Technology center assists area manufacturers

Manufacturers from around the region have improved their operations with the Edison Industrial Systems Center (EISC). The center's work on a range of technology-based projects is aimed at assisting industrial organizations improve their competitive position. Faced with a loss of close to $1 million

Aside from its regular activities, EISC also involves itself in selected basic research activities. The recent symposium, The Future of Fuel Cells in Ohio, held on Monday, August 26 at EISC's office in Toledo shows the center's level of interest in this emerging science.

As we go to press, the following individuals were to be in attendance at the symposium: Julian Gravino, president and CEO - EISC Inc.; Dr. Rodger McKain, vice president of the R&D Division of McDermott Technology; Dr. Martin Abraham, associate dean - research and graduate studies, College of Engineering at the University of Toledo; Dr. Xunming Deng, professor of Physics - The University of Toledo; Thomas Sheperak, president and founder, Energystics Technologies; Dr. Ron McMaster, president and founder, McMaster Motor Inc.; and invited guests from the science, engineering, and entrepreneurial communities.

Scientists, engineers, and entrepreneurs around the state are actively involved in the design, development, and manufacturing of fuel cells, which chemically generate electricity from hydrogen and oxygen. This symposium will provide the venue for these individuals to begin to collaborate and move more swiftly toward fuel cell commercialization.

Dr. Rodger McKain presented the keynote address titled: Fuel Cells - Low Cost Power Systems: An Opportunity for a New Ohio Industry. A general discussion followed on hydrogen generation activities in northwest Ohio.

Julian Gravino, president and CEO of EISC, explained where the development of the fuel cell is at this point: "NASA has done development and it's becoming declassified, and NASA has had on board, on space missions, fuel cells used in small things like hand-held computers. It's beyond proof of concept. It needs a lot of development work, which means tens of millions of dollars... I think northwest Ohio will be able to participate in what we call the 'system side'."

Gravino went on to give an example of how Ohio could find a niche in this up-and-coming technology: "If we develop a capability to make hydrogen generators, the companies in northwest Ohio should be able to engage with companies in California, or Japan, or wherever they may be. So we're going to have to pursue research dollars as well as private sector dollars to get the job done."

Aside from special activities like the fuel cell symposium, EISC typically works with entrepreneurs, start-up companies, and manufacturers of all sizes to apply research and technology. EISC utilizes a network of engineers and consultants that spans across the country to bring this about. The professionals hail from manufacturing companies, technology-related businesses, and academic institutions.

EISC's services are designed to provide targeted solutions, such as lean manufacturing implementation, eBusiness strategy, international quality and standards adoption, new product and process development, and strategic thinking. A division of EISC, the Center for Innovative Food Technology (CIFT) was created to specifically address food, health, and safety in the food processing industry. EISC offers memberships, which brings discounted rates on services, but it also can do confidential work for a fee.

"EISC fulfills a need in our system, where we connect with industry and the researcher," Gravino explained. "We can understand both of them, and we act as a transceiver."

One example of EISC helping a company with technology commercialization is the case of Imaging Systems Technology (IST), located in Toledo. IST is a small, high-tech company that designs electronics for large screen, flat-panel displays, such as those used in touch screens and high-definition televisions. In 1997, IST faced many of the same challenges of any other new start-up at inception: the company needed a business plan, affordable office space, and business contacts in order to grow and become profitable.

Recognizing that IST needed assistance, IST president and CEO Carol Wedding contacted EISC. EISC's, certified business analysts helped IST develop a business plan, lease low-cost office and lab space through a local incubator, and link the company with potential clients. The collaboration resulted in several substantial projects and a welcome infusion of sales revenue for the young company, according to EISC. For nearly five years, EISC has provided IST with business counseling and contacts to help the start-up expand, prosper, and achieve recognition as a technology leader.

As the northwest Ohio administrator of the NASA Glenn Garrett Morgan Commercialization Initiative (GMCI) program, EISC was also able to help IST and partner GSYS, another minority-owned firm based in Cleveland, win a $40,000 research grant in 1999.

The funding aided the design and development of a novel sonar-based safety device for the trucking industry. The CoverHaul 18TM, conceived by GSYS and designed by IST, is a "smart highway" collision avoidance system that can detect obstructions in a tractor-trailer's blind spots.

In 1999, IST was recognized by the Ohio Department of Development with its Emerging Technology Award, presented to five Ohio businesses annually for their innovations and accomplishments.

In 2001, IST was awarded a $30,000 research grant from GMCI to further develop and market the CoverHaul 18 trucking safety device.

Also in 2001, EISC nominated IST and the Small Business Administration (SBA) presented the company with the Tibbetts Award to honor its achievement on a Small Business Innovation Research (SBIR) project. IST's work developed innovative uses of microspheres in plasma displays. One application is a lightweight panel that will reduce the cost to produce - but maintain the quality of - wide-screen, highdefinition television.

Another example of some of EISC's capabilities can be found in Kennedy Manufacturing. The company previously had completed a nine-month ISO/QS 9000 users group training program conducted by EISC, and wanted to consider additional ways to further improve their operations. In October 2000, vice president of engineering Ken Wise and several supervisors from Kennedy attended a Lean 101 seminar conducted by EISC. "Lean manufacturing seemed like a natural progression from QS 9000," Wise stated. From his experience with EISC's lean course, Wise determined that value stream mapping was the next step to take.

In particular, the company wanted to examine a high volume line that produces 60-inch tool cabinets on wheels. They knew there was potential for making substantial improvements, but they simply did not have personnel trained and experienced to lead them through the process. So the company returned to EISC for assistance.

EISC's lean manufacturing program manager, Tom Ades, and lean manufacturing project engineer, Fred Schaefer, conducted a value stream mapping of the 60-inch tool cabinet line to determine where non-value added activities could be reduced and where lean manufacturing techniques could be applied. They examined inventory practices, overproduction, time lost in waiting, transportation, inefficient processing and unnecessary movement, sources of product defects, and under utilization of personnel. EISC studied more than a hundred component parts.

After the analysis, EISC presented an implementation plan that recommended establishing a "pull" system to order raw materials and to make parts and ship product as needed instead of in large batches. They also recommended that Kennedy try to reduce transportation of parts between the company's other US plants. Throughout the process, EISC worked closely with a team from Kennedy in a tutoring capacity that helped the firm develop an internal capability for continuing and expanding lean manufacturing techniques company-wide.

Kennedy has identified cost savings of $234,000 a year as a result of the project. It reduced cabinet production time from an average 15 days to three and a half days, reduced set-up times from 30 minutes to 10 minutes, and developed internal expertise to implement lean concepts throughout all five plants.

From hosting symposiums to helping companies improve their operations, EISC has employed a number of resources to ease local companies into emerging technologies.