Adspecs oil-filled eyeglasses: A vision for the emerging world
Here’s another one in the category of products that *really* make a difference in the lives of users. Atomic physicist Joshua Silver has developed “Adspecs”—fluid-filled adjustable eyeglasses—and with his organization, The Centre for Vision in the Developing World, is distributing them to needy people in developing countries around the world.
The design is simple: Plastic glasses with flexible plastic lenses filled with clear oil. The user can adjust the amount of oil in the lenses using syringes attached to the arms of the glasses. Once the user has dialed in the correct amount of oil, he or she can remove the syringes and set the glasses to a permanent prescription.
Because the user can self-set the eyeglasses, usually in a matter of minutes, the need for a trained professional to fit them is removed.
According to the Centre’s website, the need for eyecare in emerging countries is stark: In the UK, there is 1 optometrist for every 8,000 people. In Sub-Saharan Africa, it’s 1:1,000,000. So far, more than 30,000 pairs of Adspecs have been deployed worldwide, and Professor Silver has an ambitious vision for the future—one billion people to get the glasses they need but lack access to by 2020.
Another pressing goal for Silver and the Centre is to dramatically lower the cost of producing the eyeglasses. Right now one pair costs around $20 to produce, and the project must rely on donations to offset these costs. Silver wants to get the cost down to $1 a pair.
There’s no clear plan yet for bringing down the cost, but Silver is optimistic: “Work is going on on several new designs, and further work will be required to get the costs down. The truth is that there is, at the moment, no device that can be made for a dollar in volumes of 100 million. But I am entirely confident that we can do that.”
See Adspecs in action on the Colbert Report.
Redesigning the coffee cup
The betacup is a recently completed competition to re-imagine a coffee cup with reduced environmental impact. As many as 58 million coffee cups are discarded every year in the United States alone, and along with most of them, a sleeve that protects the holder’s hands from scalding.
The proposed solutions offer a range of great ideas for how to approach the problem, from the Karma Cup’s social engineering angle to Miller Creative’s Radial Fin Cup with an integrated insulating sleeve design.
The Karma Cup uses social engineering to increase the use of reusable cups and therefore reduce waste:

Miller Creative’s entry reduces waste by integrating the protective sleeve, using biodegradable and renewable resources for the rest of the cup and employing a manufacturing process that does not require glue:

The betacup contest was sponsored by jovoto, an organization that describes itself as “a marketplace for creative concepts [that connects] those who have ideas with those who need them, providing the necessary tools to make the process fun and fair.”
The betacup entry ranked #1 by the jovoto community is a 100% biodegradable cup made from rice husks and available in a disposable or reusable version. (The reusable one even comes with an RFID sleeve that would replace the prepaid payment card.)
See all betacup entries on the jovoto website.
BOM management strategies: Four recommendations for better Excel BOMs
We recently posted a new article on our website that has a number of useful suggestions for companies that use Excel to manage their bills of materials (BOMs). Following these recommendations will set you up for a faster, smoother and cleaner transition when you’re ready to move to an automated BOM management system (yes, full disclosure, like Arena), but they’ll also help you NOW—and for as long as you continue to use Excel for BOM management.
Here they are at a high level:
- Be consistent. Use the same columns in the same order in every Excel bill of materials. Use a standard format for part numbers, manufacturer names, file titles and other types of data.
- Use standard templates. Get in the habit of hiding (not deleting) columns that aren’t needed in a particular BOM and creating separate spreadsheets for doing analyses that require additional columns. Give each column a single purpose, and label every piece of data in your Excel BOM spreadsheet.
- Have part numbering and part naming conventions – and a single location to store them. Develop and document a standard way to number and name ALL parts, and then manage those part numbers and names in a single location, like an item master or master parts list.
- Minimize repeated data. Include only as much data as is needed for each BOM to perform its core function of capturing the relationships between parts and assemblies. Store additional part data in the item master instead of multiple Excel BOMs, so updates only need to be made in one place.
Following these suggestions will help reduce confusion, duplication and errors in your Excel spreadsheet BOMs. For more details, read the full article and be sure to look for the free downloads at the end – you’ll find several Excel BOM templates and examples that can be adapted for your organization’s use.
