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Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

Implementing surface mount technology (SMT) into military systems has not progressed as rapidly as expected. One of the major reasons is the lack of availability of MIL Spec. surface mountable components. Therefore, if one is to realise the benefits of SMT, manufacturing processes must be developed that allow inserted components to be mounted on the same printed wiring board (PWB) with surface mount components (SMCs). Honeywell's Ordnance Division has developed manufacturing processes which allow SMCs to be mounted on both sides of the PWB and inserted components to be mounted on one side of the same PWB. The surface mount solder reflow and wave soldering are performed in a single‐step solder system. This simplifies and reduces the number of manufacturing process steps for this type of surface mount assembly (SMA). This paper describes three major types of SMAs and their complexity levels. Definitions of the SMA types and complexity levels are necessary for selecting production equipment and developing SMA processes. Assembly process limitations are directly related to the SMA type and complexity level. Layout guidelines and processes from solder deposition to cleaning are discussed. Full scale engineering development (FSED) hardware has been fabricated using the single‐step solder process for SMAs with both SMCs and inserted components on the same PWB. The single‐step solder process offers an excellent solution to fabricating electronic assemblies where SMCs and inserted components are mounted on the same PWB. Plans to expand and enhance the first generation SMA fabrication processes to accommodate higher complexity levels are discussed.

This paper focuses on two related questions at the intersection of antitrust and intellectual property law. First, under what circumstances must the holder of a patent or a copyright or the owner of a trade secret allow others to use that intellectual property? Second, under what circumstances can the holder of an intellectual property right use that right to make it difficult for another party to succeed in a related market? These questions have vexed antitrust and intellectual property scholars alike ever since the Federal Circuit ruled in 2000 that patent holders “may enforce the statutory right to exclude others from making, using, or selling the claimed invention free from liability under the antitrust laws,” a ruling that directly contradicted the Ninth Circuit ruling that antitrust liability could be imposed for almost identical conduct, depending on the motivations of the patent holder. The various proceedings in United States v. Microsoft only added fuel to the firestorm of controversy.After briefly retracing the jurisprudential path to see how this situation arose, we propose a solution that primarily involves a variation on the real property concept of adverse possession for the intellectual property space along with a slight extension of the Essential Facilities Doctrine for industries that exhibit network effects. We examine, both for firms with and without market power, how our proposal would resolve the situations presented by large fixed asset purchases, the introduction of entirely new products, and operating systems with network effects. We also demonstrate how our proposal could be applied in the European antitrust enforcement context.

We embarked on a case study to explore one organization’s experiences with radical change for the purpose of uncovering how they achieved success. The organization we examined was Honeywell Inc. in Phoenix, Arizona, USA. From the interview data, we were able to devise a set of ten lessons to help others transform successfully. Two important lessons stand out above the rest. First, execution of a carefully developed change plan separates the high performers from less successful BPR projects. Second, recognition that dealing with change is difficult and complicated is not enough. Top management should make change management a top priority and communicate the change vision across the organization.

In the fall of 2014, Chad Kartchner, senior manager of marketing and product management at Honeywell Aerospace (HA), pondered how technology could transform the way aircraft were maintained. He had heard a lot of buzz about cognitive analytics, an artificial intelligence term referring to the use of computer models and algorithms to simulate human thought through self-learning systems, data mining, pattern recognition, and natural language processing. The sheer volume of parts and the time-sensitive nature of repairs in the aviation industry made it complicated to identify problems and address them quickly.

Kartchner contemplated the options for updating HA's ground-based maintenance system. Should he emulate HA's state-of-the-art on-board system for an entire aircraft or try something new? Emulating the on-board system, which HA developed internally, would be an easy sell to leadership given internal buy-in and satisfaction with the on-board system, but he contemplated new approaches because he did not want to overlook rapidly emerging technologies. The latter could include crowdsourced features that leveraged the abundance of knowledge among HA's customers' technicians or a cognitive analytics approach. Even if he could persuade leadership to try a new cognitive analytics approach, should HA partner with an established entity or work with a relatively unproven startup who promised lower cost, better features, and quicker turnaround to develop a new system?

