Sunday, February 13, 2011

Print me a Stradivarius: How a new manufacturing technology will change the world


THE industrial revolution of the late 18th century made possible the mass production of goods, thereby creating economies of scale which changed the economy—and society—in ways that nobody could have imagined at the time. Now a new manufacturing technology has emerged which does the opposite. Three-dimensional printing makes it as cheap to create single items as it is to produce thousands and thus undermines economies of scale. It may have as profound an impact on the world as the coming of the factory did.




It works like this. First you call up a blueprint on your computer screen and tinker with its shape and colour where necessary. Then you press print. A machine nearby whirrs into life and builds up the object gradually, either by depositing material from a nozzle, or by selectively solidifying a thin layer of plastic or metal dust using tiny drops of glue or a tightly focused beam. Products are thus built up by progressively adding material, one layer at a time: hence the technology’s other name, additive manufacturing. Eventually the object in question—a spare part for your car, a lampshade, a violin—pops out. The beauty of the technology is that it does not need to happen in a factory. Small items can be made by a machine like a desktop printer, in the corner of an office, a shop or even a house; big items—bicycle frames, panels for cars, aircraft parts—need a larger machine, and a bit more space.
At the moment the process is possible only with certain materials (plastics, resins and metals) and with a precision of around a tenth of a millimetre. As with computing in the late 1970s, it is currently the preserve of hobbyists and workers in a few academic and industrial niches. But like computing before it, 3D printing is spreading fast as the technology improves and costs fall. A basic 3D printer, also known as a fabricator or “fabber”, now costs less than a laser printer did in 1985.

Thursday, February 3, 2011

Ex-IITian starts world-class school in Bihar village (http://timesofindia.indiatimes.com/city/patna/Ex-IITian-starts-world-class-school-in-Bihar-village/articleshow/7419365.cms)

PATNA: In a remote corner of the state, at Chamanpura village of Gopalganj district, a story is unfolding of unique enterprise and innovative methods in school education.

Situated about 30 km from Gopalganj, this school, known as Chaitanya Gurukul Public School, was founded in 2009 by an ex-IITianChandrakant Singh, now based in Bangalore.

Bereft of electricity till date, about 450 children, both boys and girls, are imparted lessons in physics, chemistry, mathematics and computer through Skype, video conferencing and Internet. Eight of Singh's associates, sitting in various corners of the world, have joined hands to teach children right from Class I to Class VII, through video-conferencing. Apart from distance learning, 16 teachers, who reside on the campus, are helping the students in their studies. Here, teachers mark their attendance using a biometric finger-printer and students too log their attendance in computers.

The computers run on gensets owned by the school. Once computers were in place, the teaching did not have to wait. Pankaj Kumar of NTPC, a technocrat, teaches physics from Singrauli. Working with HAL, Sanjay Rai, an alumnus from BITS, Pilani, teaches chemistry from Korwa in UP, while M Vats, a US-based technocrat teachers math.

"With a view to providing world-class, technology-enabled education to the children of this backward village, where I was born and where I had my primary schooling, I set up this institution," said Singh.

The push came when the Mahartashtra Navnirman Sena was attacking Bihari migrants in Mumbai. Singh then decided to do something immediately for his home town. "I was greatly disturbed, and wanted to arrest the migration of students from Bihar in my small way," he said.

He then sought the advice of Surya Narayan, dean of IIT, Bombay, who was his teacher also. Narayan suggested him to make a plan for revenue-generating, self-sustaining model instead of taking the charity route. Singh then prepared a blueprint and e-mailed it to 3,000 friends, eight of whom agreed to fund it.

After the state government approved the proposal, the friends, who formed a trust, met the villagers and convinced them about the school. Within three months, they had 13 acres of land -- from 100 villagers, who sold plots from 3 decimals to an acre in the area. Soon a big building started coming up, a part of which is still under construction.