Further reading:
Operations management makes its case in the hospital
A recent article in the New York Times touts the improvements that hospitals and health systems have made by incorporating some of the classic operations management strategies used in manufacturing facilities and on factory floors. While some healthcare providers are concerned with the emphasis on operations in healthcare, a number of hospitals, doctors, nurses and healthcare executives are seeing the benefits in both the bottom line and the care they’re able to provide to their patients.
The article highlights Seattle Children’s Hospital and its Continuous Performance Improvement (CPI) program, which is based on the kaizen techniques so widely (and successfully) used in manufacturing. Over the last ten years Seattle Children’s has examined the patient experience from start to finish, continuously making changes to improve everything from the management of surgical supplies and scheduling of MRIs to the flow of patients and the design of facilities. The results are noteworthy: The hospital credits CPI with helping it save $23 million, or 3.7% per patient, last year. And with efficiency improvements that enabled Seattle Children’s to serve 40% more patients last year than it did six years ago, the hospital avoided another $180 million in capital expenditures.
Other hospitals and health systems have taken notice, and many are trying to implement similar programs.
While anyone who’s worked in operations may wonder why an organization would do things any other way, this emphasis on operations, which has been so successful in manufacturing, is relatively new in healthcare. But it’s a development that has promise for all stakeholders: hospitals and health systems, healthcare providers, patients—and the operations profession itself.
At Arena, we know a lot about the life and times of the operations professional. (As providers of software that helps manufacturers manage their bills of materials (BOMs), control the engineering change process and share product information with suppliers and contract manufacturers, we’ve met countless operations people over the years! They like sharing their stories, and we like listening.) One thing we’ve learned is that operations is an underappreciated role in most organizations, typically noticed only when something goes wrong. Contrary to that perception though, a well-run operations group adds tremendous value. After all, in a manufacturing environment these are the people (the unsung heroes, some might say!) who make sure the right product gets built while schedules are met and costs are contained.
With a growing nationwide emphasis on healthcare reform, hospitals and health systems will face increasing pressure to cut costs and improve performance. As more and more look for solutions through an operations lens, the field of operations management and the value provided by its skilled practitioners will receive additional–and well-deserved–visibility. Other industries may also be inspired to take a similar operations-based approach. And for any operations professional seeking a new job but finding traditional operations roles in short supply, the extended reach of operations may offer just the boost they need.
Further reading: Factory Efficiency Comes to the Hospital in the New York Times
Two free resources offer a wealth of information for operations, manufacturing and supply chain
Whether your purview is operations, supply chain management, new product development/new product introduction or executive management, you’ll find information you can use in these two well-established—and newly free—resources.
- APICS, the Association of Operations Management, has made its APICS Operations Management Body of Knowledge (OMBOK) Framework available to the public, free of charge, for the first time. As a resource that “builds on more than 50 years of operations management knowledge” to provide an understanding of “the state of operations management today,” it’s clear why anyone working in the field would be interested in the framework. APICS CEO Abe Eshkenazi makes a convincing case for why others might be interested too: “The APICS OMBOK Framework can become an essential reference tool to all businesspeople as supply chain and operations management becomes a more visible function throughout the enterprise.” Learn more in the June 23 APICS news release, or download the APICS OMBOK Framework.
- Aberdeen is offering free access for a year to its research library, the Vault. (Vault access normally costs $995/year.) The offer is being made in conjunction with Eye for Transport, a provider of transportation and logistics information and services. Aberdeen Vault research is organized into categories that span an enterprise’s many functions and offer something for everyone. Manufacturers may be particularly interested in the categories Product Innovation and Engineering, Manufacturing and Supply Chain Management, which include reports like: Lean Operations: Software Strategies for Manufacturing’s New Normal; Manufacturing Operations Management: Capitalizing on the Economic Recovery; and Supplier Quality Management: Seven Tips to Reducing Non Conformances in the Value Chain. Read more about the Aberdeen/Eye for Transport free year of research offer, or sign up for free access to the Aberdeen Research Vault.
Thanks to SupplyChainBrain.com for the tips on these two resources!
