ANALYSIS OF HOW A GRANT AIDED INDUSTRY/UNIVERSITY COLLABORATIVE PROJECT CHANGED COMPANY CULTURE AND HOW THEY DO BUSINESS

Dennis McKeag, Wesley McKnight

Research output: Contribution to journalArticle

Abstract

Prior to 2004 Rapid International were a small company employing 50 persons and their main output was design, manufacture and installation of bespoke concrete batching plant. The company had 11% of the market in the British Isles, but the industry as a whole had stagnated through lack of innovation, leading to increased price competition from new start-ups entering a mature craft based industry based on fabrication of relatively low technology products. It was seen that to achieve growth and profitability the company would have to change the way it did business.Following six years of grant aided research, knowledge and technology transfer collaboration with the University of Ulster, Rapid International are now a high technology company focusing on manufacturing of mobile concrete batching plant and related products for worldwide export. Better management organisation and structures are in place; new continuous improvement procedures and techniques have been introduced, as has new CADCAM technology. Productivity, efficiency and product quality are improved, and costs reduced. Most importantly the company culture has changed from one focussed on production to one focussed on innovation. The paper outlines the theoretical, engineering and business approaches and techniques that led to new strategic, tactical and product planning underpinning the six-year programme of change.
LanguageEnglish
Pages718-733
JournalProceedings of the 11th International CINet Conference
Volume1
Publication statusPublished - 7 Sep 2010

Fingerprint

Batching
Industry
Innovation
Profitability
Technology transfer
Manufacturing
Strategic planning
Costs
Continuous improvement
Product technology
Productivity
Product quality
Product planning
Start-ups
Knowledge transfer
Small companies
Tactical planning
High technology
Price competition

Keywords

  • Innovation
  • creativity
  • new product design
  • product development
  • strategy