Students will step into the shoes of Kartchner as he leads the internal discussion on whether and how to tap into the benefits of cognitive analytic solutions for Honeywell Aerospace and its customers.

NOT perhaps the most vintage of Farnboroughs from the point of view of new aircraft and new technology, but undoubtedly one of the most successful in relation to the business done. Some fifteen major orders worth over £32½ million were announced, bringing the total order book for the industry this year to more than £782 million already. This exceeds by a handsome margin the new business won by the industry in any nine‐month period in the past, and it is expected that by the end of the year orders worth well over £800 million will have been received. Highlights of the new British hardware on show were the Hawker Siddeley Nimrod and production Harriers on the military side; the B.A.C. One‐Eleven 500, the Handley Page Jetstream, the Garrett‐engined Short Skyvan, and the Beagle Pups showed the resurgence of the industry's civil interests. The number of foreign aircraft that appeared, sponsored in the main by Rolls‐Royce, bore witness to the strength of Britain's aero engine and aircraft equipment industry, and further evidence of this was found in the exhibition proper with many examples of major items of equipment having been adopted for overseas markets. The overall impression at Farnborough was a new‐found confidence in the future of the industry exemplified by a more aggressive and effective export sales policy that has already proved our ability to deliver the goods. It is not possible to cover all the exhibits shown at Farnborough, but the report following describes many of the interesting items.

Jolted by a slump in home sales, US computer companies thrust deeper into Europe. Collaboration among European firms is seen as one way of meeting the threat. Meanwhile ICL's Sir John Wall (opposite) is out to kill the industry's mystique. Richard Brooks reports.

The following paper is a “Q&A interview” conducted by Joanne Pransky of Industrial Robot Journal as a method to impart the combined technological, business and personal experience of a prominent, robotic industry engineer-turned successful business leader, regarding the commercialization and challenges of bringing technological inventions to market while overseeing a company. This paper aims to discuss these issues.

The interviewee is Melonee Wise, an entrepreneur and veteran robot designer. In this interview, Wise candidly discusses her career journey, including the successes and lessons learned in the transitioning from an engineer to the CEO of two robotic start-up companies in just six years.

Melonee Wise had a love for building mechanical things since childhood. At the age of eight, she built and programmed a plotter out of Legos. Wise received BS degrees in mechanical engineering and physics engineering, and an MS degree in mechanical engineering from University of Illinois at Urbana-Champaign. While in school, Wise spent her summers interning at Alcoa, DaimlerChrysler and Honeywell Aerospace. She was able to parlay her passion of building robots when she had the opportunity to work on the DARPA Urban Challenge through her university. From there, Wise joined the start-up Willow Garage as a Senior Engineer in 2007. In 2013, she left her position as Manager of Robot Development at Willow to co-found Unbounded Robotics. When Unbounded unexpectedly shut down 18 months later, Ms Wise gave birth to Fetch Robotics, a manufacturer of autonomous and affordable robots for the warehouse and logistics industries.

Melonee Wise is an ambitious robot engineer-turned-entrepreneur in pursuit of fast-paced career and personal growth, and taking on unprecedented challenges. After interning at three large US manufacturing companies, Wise decided to pursue her PhD until the right company and opportunity came along. In 2007, she was asked by a Willow Garage co-founder to leave her PhD studies and join them as their second employee. Willow Garage, the creator of Robot Operating System (ROS) open source software and the PR2 hardware platforms, would go on to become one of the most significant robot incubators of the decade. Wise was one of the co-creators of TurtleBot, a consumer robotics product developed in nine months, and she helped with the design of the PR2 and ROS. Additionally, while at Willow Garage, Wise created the Intern Program, increasing the number of interns from one to over 60. Melonee Wise spun-off Unbounded Robotics in 2013 and headed Fetch Robotics in 2014. Wise and Fetch recently raised more than US$20 million in Series A funding. Wise holds the patent for a steering column lock assembly and has been honored with the prestigious awards: MIT Technology Review’s 35 Innovators under 35; The 2014 Business Insider’s 15 Most Important People Working in Robotics; and Robohub’s 2013 25 Women in Robotics you need to know about.

There are two major exhibitions in November which, between them, can be relied upon to provide something of interest to just about everybody who is interested in data processing.