With quality class rooms and campus, tuition fee starts from Rs 300 for Class I and is increased annually by Rs 100 as a child goes to a higher class. However, the school is run on self-sustaining basis, and not for profit. Chandrakant himself is doing his job, but takes classes through video-conferencing. Every year, one more class is sought to be opened at the school
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Promotion of Local Building technologies - Deepan M N and Nidhish Garg


The construction sector has witnessed a boom in most emerging economies in the last few years. The use of modern building materials like cement, concrete, steel etc has been growing at a fast pace. It has penetrated into rural areas and has displaced traditional building materials and technologies.  Mindless use of building materials like cement, concrete etc is not only costly for rural people but is also environmentally unsustainable. It is not even advisable in most cases as indigenously built houses are climatically more suitable. The right path lies somewhere in the middle. It encompasses making best use of local building material and knowledge complemented by modern technology.
We want to explore the potential that use of local building technologies holds. It can create market for easily available local materials. Indigenous building knowledge can be commercialized creating employment opportunities.
Model villages with their traditional architecture can be promoted as tourist destinations thereby generating further employment. The role of government institutions in promoting these technologies and giving financial support is needed before entrepreneurs can step in to create such successful business models.      

Saturday, January 29, 2011

now the 1000 business executives realize what cine has been pleading for years::

GE's 'innovation barometer' shows corporate focus on human need

GE discusses survey results at Davos
Published: 10:26 p.m., Friday, January 28, 2011
  • John Krenicki, vice chairman of General Electric Co. (GE), speaks during a session on the first day of the World Economic Forum (WEF) Annual Meeting 2011 in Davos, Switzerland, on Wednesday, Jan. 26, 2011. The World Economic Forum in Davos will be attended by a record number of chief executive officers, with a total of 2,500 delegates attending the five-day meeting that starts in the ski resort today. Photographer: Tomohiro Ohsumi/Bloomberg *** Local Caption *** John Krenicki Photo: Bloomberg, Tomohiro Ohsumi / © 2011 Bloomberg Finance LP Buy This Photo

Timing is crucial in the corporate world, and Fairfield-based General Electric Co., thinks it found the ideal time to release its first "GE Global Innovation Barometer" as its representatives attend the World Economic Forum in Davos, Switzerland.
The barometer, an independent survey of 1,000 business executives in 12 countries, found that the greatest innovations in the future will be those that help address human need, more so than those that simply create the most profit. The report outlines a new landscape for innovation in the 21st century, placing an increased premium on addressing local needs, marshaling the creativity of individuals and smaller organizations and forging strategic partnerships.
The study was commissioned by GE and done by StrategyOne to identify drivers and deterrents of innovation and to analyze perceptions around innovation challenges.
Companies must embrace a new innovation paradigm that promotes collaboration between all levels of corporate players to foster creativity, said Beth Comstock, chief marketing officer and senior vice president of GE, a forum panelist.
The survey revealed that 77 percent of executives who responded believe that the greatest innovations of the 21st century will be those that help address human needs, such as improving health quality, access to education, environmental quality or enhancing energy security -- more than profit, she said.
"This study illustrates that the rules around innovation are changing, and that companies, like ours, will need to evolve our strategy in order to stay competitive, drive growth and contribute meaningfully to the economy," Comstock said in a statement.
Ninety-five percent of executives said innovation is the main lever for a more competitive national economy, and 88 percent agreed that innovation is the best way to create jobs in their country. Eighty-six percent said that 21st-century innovation is about partnerships as opposed to the success of a single organization.
Conducted between Dec. 10 and Jan. 14, the survey asked executives to name the three countries they view as leading innovators. The United States topped the list with 67 percent, followed by Germany (44 percent), Japan (43 percent) and China (35 percent).
Christopher Bruhl, president and chief executive officer of the Business Council of Fairfield County, credited GE for commissioning the survey and sharing the results on an international scale.
"The reported findings are consistent with what we hear from the global, national and local business leaders we work with," he said.
The countries included in the research are Australia, Brazil, China, Germany, India, Israel, Japan, South Korea, Saudi Arabia, UAE, Sweden and the U.S.
The response rate was between 12 and 15 percent, depending on the country, with most respondents having at least 500 employees. The questionnaire was developed by StrategyOne with GE input, said StrategyOne spokesman Antoine Harary, adding the data was processed with no input from GE. The survey firm used a random approach and no GE client list.


