| hiring high calibre people well in advance and giving detailed training. Spending time abroad acquiring necessary knowledge |
| understanding the process, knowing what was to be done, small but 'strong' project team, good control, good suppliers, training, communication, regular reviews, meeting deadlines |
| regular conference calls, meetings and personnel exchange |
| documented procedures for technology transfer |
| communication, visits, project planning |
| focused project management, excellent teamwork, total information sharing |
| good project management training of key engineering personnel and operators in HO plant on |
| similar equipment which was to be transferred |
| communication, good project management |
| good planning process. Providing clear objectives and milestones. Good project management skills |
| interactive planning meeting on site |
| existing production methods |
| detailed project plan and timetable. Good use of videoconferencing |
| project management |
| Project management local with HO assistance. Clearly agreed list of work items and schedule |
| meetings, visits, MS project, weekly hit lists |
| excellent technical skills throughout the plant. Strong track record of successful implementations/transfers |
| contracts with specialist capital equipment company to design and install one-off equipment |
| Presence in Ireland on semi permanent basis of someone from head office |
| an assessment file followed by a comprehensive tech0logy transfer file |
| extensive training programme |
| intersite group. Process checklists. Close management of supply issues. Cross site secondments |
| site engineer training for one month in USA prior to technology transfer |
| Champions established for transferring and receiving teams. Weekly transfer meetings. Project schedule detailed with clear ? And time lines. Severance retention packages put in place for transferring team. |
| project management, good communications, team building |
| good project management, teamwork, understanding; acceptance of non-turnkey transfer by engineering. Good relationship with major engineering contractor |
| generating a work breakdown for the entire project and agreeing completion dates with all involved parties for each item. Frequent review of quality/progress of intermediate steps with counterparts in process transfer at HQ |
| project management, communication |
| teleconference technology transfer team, good documentation |
| Internal guideline for technology transfer, benchmarking, site visits of key personnel, attendance at pilot trials at R&D sites, project teams |
| written procedure describing all elements of technology transfer- ensure nothing is overlooked |
| strong validation culture, technical expertise |
| Technology transfer procedure checklist, weekly review meetings, automated project tracking, quick resolution to issues |
| SOP's compiled to handle transfer, project management skills upgraded |
| use of predetermined technology transfer process, handover documentation (standardised), familiarisation visits |
| training, inter site communication, adequate budget, excellent project management |
| Excellent project management. Excellent communications, dedicated project team, Very clear project objectives. Regular project reviews |
| early establishment of multifunctional team including R&D, marketing, manufacturing and customer services. Clear goals. Frequent communication |
| communication between manufacturing and HQ team |
| regular project team meetings, risk analysis, ISO9002 procedures and specifications, validation protocol, testing and scale-up |
| Planning, management |
| planning meeting, teams, use of consultants, visits to development site, high level input from worksite manager |
| close working relationships |
| frequent structured internal meetings, defined new product introduction process, good interface with R&D site |
| project planning software |
| injection moulding, extrusion |
| visits, meetings, ex-pats |
| financial presentation, technical presentation, learning and development |
| documentation and protocols approved in advance of visits from R&D |
| Poor planning by HO affiliate, rush to production before technology fully developed |
| Shortcomings in performance specs for products |
| Poor communication between sites |
| poor training infrastructure. Site just finished start-up |
| Responsibilities not adequately defined on both sides |
| validations and slight process modifications |
| lack of face to face meetings in some areas |
| Lack of detailed specifications at original transfer site |
| inadequate sourcing of local suppliers. Reliance on home suppliers |
| Analytical validation, EPA permission, EINECS approval |
| Totally new technology. No skills base |
| differing goals and objectives. Differing applications of machine safety directives |
| Machines were all upsized. Climate control - warm to cold |
| limited resources based on site; manpower, production capacity, adequate team structures |
| decision making at corporate level |
| lack of delegation |
| tight start-up deadlines, language/cultural differences between sites |
| Lack of knowledge/support from external engineering |
| poor documentation, 'moving goalposts' |
| Poor establishment of supply chain links. I.e. poor hands off/management of vendor base |
| Atlantic ocean |
| transfer of specific detail required for smooth running of the process |
| Production scale-up runs were at parent facility |
| technical training |
| planning meetings, schedule, regular meetings of team |
| Poor initial design and validation |
| language |
| Sudden changes being made on the ground without full consultation |