centre for knowledge transfer - annual review 2005

CENTRE FOR KNOWLEDGE TRANSFER ANNUAL REVIEW 2005 LONDON SOUTH BANK UNIVERSITY

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KNOWLEDGE TRANSFER

Knowledge Transfer Partnerships are government-fundedprogrammes, designed to boost UK industry by providingenterprises with resources to improve their market position. Thegovernment offers grants to both small and large companieslooking for additional expertise and funding to improve theirbusiness performance over the medium term. The initiative seeksto strengthen competitiveness and wealth creation in the UKthrough the encouragement of innovation in the private sector. Byforming collaborative partnerships between universities andexpanding businesses, the KTP programme helps enterprises toaccess the knowledge and skills available within the UK.

The Centre for Knowledge Transfer seeks to strengthen theuniversity’s research, consultancy, teaching and technology base,thereby enhancing the skill and experience of the academic staffin applying technology and expertise to commercial situations.Additionally, the Centre seeks to create greater interactionbetween the University and industry, while encouraginginnovation in UK businesses through the development ofknowledge sharing projects. The Centre at London South BankUniversity has become the leading KTP partner in the GreaterLondon Area.

AREAS OF EXPERTISE

Arts and Human Sciences• Arts Management• Education and Learning Skills Development• Media and Creative Industries

Business Management• Electronic Commerce• Financial Management and Accounting• Sales, Marketing, and Distribution• Corporate Governance

Computing and Information Technology• Computer Systems and Networking• Internet and Multimedia• Information Systems Management• Software Development

Construction and Property• Building Design and Architecture• Construction Management• Surveying, Property, and Development

Energy and Environment• Building Services Engineering• Energy Generation and Management• Sustainable Energy Systems

COMPANYSIZE INDUSTRY SECTOR INVESTMENT

Food and Nutrition• Food Processing• Food Safety and Quality Control• Food Science and Technology

Health Services• Health Services and Hospital Management• Occupational Health and Safety• Public Health Awareness and Education

Manufacturing• Industrial Design• Process Control and Monitoring• Production and Operations Management

TYPES OF KTP PROJECTS

• Improving existing products• Developing new products• Introducing new technology• Developing the company expertise base• Streamlining manufacturing processes• Implementing new systems and processes• Improving logistics processes• Improving planning and scheduling processes

INTRODUCTION

Welcome to the fourth Annual Review of the Centre forKnowledge Transfer at London South Bank University. We havehad yet another successful year for both the Centre and theUniversity. London South Bank University has continued toexpand and develop lasting ties with companies throughoutSouth East England. The range of expertise offered by theUniversity has grown steadily, providing a wider base ofknowledge and skill to our commercial partners. The Centre hassustained its commitment to Knowledge Transfer by continuingto develop new ways to extend University expertise to localbusiness. The articles in this Review provide backgroundinformation about the University and the Centre for KnowledgeTransfer, and explain the mechanics of how the KTP Programmeworks. Also included is a list of KTP projects that are new to theCentre this year, as well as in-depth case studies that highlightsome of the year’s KTP projects and emphasise the benefits thatKnowledge Transfer Partnerships provide to both London SouthBank University and its partner companies. I hope that you willfind this Review both informative and interesting. The University isdelighted to receive comments and reactions as part of theprocess of extending its engagement with industry andcommerce.

Professor Deian HopkinVice-Chancellor and Chief Executive

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Recently, major businesses have invested in the development oftelephone-based call centres as they have sought to meetcustomer demand for more responsive services. As morebusinesses have come to rely on call centres, the need to lowercost and increase profitability has grown. Companies cannot affordto lose inbound calls, but many cannot afford to staff their centreswith sufficient operators to put a voice to every call. Increasingly,companies are looking to IT solutions to optimise resources.

Exony recognised the market gap for optimisation software thatcould monitor systems and automatically route-manage calls. Inearly 2004, Exony began a project with London South BankUniversity to develop a software product. KTP recruited Ezzat El-Barbary to design and develop a user-friendly software system toimprove virtual call centre performance.

Ezzat began by researching the needs of the market andinvestigating current software offerings. He then designed asoftware solution to meet this market opportunity, and went on tobuild and test design prototypes.

The Call Event Optimiser, the new software programme,manipulates queues of calls to allow businesses to service asmany of their customers as possible. Identifying an inbound callerby their account number, the Call Event Optimiser can recall thecaller’s personal details and history. Based on these details, thesoftware will route the call according to the enquiry, preventing anunnecessary drain on operator resources.