More of a good thing: Extending your product line without inventing a brand new product
Marc wrote recently about the motorized bicycle that is the latest addition to the Volkswagen product line and a way for the company to extend its brand into an adjacent market. And while innovation is often at the heart of new product development, it is worth pointing out that building a product line can be done without new invention. By varying peripheral product features, cosmetic details or packaging it is possible to use your existing technology and quickly expand your product line to reach new markets. Take Camelbak:
The company, an Arena customer, started making hands-free hydration systems for mountain bikers and motocross riders, “allowing them to drink without taking their hands off of the handlebars in technical terrain.” Since then “Camelbaks” have become popular for use while hiking, running, snowboarding and skiing in addition to cycling. They typically consist of a capped pouch of water with a long tube and bite valve, enclosed in some wearable form factor.
From this simple concept, Camelbak has built an incredible range of similar but specialized products: more than 90 hydration pack styles for recreational and military use. The company dominates the market through good use of technology (easy-to-use bite valve, rugged materials, easy opening and leakproof cap) and a willingness to customize its product for new sports or situations. Camelbak makes a pack for refilling other packs (the Squadpak, 25L capacity) for use by a military unit, packs specifically designed for women, packs for use while skiing in sub-zero temperatures, packs for use under body armor and even a variety of “mini” packs (50 oz) for kids.
Another strategy is the purely cosmetic. Take Envirosax. These reusable shopping bags fold up into compact snap close packages. Envirosax has built its brand by offering a wide array of colors and graphics. Same bag design – different looks to appeal to different market segments.
You can also vary packaging and pricing. In addition to slight product differences, Superfeet uses color, pricing and packaging changes to sell its insoles to multiple market segments. The packaging and pricing for the product targeted at women differs from that aimed at athletes, “on their feet” professionals (doctors, nurses) or industrial workers. Inside the box you will find the same core product, with minor tweaks for the specific user segment.
These three companies have built on their primary product offering and diversified into adjacent markets without inventing a whole new product. Their strategy isn’t for everyone, but it might be worth considering whether your technology can be reused in new form factors or colors or marketed in a new way to appeal to other user groups. Who knows, variation on a theme might lead to your own empire.
Manufacturing success strategies: Use well-crafted agreements to build strong supply chain relationships
SupplyChainBrain.com offers a summary of a new whitepaper on outsourced manufacturing that focuses on how to develop agreements with supply chain partners that lead to positive relationships and successful results. The whitepaper was written by practitioners and academics from University of Tennessee, Georgia Southern University, Cranfield School of Management and the International Association of Contract and Commercial Management. Titled “Unpacking Oliver,” it’s based on the work of 2009 Nobel Prize-winning economist Oliver Williamson, who studies transaction cost economics and its impact on contracts and organizations.
The whitepaper offers 10 lessons for crafting agreements that help you make the most of your relationships with contract manufacturers and other supply chain partners. At a high level, these lessons are:
- Outsourcing is a continuum, not a destination.
- Develop contracts that create “mutuality of advantage.”
- Understand the transaction attributes and their impact on risk and price.
- The greater the bilateral dependencies, the greater the need for preserving continuity.
- Use a contract as a framework – not a legal weapon.
- Develop safeguards to prevent defection.
- Predicted alignments can minimize transaction costs.
- Your style of contracting matters; be credible.
- Build trust; leave money on the table.
- Keep it simple.
An excerpt of the executive summary of the whitepaper, with more detailed descriptions of these lessons, can be found at SupplyChainBrain.com. The complete whitepaper can be downloaded from the Vested Outsourcing website (registration required).
No capacity for capacitors: How world issues impact product development and supplier selection
I have recently been talking to people in small and mid-size businesses about their goals for this year and the challenges they face. New product development is on many companies’ list of goals, but blocking it—the supply of parts. I expected to hear about delays from suppliers or contract manufacturers (CMs) who reduced capacity during the downturn and are now trying to balance their hiring efforts with returning business. (And I did hear some of those stories.) What surprised me was not that part supply was delaying products, but that the decreased supply is often caused not only by problems like the worldwide economic crisis, but also by global issues like political turmoil in Africa.
I heard about product launches being delayed because of a capacitor—specifically a tantalum capacitor. Tantalum capacitors are common in high-tech devices because of their high reliability, small package size and high maximum operating temperatures. Prices and lead times for these parts are increasing because of a drop in the availability of the element tantalum.
The 2008 closing of an Australian tantalum mine, which contributed more than a third of world tantalum production, was a major cause of that decrease. Those facilities shut down when the market price for tantalum was too low and mining the material was no longer profitable. Although this has happened before, and prices are high enough now that Australian production is expected to restart soon, in the meantime manufacturers are left with a difficult choice.
