經(jīng)濟學(xué)畢業(yè)論文外文翻譯---英國陶瓷產(chǎn)業(yè)的技術(shù)創(chuàng)新之路(文件)
【正文】 as well as the member base, also makes them ideally placed to understand technological and innovation drivers in their The RTO for the ceramics industry is CERAM Research. Established in 1948, it offers a wide range of services (for example, consultancy, testing and technical support) for all ceramic sectors。 individuals and groups that facilitate and stimulate the process of innovation. Often referred to in the literature as project champions or (technical) gatekeepers, there is much emphasis on the need for such individuals in the ceramics industry. The term personalities is used purposefully, since observation and interviews have highlighted that this is often what is needed in order to drive innovation forward. Interviews also emphasised some of the traits such as thorough flexibility and experience of the industry a personality should have. An often cited example of a project champion in the ceramics industry is that of Pilkington. Particulate material folklore has it that Pilkington wanted to produce flat screen glass, yet was unsure how to do it. One day, one of the members of the Pilkington family was washing up and noticed how the grease and washing fluid floated on the surface of the water. In a Eureka moment he posed the question to his organisation if it was possible to float glass in a similar fashion to produce an even layer. The result was a process for floating glass on liquid tin and drawing it through. Be it fact or fiction, this highlights the role of both the project champion and the technical gatekeeper. 5. Other influences on innovation The time that an innovation effort can take from the point of inception, through realisation and exploitation and to gaining a meaningful payback is something that is not often considered in the literature. In the ceramicsindustry, the timescale of innovation is of great importance. The research identified two timescales which affected innovation: Inception to realisation – Depending on the nature of the innovation this can take up to a decade. Airless Drying took about seven years from first entering the ceramics industry as a potential solution to high energy and time demands in the drying of ceramicware. Solid Oxide Fuel Cell research has been ongoing for approaching a decade. Although, many would say that this is a perennial problem for the UK manufacturers, and not specific to the ceramics industry, this does represent an elongated timescale. Realisation to payback – Once an innovation has been realised, it has to be either sold or installed before it can be judged as a success or failure and before any payback can be achieved from its use. These timescales highlight how organisations are no longer investing today to reap for tomorrow, but to possibly reap in anything up to 15 years. Funding considerations are also key to innovation success in the industry. Interviews highlighted five forms of funding, based on sources both internal and external to the organisation: Internal source: (1) inhouse funding。s RTO can play a role. The scope of innovation is also important, showing that innovation need not exist exclusively in one organisation, but can migrate to several panies, an entire industrial sector or, in some cases, the entire i
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