JmIg 1949 WALTER J. MURPHY, EDITOR
From Conception to Commercialization
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uca has been sGd but too little has been published on what tndmduals and groups do in implementing an idea for B new chemical product or process to actual Iarg-cale production. Some people have the outmoded impression that important developments spring full-fledgedinto the mind of some inventive genins within an organization. Unfortnnately. the Supreme Court through its “Rash of genius” decision has lent credence to this erroneous concept of what constitutes invention. Some people lahor under the delusion that new ideas come solely from research chemists; others insist that the chemical engineer is the fountainhead of ail originality. I n actual prmtice, each element within a well-established organization shares in the over-all responsibilities from the conception of the idea to commercial production. Any pat reliance on the arbitrary use of titles is misleading for the following reaaons:
1. Commercialisation of an idea. through the successive steps of research, proocess development, market research, and largescale producOon is largely the integrated effort of a team compwed of scicnti6u, tecliinologists,and a*liuinistrators. 2. Titks ofvu arc not a n imliratiun of an acruirl prufrrsional function Anv n.orcspnfative sunthna oi the Nrwa-Makers’ column in Chni&l and Enaineera’w ams will demonstrate this iallacy. We fird a Ph.D.-in cirgbnie chrruistry in charge of full-aalc production plantiiog and operation; coartrariwirc. many nraduatr chernichl .~~~eneinecra conduct and ilireer fuudamcntal industrial resesrCh,~du% 88 theoretical t studies of unit operations or Ia,boratory investigations of fundamental chemical reactions. 3. No group has a monopdy “11 inspiration. The bclirf t h a t rceearrh chemists furnish all original invcstigatiw leads and that chemical rnninerrs P U D D ~ Vall d o t and lawe-scale knowhow and follow t&ough jusi26es noi jibe with mGdern practice. ~~~
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How, then, do original ideas develop? Basically they are the primary responsibility of those whose function is researchin chemical reactions-directors of resesreh, research chemists, topfight chemical analysts, chemical engineers, those interested primarily in production, market resemohers, pstent researchers, scientific and technical literature experts, salesmen and, in many instances, top-Eight management where the latter are technically trained. Most, if not all, will have a professional common denominator in heing either a chemist or chemical engineer. . and not infrequent~yboth. Although - it o m he misledding.to interpret the team d o r t in terms of title groups (“chemists,” “chemical engineers,” etc.), well-defined functional elements do play important contributing parts in advancing a project from conception to commercialization. Their functions overlap and complement one another. First an idea must be conceived and then, in the development of any redly original product or process laboratory, fundamental investigations must be conducted to discover traits of the newcomer and methods for its most economic production. Often research into analysis and control will supply valuahlc large-scale manufacturing clues. Queatiom of analysis and sound engineering practice.must be considered at the laboratory stage to utilize the fullest potential of the modern team approach method.
Even prior to this stage, management functions must be in evidence in determining whether the idea will fit into the orgauiaation’s program if developed fully. Such management and research direction functions will be represented by a wide variety of titles, since matters involving exploratory research are often widely delegated throughout an organization. ‘Where laboratory studies indicate commercial possibilities, the plant operating, design, and market reseesoh elements carry a specific responsibility in the decision to produce and market, and by which method. At this point the research and management functions are also very much in evidence. Indeed many decisions must he made up to the point where the project becomes an integral part of the company’s commercial production operations. Where mini-plant or pilobplant studies are indicated, the chemical, engineering, and m w e r i a l functions must he in the closeat coordination, for an optimum process might dictate concessions in chemical reaction efficiency to avoid blockades in engineering and materials of construction as well as elements of operating control. Likewise, many market research studies employ modest quantities of a new product turned out in pilot plant operations. Frequently quality changes are indicated. Only as a result of such intimate coordination can intelligent decisions in each sphere he made and the decision of supreme importance of top management ae to size of plant, location, and quality of product, be reached. This close coordination yields comparable benefits as it is carried forward into the design of the largemale plant and its initial operation. This demonstrably succeasfnl practice of the progressive companies especially noted for their rapid introduction of new products is strikingly comparable to the editorial approach and scope Of INDUSTRIAL AND ENWNEErUNG CHEMISTRYand in the Scientific SOWTY. and technological activities of the ~ R I C A NCAEMICAL Here are the two major forums, A.C.S. meetings and the pages of INDUSTRIAL AND ENQINEERING CBEMISTRY, where all of these el+ ments can meet in a mutually familiar environment w m sponding to the actual associations experienced within their individual company organizational teams. The editors Of INDUSTRIAL AND ENGINEERINQ CHEMISTRY a p preciate fnlly the growing trend towards the team approach and its significant part in the rapid growth of the chemical and chemical process industries. The editors believe they are discharging their full responsibility to industry and the chemical profession only when they are serving the broad over-all aspecta of applied chemistry. Catering to but one or two of the many constituents of the team approach is only a fractional service. Overspecialization either in research, industrial development, or publications leads to a dangerous degree of sterility. denies the practical value of cross-fertiliaationof ideas, ignores the plain trends of modern industry, erects artificial barriers, and breeds false evaluations of the respective contributions of several funetioning groups to the succeasful completion of a new development. We believe that in serving all we are best serving the individual functions 88 well.
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