on-a-Chip philosophy. Rather, to realize the vision of major scale-down, comprehensive integration and massive parallelization of laboratory tasks, new paradigms and architectures must be developed to shrink and adapt sequences of laboratory processes to the components and methods of microfluidics. The newly integrated Lab-on-a-Chip tools often must provide better limits of detection or enhanced resolution at lower cost than the laboratory systems they replace in order to be adopted by practitioners of traditional laboratory methods. 

Somehow the editor usually escapes acknowledgment. We were particularly fortunate to have B.J. Clark serve as the editor for our book. He had the vision early on to realize the need for a project of this nature. He and his staff s (including Brian Black and Ted Allen) patient handling and understanding of the numerous problems that arose during the preparation of the manuscript was particularly appreciated. Thanks, B.J. 

You may be expected to use the organization s internal specialist services to support your project. But if the people concerned do not have the vision or skills to realize your aims, using their services may not serve your project well. 

My eyes opened. The vision had been a vivid one, an experience with deep meaning and impact. I realized that I was still "bemushroomed," because the ceiling was still swirl-... 

The authors would like to thank the other members of the Polymer Vision team for their help in realizing the results described. DuPont Teijin Films is thanked for the supply of backplane foils. 

The design of the project portfolio (and also the allocation of resources) is based on the objectives that are determined by the management team. We have found it useful to rank each project - typical major ones include projects to develop the vision, to realize the full potential to add value, and to insure the effective operation of the new businesses, in line with the three key aspects described... 

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