The method has a number of key distinctions: Unlike traditional, linear models of rapid prototype product development, it’s a cyclical process where one cycle inputs into the next and where a variety of solutions move repeatedly through a range of stages. It integrates rapid prototyping and multidisciplinary teams to allow numerous, and nearly simultaneous, iterations.

Inspired, in part, by approaches and techniques commonly employed in food industry test kitchens, this method requires a devoted team, incorporating all appropriate disciplines and allowing a broad range of process options for comparison and contrast as to efficacy, scaling and suitability.

This method typically postpones confirmation of a concept until several iterative cycles have been conducted, to preserve flexibility and to allow incorporation of new ideas into a synthesized set of solutions. Traditional approaches frequently focus early on a preferred outcome rather than permitting the open consideration of alternatives.

In rapid prototype, numerous potential processes may be evaluated and ranked for strengths and weaknesses. Experimental work and iterative prototype testing determines the right combination of conditions for each potential stage or step in the process. By combining unit processes that are most promising, a new process train can be defined, installed and tested, incorporating the best attributes and practices of the variations considered. And, of course, as with tasting in a “test kitchen,” the product is sampled, analyzed and tested without delay.

Why outsource development?
Companies outsource work for many reasons, often expecting to reduce costs and time to completion or to resolve resource availability issues. Sometimes the reason is safety, secrecy or anticipated production problems.

Many companies presume that cost is the easiest factor to assess and, consequently, they allow the purchasing department to evaluate the decision to “make or buy” developmental services. Unfortunately, many purchasing executives lack the information for an in-depth analysis and understanding of all relevant costs and risks. For example, in comparing the “price” quoted by an independent facility to an internal “budget,” a purchasing executive may ignore critical risk factors or competition for internal resources simply because that information is not presented to him.

Some companies have saved millions of dollars by employing outsourced facilities to take the risks in scale-up, notable among them, firms in the pharmaceutical industry. There are several examples in our database where the world’s foremost experts in a particularly narrow field of chemistry learned to their horror that the impossible does occur.

In one memorable case, a client company assured us that its fluorinated product was entirely stable and couldn’t damage our all-glass, high-vacuum distillation system. The glassware was replaced. Had this work been performed in the client’s facility, the notoriety and delays in incident investigation and equipment replacement might have had disastrous consequences for other products and work scheduled in their facility.

“There are so many constraints for companies — some initially unforeseen — in new product development,” says Mike Keenan, a retired senior chemist from Exxon who has worked and consulted on a number of projects at Pressure Chemical. “Since many companies are committed to existing technologies, it’s difficult for them to have the equipment, capital and, sometimes, the mindset to develop new products and processes efficiently. And companies vary in their strengths. Some are superb at taking someone else’s process and making it more efficient and effective. Others are better at discovering a new process from scratch. In any event, outsourcing certain stages of the product development process can bolster total development efforts,” according to Keenan.

“You need to develop new products outside of the typical constraints of manufacturing, preferably where you can brainstorm for ideas with operators, chemists, mechanics, engineers and regulatory specialists,” Keenan added. “You need to be in a place where change is anticipated and facilitated, not where change requires sign-off at several levels and can take weeks or months.”

Changing equipment and process procedures are germane to the development process. “Unanticipated issues arise during scale-up; it’s common to change equipment and conditions midway through the development process, even during the course of a reaction” said Brandon Ritchie, a senior project manager at Pressure Chemical. “It’s much easier to change something in a well equipped pilot plant than in a client’s production facility. Safety, flexibility and speed are everything in process development,” he added. Pressure Chemical’s project leaders are given full authority to accept client initiated changes in equipment and operating conditions so long as the change conforms to defined safety requirements.

For example, a new client project required some dramatic modifications to the distillation of a high melting monomer. The attempted distillation resulted in a lot of freezing in the process piping. The problem was solved by injecting an appropriate solvent into the overhead to deliver the product as a solution. “We had the ability to modify the equipment quickly and to develop a new, highly successful process for the distillation,” Ritchie said, adding that this preserved the delivery schedule for the product.

Regulatory issues
Large rapid prototype Shenzhen companies are well aware of the impact of federal, state and local regulatory issues in product and process development. Smaller companies, especially ones that do not manufacture novel chemical products, may be totally unaware of the regulations affecting new chemicals. An independent pilot facility that specializes in innovative materials maintains an awareness and working knowledge of the rules, limitations and regulations impacting its customers’ development efforts. For those without the internal regulatory capability, an early consultation with an independent pilot facility should at least identify regulatory issues.