Presentation on Research Management at IIT Mandi

1. Research Management

2. IS THE
RESEARCH
FEASIBLE
IS IT
PROFITABLE
IS IT
DESIRABLE

3. INSEARCH OF SUSTENANCE
INSEARCH OF EXCELLENCEINSEARCH OF SIGNIFICANCE
INSEARCH OF RELEVANCE
Research Management

4. IDEAS HYPOTHESIS RESEARCH PAPER PHD

6. ACADEMIC
RESEARCH
•
• Academic Projects
• Prototypes • Products
EVOLUTION
THROUGH
MARKET
FEEDBACK

7. • Research
Academic
Projects
• Prototypes
INTEGRATED IDEA TO
PRODUCT/SERVICES CONTINUUM
Ideas
Hypothesis
PHD
Products
EVOLUTION
THROUGH
MARKET
FEEDBACK

8. COAL MINING
THINKING
OUTSIDE
ACADEMIA
BOX
THINK OUTSIDE THE BOX

9. Best ideas and innovations resolve
contradictions and paradoxes

10. Resolving paradoxes
• Major advances in understanding of the
physical world have been achieved during the
past century by focusing on apparent
contradictions between well-established
theoretical structures.
• In each case the reconciliation required a
better theory, often involving radical new
concepts and striking experimental
predictions.

12. The Research Canvas

13. T and U Model

14. Excellence

15. Competencies For Research
Management
Competencies
1 Strategic Vision
2 Insight into interconnectedness of problems
3 Buy in to organizational vision
4 Engages and Inspires
5 Communicates
6 Develops Human Capital
7 Drives Change and Innovation
8 Deep thinking
9 Managing performance
10 In search of eminence

18. “The 10,000 - Hour Rule”
• What makes a musician?
Practice
• Music Teachers = 4,000 hours
• Good Musicians = 8,000 hours
• Great Musicians = 10,000 hours / 10 Years
There Are No Naturals and No Grinds!

19. “The 10,000 - Hour Rule”
The Beatles
• Started in 1957
• Hamburg
• Performed 1200 times before burst of success
• Landed in America 1964
• Sgt Peppers 1967

20. “The 10,000 - Hour Rule”
• “They work much, much harder.”
• In study after study and industry after
industry
• The Magic Number is?
10,000 hours
• “It seems that is takes the brain this long to
assimilate all that is needs to know to achieve
true mastery.” -Daniel Levitin

21. “The 10,000 - Hour Rule”
• Bill Gates 1955 / 1968 / Lakeside / U of W / C3/ TRW
• Paul Allen 1953 / 1968 / Lakeside / U of W / C3/ TRW
• Steve Jobs 1955 / 1969 / Silicon Valley / Hewlett Packard
• Bill Joy 1954 / 1971/ U of M / Bug / Summer Job / Unix

22. From 10,000 Hours
to
10,000 Experiments
• We may want to replace the 10,000 hour rule
with the 10,000 experiment rule.

24. The 10,000 experiment
• The 10,000 experiment rule, requires taking the
scientific method – develop a hypothesis, test it
out, analyze the results, develop another
hypothesis – and using it in every day life.
• Deliberate experimentation has a lot in common
with deliberate practice – the goal is to get better
by developing crucial skills – but the means is
different.
• It’s less rigid (“This is how you get better at this”)
and more agile (“I wonder how this would
work”).

25. Serial to Parallel processing of
experiments
• Advanced model-based experiment design techniques are essential
for the rapid development, refinement, and statistical assessment
of deterministic process models.
• One objective of experiment design is to devise experiments
yielding the most informative data for use in the estimation of the
model parameters.
• Current techniques assume that multiple experiments are designed
in a sequential manner.
• However, multiple equipment can sometimes be available, and
simultaneous (parallel) experiments could be advantageous in
terms of time and resources utilization.
• The criterion aims at maximizing complementary information by
considering different eigenvalues in the information matrix.

26. INSIGHT

27. MULTIPLE
PERSPECTIVE
WIDE ANGLE
SCANNING

28. My research story
My Research Question

29. CRITICAL
SUCCESS
FACTORS
PORTFOLIO OF RESEARCH UNIQUE KNOWLEDGE HAVING COMPETITIVE
CURRENT CAPABILITIES ADVANTAGE
CORE COMPETENCE = CONGRUENCE = COMPETITIVE ADVANTAGE
Areas of Focus in knowledge generation
=
STRATEGIC INTENTS

30. Strategic Intent in Research
Strategic intent can provide a sense
of direction and destiny.

32. SHIFTING TO CREATIVITE AND
BREAKTHROUGH THINKING

33. AIM FOR DISCOVERING A DUAL

34. SOLVE A DUAL

36. Recycling
• Manufacturers are designing next-generation technologies with novel and increasingly complex
combinations and formulations of materials, such as fiber-reinforced composites, that can be
difficult to recycle using current practices.
• Few manufacturers are economically or logistically equipped with the infrastructure to reuse in-
plant composites scrap, especially cured or partially cured composites and dry, unused fiber
reinforcements.
• Since recycled chopped carbon fiber costs 70% less to produce and up to 98% less energy to
manufacture than virgin carbon fiber, recycling technologies could create new markets from
millions of kgs of composite scrap sent to landfills annually.
• While thermoplastic polymer matrices of fiber-reinforced composites are remeltable and can be
reprocessed into discontinuous-fiber composite products, thermoset polymers are more
challenging to recycle due to their non-reversible chemistries. Pyrolysis is used to remove the
matrices of these materials, but the risk of thermal degradation to the fibers often compromises
their mechanical properties.
• To prevent manufacturing scraps and endof-life products from reaching landfills, the manufacturing
community requires new design methodologies, waste stream logistics, and innovative separation
and remanufacturing technologies that enable the recycle and reuse of products.