Cite this

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title = "ANALYSIS OF HOW A GRANT AIDED INDUSTRY/UNIVERSITY COLLABORATIVE PROJECT CHANGED COMPANY CULTURE AND HOW THEY DO BUSINESS",
abstract = "Prior to 2004 Rapid International were a small company employing 50 persons and their main output was design, manufacture and installation of bespoke concrete batching plant. The company had 11{\%} of the market in the British Isles, but the industry as a whole had stagnated through lack of innovation, leading to increased price competition from new start-ups entering a mature craft based industry based on fabrication of relatively low technology products. It was seen that to achieve growth and profitability the company would have to change the way it did business.Following six years of grant aided research, knowledge and technology transfer collaboration with the University of Ulster, Rapid International are now a high technology company focusing on manufacturing of mobile concrete batching plant and related products for worldwide export. Better management organisation and structures are in place; new continuous improvement procedures and techniques have been introduced, as has new CADCAM technology. Productivity, efficiency and product quality are improved, and costs reduced. Most importantly the company culture has changed from one focussed on production to one focussed on innovation. The paper outlines the theoretical, engineering and business approaches and techniques that led to new strategic, tactical and product planning underpinning the six-year programme of change.",
keywords = "Innovation, creativity, new product design, product development, strategy",
author = "Dennis McKeag and Wesley McKnight",
note = "Reference text: (1) http://www.quickmba.com/marketing/product/lifecycle/ - accessed May 2010 (2) http://www.amstrad.com/about/profile.html - accessed May 2010 (3) http://www.computernostalgia.net/articles/amstrad.htm - accessed May 2010 (4) On the processes of growth and economic policy in developing countries; PPC Issue Paper No. 13; USAID; December 2005; PN-ADE-081 (5) Robert Shapiro; What Is the Mother of Invention? Why the American economy is so innovative; Slate Magazine; October 2002; http://slate.msn.com/?id=2072663 - accessed May 2010 (6) Innovation Measurement: Tracking the State of Innovation in the American Economy; A Report to the Secretary of Commerce by The Advisory Committee on Measuring Innovation in the 21st Century Economy; January 2008; http://www.innovationmetrics.gov/ - accessed May 2010 (7) Cycles research Institute; Joseph Schumpeter; www.cyclesresearchinstitute.org/schumpeter.html - accessed May 2010 (8) Bertrand Bellon, Graham Whittington; Competing Through Innovation: Essential Strategies for Small and Medium Sized Firms; Oak Tree Press, Dublin; 1996; ISBN 1-86076-035-X (9) Reforming the Mutual Dialogue of Risk Aversion; Carl J. Schramm; Entrepreneurial Capitalism and the End Bureaucracy: American Economic Association 2006 Meetings, Boston, Massachusetts; 6th January 2006 (10) Max Weber; The Theory of Social and Economic Organisation; Talcott Parsons, ed., 339 (11) TCS Programme with Fisher Body Corporation; 1988-1991 (12) Research Programme with Takata Corporation; 1994-1996 (13) KTP Programme with Ford Motor Company & Visteon Automotive Systems; 1998-2001 (14) Headings taken from a Ford Motor Company internal document (15) C. Freeman; The Economics of Industrial Innovation, 2nd edition, London; Frances Pinter, 1982 (16) Professor Dennis McKeag; Product Development in SME’s; Results of research presented at a number of seminars for participating SME’s between 1998 and 2000. (17) Booz, Allen and Hamilton; New Products Management for the 1980’s; New York; 1982 (18) Joe Todd, John Bessant, Keith Pavitt; Managing Innovation; John Wiley & Sons; 1998 (19) BS 7000: 1989 Guide to managing product design, BSI (20) http://www.rapidinternational.eu/index.php/en/products/pan-mixers - accessed May 2010 (21) http://www.rapidinternational.eu/index.php/en/products/planetary-mixer - accessed May 2010 (22) http://www.rapidinternational.eu/index.php/en/products/twin-shaft-mixers - accessed May 2010 (23) http://www.rapidinternational.eu/index.php/en/products/rapidbatch-mobile-plant - accessed May 2010 (24) http://www.rapidinternational.eu/index.php/en/products/rapid-continuous-mixing-plants - accessed May 2010 (25) http://www.rapidinternational.eu/index.php/en/products/batching/standard - accessed May 2010 (26) McKeag, D., Transferring Creativity from the Arts and Design into Commercial Product Design, Proceedings of the ACUADS Conference, Adelaide, 2 October 2008 (CD), www.acuads.com.au (27) McKeag, Dennis, Improving Competitiveness by Adopting a Creative Approach to Product and Process Innovation. Proceedings of the CINet Conference, Brisbane, 6-8th September 2009. http://www.continuous-innovation.net/Events/CINet2009.html (28) Innovation through people centred design – lessons from the USA; Report of a DTI Global Watch Mission, October 2004; Edited by Nina Wakeford; DTI. (29) Nikolai Dmyitriyevich Kondratief; The Kondratief Theory, (1892-1938), www.kwaves.com/kond_overview.htm - accessed May 2010 (30) Gupta, A.K., and Wileman, D.L.; Accelerating the development of technology based new products, California Management Review, vol. 32, no. 2, pp. 22-44, Winter. (31) Organisational structure and standard operation procedures for new product introduction; Bombardier Shorts Aerospace Company; internal document; 2000. (32) Roy Rothwell; Successful industrial innovation: critical factors for the 1990’s; R & D Management, 22, 3, 1992 (33) http://www.rapidinternational.eu/index.php/en/products/jetwash-system - accessed May 2010 (34) http://www.rapidinternational.eu/index.php/en/about-us/design-and-innovation - accessed May 2010",
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ANALYSIS OF HOW A GRANT AIDED INDUSTRY/UNIVERSITY COLLABORATIVE PROJECT CHANGED COMPANY CULTURE AND HOW THEY DO BUSINESS. / McKeag, Dennis; McKnight, Wesley.

Vol. 1, 07.09.2010, p. 718-733.

