| Session Title: Evaluation for Encouragement and Evolution to Innovation: Toward the new progress phase of RT&D |
| Multipaper Session 780 to be held in Manhattan on Friday, Nov 4, 4:30 PM to 6:00 PM |
| Sponsored by the Research, Technology, and Development Evaluation TIG |
| Chair(s): |
| Naoto Kobayashi, Waseda University, naoto.kobayashi@waseda.jp |
| Discussant(s): |
| Osamu Nakamura, National Institute of Advanced Industrial Science and Technology (AIST) Chugoku, osamu.nakamura@aist.go.jp |
| Abstract: Recently, Japan has been suffering from the unprecedented national tragedy by the heavy earthquake, enormous tsunami and terrible nuclear accidents. In order to recover from the disaster and let industries revive (advancement, transformation or creation etc.), a rapid and opportune chain of innovation is inevitable. Although it goes without saying that appropriate research, technology and development (RT & D) must be performed, the effective and efficient evaluation of the RT&D and its reflection are especially important. Therefore, we put emphasis on the evaluation to encourage the RT&D group from the viewpoint of (1) the strategy for innovative technology development, (2) efficient RT&D and academic-industrial alliance, (3) communication between academia and industry to realize innovation, and (4) new analysis methodology for evaluation of outcomes and economic effects. This session is intended to discuss the issue including reports of various progress phases of RT&D from several organizations -Waseda University, AIST and NEDO. |
| Strategy and Evaluation of Research Initiatives in Waseda University |
| Naoto Kobayashi, Waseda University, naoto.kobayashi@waseda.jp |
| Along with the new research organization system, Waseda Univeristy has started a new research program named “Research Initiative' in 2009. The research initiative is aiming at an increase in the international competitiveness and the formation of an autonomous and continuous research organization. We have selected 8 research initiative fields derived from global and social issues, and strategic research issues of the university. Each research initiative has a research period of 5 years, and ex-ante evaluation, interim evaluation, final evaluation and follow-up evaluation are performed before, during and after the period. Indices of (1)advancement, (2)originality, (3)autonomy, (4)academic and social influence, and (5)diverse human resources are taken into account for the evaluation. It is crucial that the evaluation can encourage the research groups and their activity. Especially the evaluation to encourage them for effective academic and social influence is very important, although researches in universities should be based on freedom and curiosity. |
| An Improved Approach of Research Unit Evaluation at the Beginning of the Third Research Program Term of AIST |
| Takashi Yoshimura, National Institute of Advanced Industrial Science and Technology (AIST), yoshimur@ni.aist.go.jp |
| Yoshiaki Tamanoue, National Institute of Advanced Industrial Science and Technology (AIST), y.tamanoue@aist.go.jp |
| Masashi Suzuki, National Institute of Advanced Industrial Science and Technology (AIST), suzuki-m@aist.go.jp |
| Shigeko Togashi, National Institute of Advanced Industrial Science and Technology (AIST), s-togashi@aist.go.jp |
| Hidenori Endo, National Institute of Advanced Industrial Science and Technology (AIST), h.endo@aist.go.jp |
| Kanji Ueda, National Institute of Advanced Industrial Science and Technology (AIST), k-ueda@aist.go.jp |
| We attempted to improve efficiency of research unit evaluation while emphasizing the perspective of social outcomes at the beginning of the third research program term of AIST. Main points of the improvements are to increase the number of external reviewers of the evaluation committee, reduce the burden of the evaluation process and strengthen the recommendation function of the evaluation committee. We will summarize the results of the research unit evaluation in the first year of the third research program term and also present some analysis of the results with the improved evaluation system. |
| Strategic Collaboration Network to Develop the Low Carbon Society by the Innovative Renewable Energy |
| Osamu Nakamura, National Institute of Advanced Industrial Science and Technology (AIST) Chugoku, osamu.nakamura@aist.go.jp |
| Shinichi Matsui, National Institute of Advanced Industrial Science and Technology (AIST) Chugoku, matsui-shinichi@aist.go.jp |
| Yoshiyuki Sasaki, National Institute of Advanced Industrial Science and Technology (AIST) Chugoku, y.sasaki@aist.go.jp |
| Japanese government has adopted the new growth strategy, which consists of life innovation and green innovation in order to revive the active Japan. AIST has set these two innovations as the mission of its 3rd research term, to support economy and environment and raise high QOL of the nation. In AIST Chugoku, Biomass Research Center has been developing the manufacturing technologies for renewable energy by utilizing resources of woody biomass abundant in Chugoku district. Moreover, based on these technologies, we contribute to act as a local innovation hub to collaborate with universities, public research institutes, and SMEs in Chugoku areas to encourage the local industry and economy. Scenario and roadmaps, network for innovation hub and dissemination of research outputs are especially important for strategy and evaluation. In this study, the strategy formation and the useful evaluation system will be discussed in order to enhance the dialogue between actors mentioned above. |
| Research on the Derivative Effect Created by NEDO Projects |
| Sayaka Shishido, New Energy and Industrial Technology Development Organization (NEDO), shishidosyk@nedo.go.jp |
| Kazuo Fukui, New Energy and Industrial Technology Development Organization (NEDO), fukuikzo@nedo.go.jp |
| Masaru Yamashita, New Energy and Industrial Technology Development Organization (NEDO), yamashitamsr@nedo.go |
| Mituru Takeshita, New Energy and Industrial Technology Development Organization (NEDO), takeshitamtr@nedo.go.jp |
| Starting in FY2004, NEDO began to conduct follow-up surveys to better understand the progress achieved after completion of its national projects. Entrustment contractors participating in NEDO's projects are surveyed utilizing questionnaires, and hearings are also held. In this study, we analyzed various cases of both successful and unsuccessful commercialization from such viewpoints as development phase organization, market factors, prospects for developing new business opportunities, and systems of research and development. As a result, we learned that NEDO's projects have created a derivative effect in peripheral areas (networks, personnel training, etc.) by developing related technologies in addition to the effect intended at the time of project initiation. In fact, it was clearly demonstrated that the projects, whose primary R&D themes achieved significant progress during the project period, had a high rate of commercializing products within five years after project completion. The factors that produced this result are discussed. |
| Study to Evaluate the Cost-effectiveness of NEDO Projects: Analysis of 'NEDO inside Products' Survey |
| Masaru Yamashita, New Energy and Industrial Technology Development Organization (NEDO), yamashitamsr@nedo.go |
| Kazuo Fukui, New Energy and Industrial Technology Development Organization (NEDO), fukuikzo@nedo.go.jp |
| Sayaka Shishido, New Energy and Industrial Technology Development Organization (NEDO), shishidosyk@nedo.go.jp |
| Mituru Takeshita, New Energy and Industrial Technology Development Organization (NEDO), takeshitamtr@nedo.go.jp |
| This study aimed to analyze and evaluate cost-effectiveness of NEDO projects on a macroscale, including both direct and indirect effects, based on achievements attained through development projects over a 30 year period in the fields of new energy, energy efficiency, environmental and industrial technologies. In the study, products which took more than five years to be commercialized after completion of a NEDO project and which were created using NEDO development results as their core technology were defined as 'NEDO inside products.' Approximately 30 NEDO inside products having relatively high sales were selected for the study. The sales history of products was reviewed and future sales, job creation effects and Co₂ emission reductions were estimated and analyzed using data collected from relevant companies and industry groups through questionnaires, interviews and scientific literature. Cost-effectiveness of NEDO's projects as well as social benefits were then evaluated from both a medium- and long-term perspective. |