Read more: http://www.stamfordadvocate.com/default/article/GE-s-innovation-barometer-shows-corporate-focus-984362.php#ixzz1CUdNwJlE

Finding innovative views of killing each other

First man fought with his hands. then he invented the spear and the sword. with the invention of gunpowder by the Chinese and its subsequent spread to the rest of the world, wars were increasingly fought with guns. with the advent of the World Wars, the business of killing became one of the most profitable businesses to be in. Fighter jets, tanks, flamethrowers, bombs - as killing became more innovative, its scale grew as well.

The Manhattan Project redefined the field of play in ways that continue to have an impact even today. The years of the cold War that resulted in stockpiling of chemical, nuclear and biological weapons and the emergence of Terrorism and the increasing rift along both civlizational and economic fault lines has made military innovations highly desirable and prioritized as we entered the 21st Century.

 We want to not only identify some strikingly scary and path breaking military innovations of recent years such as fighter drones, non lethal chemical weapons such as bacterial sprays and the controversial "gay spray" but also to study the business models that are employed by companies for the same and the amount of money that is put in R&D and production.

WE also want to raise an ethical question regarding the same and try to determine, if the current political scenario across the world is one that perpetuates innovation in military and defence - thus the cycle is one that no country can afford to stand outside.

the aim of our project is to help identify both the economics and ethics of the issue of miltary innovations.
and to potentially suggest ways of reducing the intensity of the arms race and moving in innovative ways towards ending the same. Perhaps, we could in the process find ways that are being developed across the world to do the same.

We shall keep posting here, as we progress.

Aditya Bhawani Singh and Kshitij Prabhat Bal 

Friday, January 28, 2011

Innovative Advertising

In todays world we are bombarded with thousands of  new products and hence the advertisements accompanying them. Thus for each product category, the consumer needs to take a decision and thus choose amongst the large number of alternatives available. And this buying decision is impacted by a number of variables  with advertising being one of the major ones. Thus from a marketers point of view it becomes imperative as to how as an advertiser can he/she make advertisements that leave a lasting impact on the minds of the consumer. An example being the BMWs flash advertisement (http://www.youtube.com/watch?v=5ZuT6lsuQKI).

Thus what we are looking for is exploring such techniques and ways which helps a marketer to leave a lasting impact of his/her brand on the consumer.

Anurag Goyal & Vineet Karhail

Barriers to Innovation: the Strategy of Doing nothing


Cannarella & Piccioni, in their paper-Barriers to Innovation in Rural Enterprises: the Strategy of “Doing Nothing” , have attempted to explain the difference between Inertia and Resistance to change.



 The complete paper can be accessed through this link:


Ankita

Thursday, January 27, 2011

Grassroot Innovations in Renewable energy

We aim to study different grass root level innovations and practices which can potentially reduce our carbon footprint. More specifically the objective is to study the following two kinds of situations-
 1) Indigenous practices or institutions which can be termed as 'green'. These would basically be small scale or local practices but can have sufficient impact if practiced on a larger scale.

2) Other creative solutions by innovators (that have not evolved within a particular community) that can address the challenges being faced in some other context. An example of this can be the following smokeless chulha which is becoming increasing popular
http://www.dnaindia.com/mumbai/report_smokeless-chulhas-capture-urbanites-fancy-in-pune_1494798

Methodology
We would try to identify as many such innovations as possible from different published sources. We shall also research Techpedia to select some ideas from there. Our output would be in the form of  a feasibility report where we shall select a few ideas that we believe can be deployed on a larger scale










Tuesday, January 25, 2011

Motivations Behind Innovations that create Product Categories

In our project, we are looking at trying to identify the different stimuli that are involved in sparking of an innovation, especially the ones which create a product category all on their own. So far, we have identified innovations such as Band-Aid, Frisbee, Polaroid, Aspirin, Escalator, Trampoline, Scotch Tape, E-Mail, Zipper, Styrofoam which have gone on to become category creators. We are trying to classify the stimuli which has resulted in their creation both in terms of external factors and internal factors. We are looking to see if there are some specific factors which cause these kinds of innovations i.e., innovations that go on to become category creators.

