J
Jonathan Kirwan
Guest
On Thu, 19 Oct 2006 16:42:33 +0100, "T Wake"
<usenet.es7at@gishpuppy.com> wrote:
knowing how to design and make things is fundamental and won't go away
with some realization. People already realize it.
The problem is capsulized in the experiences of a certain company I
was involved with as a contractor, back in the 1980s. They were
developing the very first rewritable CDROM -- before they existed, in
fact. Ph.D. polymer chemists and optical physicists and various other
specialties, including engineers, were working out all the details
required to make practical what we now take for granted.
From my perspective, they had everything worked out very well. In
fact, they were getting close enough to a product. There was one
remaining fundamental problem and that was the time it took to erase.
They knew they had to improve that time substantially. But they had
several lines to follow there that worked in the lab and no one
doubted they would resolve it for manufacturability. No one I met
there, anyway. It would take a year, perhaps less, to work out a real
solution. (At that time, by the way, the CD plastic plates were about
a penny each in large quantities and the polymer layers added another
5 cents, or so.) It turns out that the method used in pratical
writable CDs _would be_ their technique, and they had a number of key
patents on it.
However, the investors had already pumped in a lot of money and they
were already 3 years deep into the project, and were asking for
another year or so to finalize. Early expectations given to them by
the PhD types had been more like 2-2.5 years "max" and the investors
decided to abort the project rather than go for another year and see.
They fired everyone except one person, someone technical enough to
understand their patents and to help them sell them and also shop
around for other technical companies' products. They decided not to
be a manufacturer, but instead a patent broker and a seller of others'
products.
I actually got some of my better tools from the sale of that company
when it went "out of business." A 6 1/2 digit HP multimeter, a nice
10mW HeNe Melles Griot laser, a couple of 25mW tunable Argons, and
some other nice optical tools and stuff. (When they did a little
internal auction of sorts.)
Part of this is that few are honestly focused on long term, anymore.
They cannot well afford to be. Too many things change too quickly.
The high and fluctuating interest rates of the late 1970's forced a
lot of companies to shorten up their focus a lot and they haven't had
reason to change back, since then. Everything is about the here and
now and very little looks to the long term (which can be anything more
than a year or two, depending on area, it seems like.) Certainly,
I've not seen any "real" business planning going past 5 years and I
hear people laughing in the hallways about even that much.
Service businesses are much more "aligned" with this short term
mentality. R&D is very hard to come by and building up manufacturing
knowledge and skill takes time and often substantial capital assets.
Having investors with this kind of long term approach is like finding
hens' teeth. Rare.
Now, I'm talking about the US so far. Worldwide, there is still a
serious need for products and products will be made and companies will
develop them. But the equilibrium point within the US has shifted
well over into the service sector while I've been an observer and, for
the US, I don't think that is healthy.
I think people already know the local problems. The question is,
"What can we do about it?" How to effect a change within the US, for
example, that will encourage investment in product development
knowledge instead of a shift towards service here? (That is, of
course, if we can decide it's worth keeping the skills.)
Jon
<usenet.es7at@gishpuppy.com> wrote:
The problem driving the change in the us towards service and away fromsnip
And a *few* ppl are now waking up to the fact that service industries
don't
invent things !
When more than a few people wake up to this, I will be happier.
knowing how to design and make things is fundamental and won't go away
with some realization. People already realize it.
The problem is capsulized in the experiences of a certain company I
was involved with as a contractor, back in the 1980s. They were
developing the very first rewritable CDROM -- before they existed, in
fact. Ph.D. polymer chemists and optical physicists and various other
specialties, including engineers, were working out all the details
required to make practical what we now take for granted.
From my perspective, they had everything worked out very well. In
fact, they were getting close enough to a product. There was one
remaining fundamental problem and that was the time it took to erase.
They knew they had to improve that time substantially. But they had
several lines to follow there that worked in the lab and no one
doubted they would resolve it for manufacturability. No one I met
there, anyway. It would take a year, perhaps less, to work out a real
solution. (At that time, by the way, the CD plastic plates were about
a penny each in large quantities and the polymer layers added another
5 cents, or so.) It turns out that the method used in pratical
writable CDs _would be_ their technique, and they had a number of key
patents on it.
However, the investors had already pumped in a lot of money and they
were already 3 years deep into the project, and were asking for
another year or so to finalize. Early expectations given to them by
the PhD types had been more like 2-2.5 years "max" and the investors
decided to abort the project rather than go for another year and see.
They fired everyone except one person, someone technical enough to
understand their patents and to help them sell them and also shop
around for other technical companies' products. They decided not to
be a manufacturer, but instead a patent broker and a seller of others'
products.
I actually got some of my better tools from the sale of that company
when it went "out of business." A 6 1/2 digit HP multimeter, a nice
10mW HeNe Melles Griot laser, a couple of 25mW tunable Argons, and
some other nice optical tools and stuff. (When they did a little
internal auction of sorts.)
Part of this is that few are honestly focused on long term, anymore.
They cannot well afford to be. Too many things change too quickly.
The high and fluctuating interest rates of the late 1970's forced a
lot of companies to shorten up their focus a lot and they haven't had
reason to change back, since then. Everything is about the here and
now and very little looks to the long term (which can be anything more
than a year or two, depending on area, it seems like.) Certainly,
I've not seen any "real" business planning going past 5 years and I
hear people laughing in the hallways about even that much.
Service businesses are much more "aligned" with this short term
mentality. R&D is very hard to come by and building up manufacturing
knowledge and skill takes time and often substantial capital assets.
Having investors with this kind of long term approach is like finding
hens' teeth. Rare.
Now, I'm talking about the US so far. Worldwide, there is still a
serious need for products and products will be made and companies will
develop them. But the equilibrium point within the US has shifted
well over into the service sector while I've been an observer and, for
the US, I don't think that is healthy.
I think people already know the local problems. The question is,
"What can we do about it?" How to effect a change within the US, for
example, that will encourage investment in product development
knowledge instead of a shift towards service here? (That is, of
course, if we can decide it's worth keeping the skills.)
Jon