Tantalum mines are also located in Africa, in a part of Congo that has been politically unstable for a long time. At a minimum, the supply of tantalum from this region is unreliable due to war. Worse, to get raw tantalum from Congo, capacitor companies must do business with brutal militias who do horrible things to women, children and each other.
Minerals like tantalum are being called “conflict minerals” and being compared to the “blood diamonds” mined in other parts of the continent. In a recent blog post and New York Times op-ed piece Nicholas Kristof calls for companies making electronic gadgets to demand that their capacitor manufacturers not only state that they use conflict-free materials, but also provide proof of it. Groups like Run for Congo Women and the Enough Project (with its Raise Hope for Congo campaign) are working to raise awareness about this issue through efforts like this Mac vs. PC video spoof that suggests an unsettling similarity between the two types of computers:
Awareness of the Congolese conflict minerals has reached Washington, D.C. An amendment to the financial reform bill currently in front of Congress calls for companies to disclose any materials in their products that originated in Congo or adjoining countries. If that bill gets signed into law, it will surely help. But will it be enough?
And what about other minerals and other regions? A recently published study shows that war-torn Afghanistan is rich in elements important for manufacturing, including lithium, a primary component for new battery technologies. How will this discovery impact Afghanistan? Tantalum and other key elements for electronics manufacturing could have helped improve the life and living conditions of the Congolese people instead of continuing to promote and perpetuate war. Can the elements found in Afghanistan be used to help bring stability and wealth to the region and not cause further violence?
As end users start demanding conflict-free contents in their devices, manufacturers will want to think hard about the choices they make as they design and source their next product.
Brand mobility: Volkswagen shows it’s not only about cars
According to Marty Neumeier in his excellent book, The Brand Gap, a brand, simply put, is “a person’s gut feeling about a product, service or organization.” But all too often, when considering a product roadmap, companies become hemmed in by what they perceive to be their expertise without realizing just how many things can contribute to people’s gut feelings. In so doing, they lose out on lateral opportunities in nearby market segments with perfect brand overlap.
Consider Volkswagen’s recently unveiled concept for a motorized, foldable bicycle. When announcing its first ever two-wheeler at the Auto China 2010 exhibition in April, VW’s chief of research and development, Dr. Ulrich Hackenberg was quick to point out that Volkswagen’s “focus on mobility” extends well beyond cars. The implication is that VW intends to take advantage of the room under its brand promise for more integrated solutions for getting you around, regardless of whether an automobile is involved.
At the same time, VW is careful to not distance the concept too far from its core brand values. The bike’s 12.5 mile range is clearly designed for short day trips (after having driven somewhere perhaps?) and with a top speed of 12 mph or so, it’s certainly not intended as a replacement for a car. And then, as if to leave no doubt about the symbiotic relationship between the bike and its cars, they show how the bike folds up to fit neatly into your VW’s spare tire compartment.
Next time you are planning your product roadmap, consider what adjacent customer experiences are there for the taking if you just expand your product offerings into them.
Read more on Autoblog Green.
Ideas wanted: New X Prize offers $10 million for innovative oil spill cleanup solutions
Have an idea for how to clean up the massive amounts of oil spilling into the Gulf of Mexico? The X Prize Foundation (known for spurring technological advances through the offering of large sums of prize money) has announced a new challenge. The goal: innovative solutions for cleaning up the catastrophic oil spill in the Gulf. The prize: $10 million.
Francis Béland, vice president of prize development at the X Prize Foundation, announced the newest X Prize yesterday at the TEDxOilSpill conference in Washington, DC. Like other TED conferences, this one gathered some of “the world’s leading thinkers and doers for a series of talks, presentations and performances.” Topics at the conference included “mitigation of the spill and the impending cleanup efforts; energy alternatives; policy and economics; as well as new technology that can help us build a self-reliant culture.”
No word yet on whether BP will let the X Prize winner try to clean up the mess in the Gulf, but after reading Fast Company’s post about the 908 InnoCentive ideas the company refused to consider, it’s hard not to be skeptical.
Submit your ideas to francis@xprize.org. (And watch for more details in the coming weeks.)
Further reading:
Fast Company on the latest X Prize

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