- Utsav & Srikant

Network of innovations for differently abled


Project Objective: To develop a network for sharing and commercialisation possibilities for innovations for differently abled people.

Motivation: Each differently-abled person has a different type of disability and people outside their direct contact often do not know about the particular problems faced by them. A number of large NGOs have developed practices/procedures/products to specifically help these people and this knowledge can prove to be useful for parents/smaller NGOs working with disabled people. There may be scope of commercialising few of these products at a larger scale, hence increasing their availability, reducing their cost and at the same time building business models around them. Also there are a number of unsolved problems, waiting for innovative solutions, often left unaddressed as innovators may not be aware of them.

Preliminary Questions:
- What is the target group of people who will be willing to share and will benefit from such a network
- Should we work primarily with NGOs/ Parents/Differently abled people
- Can the model be monetized/Can people be incentivised to share
- Can we create a forum where problems faced by differently abled are posted and others can address them with their innovations/ students can use these as starting points for projects


Some answers from exploratory research conducted with two NGO’s:
- We don’t do any innovation
- We are an umbrella organisation/belong to a network-whatever we know we already share with other similar organisations across the State
-The same principles cannot be applied to different types of disabilities
- Vocational training for differently abled focuses largely on regular machines so that they can get employment in mainstream jobs- therefore there is a requirement that there should be no innovation.
-Outsiders rather than insiders are the ones who can come up with innovations- examples of small innovations by students from NID after observing the everyday life of blind students
-An unaddressed issue where innovation is required: Teaching geometry to blind students

Although the NGO’s were quite dismissive of the idea of such a network of innovations on some probing they did come up with problems that they wanted to be addressed. Another significant learning was that innovations in this area in particular once they become commonplace in a local NGO/ Community are not considered innovations and the fact that they might not be available to others with similar problems is not realised.
Suparn Goel
Mehak Gulati

From Mental Models to Transformation


Every business is run by a few leaders who have a fixed model of their organization and how it operates in the world itself.  All these models are based on varied set of assumptions.  As any other model, these mental models deviate from the world based on the level of correctness of these assumptions.  However, many organisations are found wanting regularly of leaders who question their own mental models.  Hence, these incorrect models drive the firm into depths of crisis before they realise their assumptions are outdated.  We believe that if innovative ideas have to sprout in many of these established organisations, we must start at the mental models and drive the transformation from questioning assumptions to building more relevant models.  We will be exploring this feature in our project by looking at various organisations and trying to develop an ideal framework to this end.  

By Sanjay Vasudevan and Devashish Sardana 

Possibility of creating Knowledge networks in Primary and Secondary education

The today's discussion in class made me reflect the possibility of making knowledge free. I still believe that sharing of knowledge is contingent upon maximizing output for self and society and also depends on the capability of the ideator to take it forward. However; I was deeply affected by the student and teacher example of sharing of knowledge and am convinced that there is a possibility of taking this sharing to the next level

I envisage a model whereby the access to education is free from entry barriers be it natural barriers or artificial barriers like lack of infrastructure. I strongly feel that every citizen should have right to knowledge and the self selection should be only barrier.
There ha some work in this direction whereby the lectures in classrooms of IIT is available over the net in form of videos. I wanted to develop a similar model at Primary education level whereby children in remotest village should not be constrained because of lack of infra-structure.

I agree with Sir that Intent is vital but I strongly believe in making the model financially sustainable so that it can be scaled ( Completely appreciating that " Scale should not be impediment to ideation" but the impact gets more if the model is scalable esp in a sector as education)

Thanks and Regards
Avijit


Application of Swarm Intelligence in Business Organizations


We first define the term ‘Swarm Intelligence’ in the context of our project. It is ‘the collective behaviour that emerges from a group of social insects’. In most other contexts, it has a broader definition including the collective behaviour decentralized, self-organized systems, natural or artificial.