Research output: Contribution to journalArticle

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N1 - Reference text: (1) http://www.quickmba.com/marketing/product/lifecycle/ - accessed May 2010 (2) http://www.amstrad.com/about/profile.html - accessed May 2010 (3) http://www.computernostalgia.net/articles/amstrad.htm - accessed May 2010 (4) On the processes of growth and economic policy in developing countries; PPC Issue Paper No. 13; USAID; December 2005; PN-ADE-081 (5) Robert Shapiro; What Is the Mother of Invention? Why the American economy is so innovative; Slate Magazine; October 2002; http://slate.msn.com/?id=2072663 - accessed May 2010 (6) Innovation Measurement: Tracking the State of Innovation in the American Economy; A Report to the Secretary of Commerce by The Advisory Committee on Measuring Innovation in the 21st Century Economy; January 2008; http://www.innovationmetrics.gov/ - accessed May 2010 (7) Cycles research Institute; Joseph Schumpeter; www.cyclesresearchinstitute.org/schumpeter.html - accessed May 2010 (8) Bertrand Bellon, Graham Whittington; Competing Through Innovation: Essential Strategies for Small and Medium Sized Firms; Oak Tree Press, Dublin; 1996; ISBN 1-86076-035-X (9) Reforming the Mutual Dialogue of Risk Aversion; Carl J. Schramm; Entrepreneurial Capitalism and the End Bureaucracy: American Economic Association 2006 Meetings, Boston, Massachusetts; 6th January 2006 (10) Max Weber; The Theory of Social and Economic Organisation; Talcott Parsons, ed., 339 (11) TCS Programme with Fisher Body Corporation; 1988-1991 (12) Research Programme with Takata Corporation; 1994-1996 (13) KTP Programme with Ford Motor Company & Visteon Automotive Systems; 1998-2001 (14) Headings taken from a Ford Motor Company internal document (15) C. Freeman; The Economics of Industrial Innovation, 2nd edition, London; Frances Pinter, 1982 (16) Professor Dennis McKeag; Product Development in SME’s; Results of research presented at a number of seminars for participating SME’s between 1998 and 2000. (17) Booz, Allen and Hamilton; New Products Management for the 1980’s; New York; 1982 (18) Joe Todd, John Bessant, Keith Pavitt; Managing Innovation; John Wiley & Sons; 1998 (19) BS 7000: 1989 Guide to managing product design, BSI (20) http://www.rapidinternational.eu/index.php/en/products/pan-mixers - accessed May 2010 (21) http://www.rapidinternational.eu/index.php/en/products/planetary-mixer - accessed May 2010 (22) http://www.rapidinternational.eu/index.php/en/products/twin-shaft-mixers - accessed May 2010 (23) http://www.rapidinternational.eu/index.php/en/products/rapidbatch-mobile-plant - accessed May 2010 (24) http://www.rapidinternational.eu/index.php/en/products/rapid-continuous-mixing-plants - accessed May 2010 (25) http://www.rapidinternational.eu/index.php/en/products/batching/standard - accessed May 2010 (26) McKeag, D., Transferring Creativity from the Arts and Design into Commercial Product Design, Proceedings of the ACUADS Conference, Adelaide, 2 October 2008 (CD), www.acuads.com.au (27) McKeag, Dennis, Improving Competitiveness by Adopting a Creative Approach to Product and Process Innovation. Proceedings of the CINet Conference, Brisbane, 6-8th September 2009. http://www.continuous-innovation.net/Events/CINet2009.html (28) Innovation through people centred design – lessons from the USA; Report of a DTI Global Watch Mission, October 2004; Edited by Nina Wakeford; DTI. (29) Nikolai Dmyitriyevich Kondratief; The Kondratief Theory, (1892-1938), www.kwaves.com/kond_overview.htm - accessed May 2010 (30) Gupta, A.K., and Wileman, D.L.; Accelerating the development of technology based new products, California Management Review, vol. 32, no. 2, pp. 22-44, Winter. (31) Organisational structure and standard operation procedures for new product introduction; Bombardier Shorts Aerospace Company; internal document; 2000. (32) Roy Rothwell; Successful industrial innovation: critical factors for the 1990’s; R & D Management, 22, 3, 1992 (33) http://www.rapidinternational.eu/index.php/en/products/jetwash-system - accessed May 2010 (34) http://www.rapidinternational.eu/index.php/en/about-us/design-and-innovation - accessed May 2010

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AB - Prior to 2004 Rapid International were a small company employing 50 persons and their main output was design, manufacture and installation of bespoke concrete batching plant. The company had 11% of the market in the British Isles, but the industry as a whole had stagnated through lack of innovation, leading to increased price competition from new start-ups entering a mature craft based industry based on fabrication of relatively low technology products. It was seen that to achieve growth and profitability the company would have to change the way it did business.Following six years of grant aided research, knowledge and technology transfer collaboration with the University of Ulster, Rapid International are now a high technology company focusing on manufacturing of mobile concrete batching plant and related products for worldwide export. Better management organisation and structures are in place; new continuous improvement procedures and techniques have been introduced, as has new CADCAM technology. Productivity, efficiency and product quality are improved, and costs reduced. Most importantly the company culture has changed from one focussed on production to one focussed on innovation. The paper outlines the theoretical, engineering and business approaches and techniques that led to new strategic, tactical and product planning underpinning the six-year programme of change.

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KW - new product design

KW - product development

KW - strategy

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