• Technology/Research S-curves

Technology/research S-curves are a crucial R&D management tool that provides a holistic view and organizes related activities across the organization. This results-oriented tool also supports resource allocation, task planning, and utilization.

The tool starts with the ultimate goal and creates a scheduled, step-by-step operational plan, which is fully traceable throughout the three phases: groundwork, development, and utilization.

Taking this approach will give the plan the flexibility to sharpen and update itself. However, to overcome a hurdle that stands in the way of achieving the ultimate goal, it may be necessary to rethink and recreate current knowledge with new knowledge.

Take the state-of-the-art exoskeleton project as an example. The team’s expertise is primarily in mechanics and mechatronics, which enables them to successfully pursue the goal of superb mechanical design. However, the team lacks a profound comprehension of anatomy and mathematical modeling, which is essential for developing exoskeletons that interact synergistically with the wearer. Researchers are consequently starting from scratch to coalesce mathematical simulations and computers to develop musculoskeletal modeling. Such networking activities conducted by various researchers play a key role in connecting downstream and upstream phases to overcome individual barriers and provide greater opportunities for success. Developing conductive rubber as a soft-suit sensor is another example of a notable outcome that the approach helps generate a new theme, promote the adoption of results, and boost innovation.

• Domain of Utilization

A great number of MTEC accomplishments and new promising products for future use  can be categorized as follows: Manufacturing and Engineering Services Industry, Safety and Quality of Life, Health and Wellness, Agro-based Industry and Energy, Rail and Modern Transports.

Another key challenge is developing application-specific metrics to evaluate the pace of technological development. In other words, the same product that shares the same underlying technologies may require different processes or specifications for different applications. For example, agricultural non-woven fabric is different from medical non-woven fabric.

• Research and funding sources management

In 2020, the Thailand Science Research and Innovation Fund (TSRI) was established to oversee budget allocation, replacing the Budget Bureau. This restructuring posed a serious challenge to MTEC, which had to adapt its research management processes to align with the new funding sources and the country’s research budget system.

To mitigate the risk posed by the changing funding landscape, the management team emphasizes building risk awareness about the financial situation among directly related researchers and support staff. Additionally, as a committee member and secretary of the BCG (Bio-Circular-Green Economy) Model, NSTDA proactively adjusts the plan to respond to changes in capability, budget, and stakeholder requirements and constraints.

We encourage and undertake strategic alliances with global partners to develop project ideas and proposals, both applied and fundamental research. Projects with well-defined goals and objectives have a higher success rate in funding competitions.

Support staff engagement is imperative, and staff must adapt and reconsider their roles and contributions in light of new changes. Funding for research from private companies or state enterprises has dwindled and shifted to funding sources such as the Thailand Science Research and Innovation Fund (TSRI). Support staff must now play a strategic role in promoting linkages between researchers and funding sources globally.

Examples of changes in research funding sources are as follows:

(1) The grants provided by the Global Environmental Facility (GEF) Fund enable MTEC, ENTEC, and NECTEC to cope with carbon emissions, especially from transport in the tourism sector. The scheme encourages the use of more eco-friendly modes of travel, such as the railway.

(2) MTEC promotes collaboration with regulators or influencers who lack the necessary technical capabilities to carry out project tasks. For example, MTEC and the Department of Land Transport work together under the “Road Safety” scheme to address road traffic injuries and incidents.

(3) MTEC provides technical perspectives and actively participates in the project entitled “Enabling Activities to Review and Update the National Implementation Plan for the Stockholm Convention on Persistent Organic Pollutants (NIP/POPs Update)” with the Pollution Control Department (Thailand). MTEC plays a vital role in establishing an inventory of POPs and formulating the National Implementation Plan according to the Stockholm Convention.

SMARTest, a testing technique for rapidly screening the presence of persistent organic pollutants (POPs), was utilized and compiled as sufficient quantitative data. This data will be helpful for developing indicators of implementation to reduce or eliminate POPs release around the globe.

• Industry 4.0

The Fourth Industrial Revolution, or Industry 4.0, is the next massive wave of change in the manufacturing sector. It will have a profound impact on manufacturing efficiency and competitiveness. For MTEC, the adoption of Industry 4.0 principles will be driven by an Application Pull. In other words, it will be driven by changes in the operating environment, with the key roles of Trio-QCD (Quality-Cost-Delivery Time). Recent examples of Industry 4.0 in action at MTEC include: manufacturing automation, automatic machinery for agriculture, customized automatic robots, and Statistical Process Control (SPC) for an automation of aluminum casting.

• Portfolio Management

Given the constraints of task-budget-manpower, effective portfolio management can ensure an organization’s success and competitive advantage. In other words, clearly defined portfolios can significantly improve manufacturing planning and deliverability, leading to greater revenue opportunities.

Before adopting a personalized approach to systematic portfolio management, MTEC used a holistic approach, which made it difficult to address specific issues promptly. Management has made a personalized approach a focal point for the past few years. They now conduct monthly portfolio reviews at all levels of the hierarchy to identify and address issues and oversee progress, especially to ensure that revenue targets are met.

• Outcome-Impact by Design

After three research units under the umbrella of MTEC—the Life Cycle Assessment Laboratory, the Failure Analysis and Materials Corrosion Laboratory, and the Materials for Energy Research Unit—reorganized into the Technology and Informatics Institute for Sustainability (TIIS), the Rail and Modern Transports Research Center (RMT), and the National Energy Technology Center (ENTEC), MTEC’s impact was significantly reduced. One reason for this is that certain giant state-enterprises and large conglomerates, such as oil and gas titans and leading food exporters to the EU, which make up a significant proportion of the country’s GDP, are excluded from MTEC’s stakeholder engagement. Additionally, allowing sufficient time or a longer-term timeframe for the beneficial outcomes to become observable, rather than a shorter-term timeframe, is essential for this case.

To avoid the issue of undesired impact output, management uses “Outcome-Impact by Design” to develop proposals with promising high-impact and high-investment results. They first conduct an analysis to understand the components of high-impact results, and then establish criteria for evaluation. Finally, they map out the trajectory from the beginning to the end, ensuring that all components, activities, and processes are related and mutually reinforcing.