Sandia’s Solar Glitter Moves Closer to Market with New…

Sandia’s Solar Glitter Moves Closer to Market with New…

Apr 28, 2017

“Sandia’s Solar Glitter Moves Closer to Market with New Licensing Agreement” Featured on Design-2-Part Magazine ALBUQUERQUE, N.M. —An Albuquerque company founded by a Sandia National Laboratories scientist-turned-entrepreneur has received a license for a “home-grown” technology that could revolutionize the way solar energy is collected and used. The licensing agreement between mPower Technology Inc. and Sandia was signed Jan. 23. The agreement covers microsystems enabled photovoltaics (MEPV), according to a press release from Sandia. “This is an important milestone,” said Murat Okandan, founder and chief executive officer of mPower, in the press release. “It is an extremely exciting time in the solar industry with the upcoming critical, rapid change in the worldwide energy infrastructure. A lot of things are coming together and we’re excited to be part of it.” MEPV uses micro-design and micro-fabrication techniques to make miniature solar cells, also known as “solar glitter.” Dragon SCALEs are small, lightweight, flexible solar cells that fit into and power devices or sensors of any shape or size, including wearable ones. The high-efficiency cells can be integrated into satellites and drones, biomedical and consumer electronics, and can be folded like paper for easy transport. Dragon SCALEs also make possible new shapes and materials and faster, cheaper installation of solar energy systems on buildings, said Okandan. The product offers higher voltage, greater reliability, and lower energy costs than standard silicon photovoltaic (PV) cells, he added. “The key limitation to silicon is that if you bend and flex it, it will crack and shatter,” Okandan said. “Our technology makes it virtually unbreakable, while keeping all the benefits of high efficiency, high reliability silicon PV. It allows us to integrate PV in ways that weren’t possible before, such as in flexible materials, and deploy it faster in lighter-weight, larger-area modules.” Okandan said standard silicon PV operates with low voltage and high current at the cell and module level, which requires more silver or copper and adds cost. MEPV allows high-voltage and low-current configurations with less metal in the system and meshes well with integrated power electronics. “These are basic benefits that apply fundamentally to large-scale solar deployment,” Okandan said. “And the same technology provides key advantages in satellites, drones, and portable...

MEPs are Essential to Rebuilding American Manufacturing…

MEPs are Essential to Rebuilding American Manufacturing…

Apr 26, 2017

By Michele Nash-Hoff, Savingusmanufacturing.com Last month, President Trump submitted a “Skinny Budget” with the goal of removing some of the “fat” within Washington DC. Unfortunately, one of the programs eliminated in his budget is not “fat.” The Manufacturing Extension Partnership (MEP) is the only federally funded national network dedicated to serving small and medium-sized U. S. manufacturers. The MEP program was re-authorized by both Houses of Congress by unanimous consent earlier in January when the MEP program went back to 1:1 cost matching. The reality is that the MEP network is essential to helping manufacturers be competitive in the global marketplace and rebuilding American manufacturing. Eliminating the MEP program seems contradictory to President Trump’s focus on manufacturing. The MEP website states, “Since 1988, the Hollings Manufacturing Extension Partnership (MEP) has worked to strengthen U.S. manufacturing. MEP is part of the National Institute of Standards and Technology (NIST), a U.S. Department of Commerce agency…MEP is built on a national system of centers located in all 50 states and Puerto Rico. “Each center is a partnership between the federal government and a variety of public or private entities, including state, university, and nonprofit organizations. This diverse network, with nearly 600 service locations, has close to 1,300 field staff serving as trusted business advisors and technical experts to assist manufacturers in communities across the country.” This public-private partnership provides a high return on investment to taxpayers. “For every one dollar of federal investment, the MEP national network generates $17.9 in new sales growth for manufacturers and $27.0 in new client investment. This translates into $2.3 billion in new sales annually. And, for every $1,501 of federal investment, MEP creates or retains one manufacturing job.” The top challenges reported to MEP by manufacturers are: • Cost Reduction 70% • Growth 54% • Employee Recruitment 47% • Product Development 45% In FY 2016, the MEP national network interacted with 25,445 manufacturers and achieved these results through their wide range of services: • $9.3 Billion New and Retained Sales • 86,602 New and Retained Jobs • $3.5 Billion New Client Investments • $1.4 Billion $1.4 Billion Cost Savings I have long been aware of the work of the California MEP,...

Are Autonomous Cars Disrupting the Supply Chain?

Are Autonomous Cars Disrupting the Supply Chain?