While this has been used as a concept for quite some time now, its usage has mostly been restricted to fields of artificial intelligence such as robotics. However, we would like to explore its application in real life business scenarios, an area where it has been applied relatively scarcely so far.

In order to provide a better handle on this concept, we would like to give a few examples of both, Swarm Intelligence and underlying algorithms and heuristics that can possibly be applied. Natural examples include ant colonies, bird flocking, animal herding, bacterial growth, fish schooling, etc. Some of the better known algorithms are:
  • Optimization based on the actions of an ant colony
  • Optimization based on rivers finding almost optimal paths to reach their destinations (Intelligent Water Drops)
  • Optimization based on the dynamics of particle swarm comprising of a large number of members

There have already been a few successful attempts by corporations in this regard, notably:
  1. Southwest Airlines optimizing the supply chain using Ant Colony Optimization
  2. Capital One improving productivity and reducing attrition using principles of Swarm Intelligence, resulting in an attrition rate of 4% when the national average was 20%

We would like to broaden the existing research in this area by developing a theoretical framework for the same and supplementing it with suggestions of real life business organizations. In this project, we intend to follow a two-step process:
  1. Identify and classify instances of Swarm Intelligence that can be useful in a business context, followed by looking for business related functional areas where Swarm Intelligence can be applied.
  2. Map the business processes identified with the right instance of Swarm Intelligence based heuristic.

-Paroksh Gupta, Roushni Agrawal

Exploring the opportunity of managing water and wastewater management through privatization

We are looking into the example in Philippines where there is privatization of water and waste-water management. We take a case-in-point of Manila Water Company, analyse the challenges and opportunities and explore for possibility of using a similar model in state of Andhra Pradesh or Orissa to solve the crisis emanating out of inefficient management of water resulting in droughts and floods

W would appreciate your views or inputs on suggestion for any other case in point so that we could compare across models and try to model a optimal solution.

Radhe and Avijit

E-waste disposal



Current practices
·         Three points as potential source of e-waste
1)       Foreign imports
2)       Indian SME’s (big firms who work on contractual basis as well)
3)       Consumer (direct sourcing or through junk-traders)

·         Usage of unorganized junk-trade channel
o    Consumers give the e-junk to the lorry/manual cart junk carrier
o    The junk carrier sells it to the local junk trader
o    Local junk trader dismantles the e-junk to separate it into following components
1.        Metal parts – to be traded with a scrap metal dealer
2.        Plastic frame – to be sold to a junk plastic dealer
3.        Electronic circuit boards/capacitors/transformers, etc
Reused to the fullest extent by the junk-trader
·         Components if working, are sold to the repair shop
·         If not working, thrown/sold to higher level junk-trader
·         Higher level junk traders burn the board away and extracts the metal and sell it further
o    Everything is sold in kgs.
Through this project, we intend to create a portal for recycling e-waste where people can come and sell the collected waste. This will then create a new business of recycling which will be more formidable and profitable to everyone in the system.
Our Proposed plan – focus on recycling electronic components preferably
(We shall put the waste metal and plastic components on their appropriate recycle/reuse channel)
o    Target the foreign imports market and the consumer market, if need be, even Indian SME’s and big contractual firms
o    Source the e-waste from junk-traders (those who have the completely non-reusable parts, sourced/filtered from the consumers)
o    Alternatively, the retail sellers of such electronic goods can be provided with a drop box (specifically in case of a mobile phone or such smaller gadgets), and each consumer can be compensated as per a manual, by the retailer, on our behalf
o    Aggregate such components at city level, ship it through rail freight to a centralized location (preferably located in Silvasa) and process them to separate all components
o    Utilize the existing, unorganized junk-trade channel to the maximum extent, at all such points where-after junk does not have any reuse value (need to identify all such points)
Siddharth Somani
Anil K