Apr 25, 2017

By Charles, Murray, DesignNews In the development of self-driving vehicles, Tier Two suppliers say they’re communicating directly with automakers in ways they hadn’t previously. During a two-week period in early February of this year, Chris Jacobs of Analog Devices, Inc. (ADI) criss-crossed the country, visiting the offices of virtually every major automaker to discuss such technologies as radar, Lidar, and microelectromechanical sensors. A decade ago, Jacobs wouldn’t have gotten his foot in the door with the automakers to discuss such subjects. But thanks to the emerging importance of self-driving cars, Jacobs says he and his colleagues have suddenly become very important. “Just in the last year, it’s been insane,” Jacobs, general manager of ADI’s advanced driver assistance systems and automotive safety, recently told Design News. “Now, the OEMs [automakers] want to develop non-disclosure agreements with us. And they want us to develop prototypes for them without a Tier One [supplier], so they can try them out on their test tracks. This would have never happened 10 years ago.” Meet more than 9,100 qualified buyers and decision makers searching for new products, the latest technologies, and state-of-the-art processes across the full spectrum of advanced design and manufacturing at our East Coast Advanced Design & Manufacturing Expo. June 13-15, 2017 in NY. Indeed, the time-honored order of the automotive supply chain seems to be changing, and the autonomous car may be behind it. In the past, Tier Two vendors, such as Analog Devices, didn’t communicate with automakers. Rather, they reported almost exclusively to the Tier Ones, such as Delphi Automotive PLC, Robert Bosch GmbH, Visteon Corp. and Continental AG. The Tier Ones, in turn, worked with the automakers to build bigger products, integrating sensors, software, semiconductor chips, and other parts from the Tier Twos. Under such arrangements, Tier Twos were generally discouraged from contacting the OEMs (the automakers) directly. “We would want to talk to them, and they would say, ‘Talk to the Tier One,’” Jacobs said. Now, that’s changing. Today, Tier Two electronics suppliers say they’re connected directly to the automakers on a separate dotted line – at least when it comes to autonomous cars. They’re neither more nor less important than the Tier One....

GM to Invest $1 Billion in U.S. Manufacturing Operations

GM to Invest $1 Billion in U.S. Manufacturing Operations

Apr 24, 2017

By Design-2-Part Magazine DETROIT—General Motors (GM) will invest an additional $1 billion in U.S. manufacturing operations that include multiple new vehicle, advanced technology, and component projects, the company announced recently. Details of individual projects will be announced throughout the year, GM said in a press release. The company also announced it will begin work on insourcing axle production for its next generation full-size pickup trucks, including work previously done in Mexico, to operations in Michigan, creating 450 U.S. jobs. “As the U.S. manufacturing base increases its competitiveness, we are able to further increase our investment, resulting in more jobs for America and better results for our owners,” said GM Chairman and CEO Mary Barra, in the release. “The U.S. is our home market and we are committed to growth that is good for our employees, dealers, and suppliers and supports our continued effort to drive shareholder value.” GM’s announcement is part of the company’s increased focus on overall efficiency over the last four years. With a strategy to streamline and simplify its operations and grow its business, GM reports that it has created 25,000 jobs in the U.S.—approximately 19,000 engineering, IT, and professional jobs and 6,000 hourly manufacturing jobs—and added nearly $3 billion in annual wages and benefits to the U.S. economy over that period. At the same time, GM reports that it has reduced more than 15,000 positions outside the U.S., bringing most of those jobs to America. During that period, the company says, it has moved from having outsourced 90 percent of its IT work outside the U.S., to an insourced U.S.-based model. “We will continue our commitment to driving a more efficient business,” said Barra, “as shown by our insourcing of more than 6,000 IT jobs that were formerly outside the U.S., streamlining our engineering operations from seven to three, with the core engineering center being in Warren, Michigan, and building on our momentum at GM Financial and in advanced technologies. These moves, and others, are expected to result in more than 5,000 new jobs in the U.S. over the next few years.” General Motors (www.gm.com) has also been facilitating its supplier base to do the same. The company has been executing...

Robots won’t take your job—they’ll help make room…

Robots won’t take your job—they’ll help make room…

Apr 21, 2017

“Robots won’t take your job—they’ll help make room for meaningful work instead” By TL Andrews, Quartz Unencumbered by the prospect of re-election, outgoing presidents tend to use their final speeches to candidly warn against threats they believe to be metastasizing in society. For example, George Washington spoke of the ills of hyper-partisanship and excessive debt. Dwight Eisenhower denounced the waxing power of the “military industrial complex.” President Barack Obama singled out an economic peril in his otherwise doggedly hopeful final address in Chicago: “The next wave of economic dislocations won’t come from overseas,” he said. “It will come from the relentless pace of automation that makes a lot of good, middle-class jobs obsolete.” Obama articulated a fear felt by many around the world: That all our jobs will eventually be done by robots. Research backs this fear: One study found that automation will threaten at least 47% of jobs in America and up to 85% in the rest of the world. But a number of economists are beginning to argue that this view of automation excludes a lot of the story. Putting automation in context To simply argue that automation is going to gobble up jobs ignores the potential for productivity gains. The Business Harvard Review found that the IT revolution led to 0.6% labor productivity growth and 1% of overall growth in Europe, the US, and Japan between 1995 and 2005. “It all hinges on demand,” says Jim Bessen, professor of economics at Boston University. If the productivity gains are enough to significantly boost demand, then job growth may be the result. This is especially true when new technologies create jobs that simply did not exist before, such as social-media managers. In those cases, any jobs created will make a net contribution to the labor market. Though automation will cost some jobs, it will also create many others. A case in point is the rollout of ATMs in the US. Introduced in the 1970s, the number of ATMs increased from 100,000 to 400,000 between 1995 and 2010. Running an ATM is cheaper than paying a teller’s salary, so as ATMs became more numerous relative to tellers, the overall cost of each bank branch came down. As it became cheaper to operate a...