Steve Grainger, Senior Business Consultant and IndustrialSupervisor at Exony, explains, “The product identifies people’sdifferent needs based on their demographic information.Organisations can cherry-pick which calls to handle and bywhom. The software's artificial intelligence capability allows it tocontinually develop caller profiles, increasing response accuracyand effectiveness.”

“This product will change the way customers interact with callcentres,” commented Rex Dorricott, Chief Operations Officer atExony. “The initial product will enable users to make informedchoices about how they interact with customers. Calls are routedbased on client-specific information which can be tailored toinclude client history or where callers are within a businessprocess.”

With no optimiser present in the current market, Exony canexpect great success with the Call Event Optimiser in bothdomestic and international markets. At the cutting edge of callcentre technology, Exony is building a reputation as a thoughtleader in UK telecoms software.

Exony is now working to integrate their new product with othersto develop a comprehensive call centre platform. Steveconcludes, “Leading this project has differentiated us from ourcompetitors. Working with KTP allowed us to develop acompletely innovative product, which has extended ourknowledge footprint.”

Professor Allen Long is the Academic Supervisor from LondonSouth Bank University working on the project. Allen hassupervised over seven KTP programmes over the last six years.He also works as the Head of Centre for Intelligent BusinessSystems, a group that applies artificial intelligence systems tobusiness problems. His wealth of expertise has been critical tothe development of Exony’s project.

This KTP project has introduced artificial intelligence into Exony,and has allowed the university to enhance its own expertise andto gain experience of call centre technology.

Exony has already offered Ezzat a permanent employmentposition following the KTP programme. A second associate iscurrently being recruited to continue developing the project.

EXONY, founded in 1999, develops innovative next-generation software for the operation of telephone call centres. Its products allowcustomers to optimise call centre performance, improving efficiency and reducing operating cost.


As technological advances continue, more and more clientsexpect rdc Foley Cooke to produce 3D computer-generatedimages during the consultation phase. rdc Foley Cooke had asmall in-house graphics team, but was forced to outsource 20-25% of its consultation design work to cope with client demand.The outsourcing process raised significant issues for thecompany. By outsourcing graphics, rdc Foley Cooke facedreduced margins, quality control problems, incompatibletechnology, and inconsistent formatting.

rdc Foley Cooke approached London South Bank University toinitiate a KTP programme to develop an in-house graphic design/3D visualisation system to overcome the problems caused byoutsourcing, and to enable it to compete against other designfirms who could offer integrated retail interior design and 3Dgraphical capability.

KTP placed two academics with the project to provide expertise.Hilary Dalke has helped expand and develop the company’screative side, while Dr. Ebad Banissi has advised from a technicaland IT perspective.

Ebad explains the project: “rdc Foley Cooke wants to use 3Dmaps for designing retail settings. Our aim is to allow them tointroduce a 3D design system which will enable them to meetclient needs and go after new business opportunities moreeffectively.”

Ebad and Hilary are currently in the early stages of producing apaper on their involvement in this project, outlining the key issuesof digital design in the retail industry. This paper will enhance theprofile of both rdc Foley Cooke and LSBU.

KTP recruited Cuong Phan in 2004 to develop rdc Foley Cooke’s3D visualisation software capability for use at the initial designstage. Cuong began with conducting a market analysis to createa profile of retail design companies throughout the UK. Using hisresearch, Cuong could then decide which software would bestmeet the company’s goals.

After narrowing down various options, Cuong selected onespecifically based on rdc Foley Cooke’s need to help clientsvisualise their plans and give them a tangible sense of space ona design. rdc Foley Cooke has now installed the software on allof its workstations. Cuong is currently training the staff on how touse the software and how to incorporate the programme with therest of their work.

By eliminating outsourced graphic design work, rdc Foley Cookeestimates that its profit margins will be boosted by 15-20% percontract. The new operating system will reduce the amount oftime needed to work on each project, saving additional labourcosts and enhancing the final product. Design Director RogerCooke explains, “Our KTP project helps to control the designprocess. Unexpected circumstances have been mitigated, whichhelps us better manage our business strategy as a whole.”

To monitor the performance of the graphic software, Cuong alsoimplemented a project management tool. This tool allows rdcFoley Cooke to organise contracts, work schedules, andinvoices. Gavin Ferguson, Graphics Director and IndustrialSupervisor at rdc Foley Cooke said, “This software is helping usstreamline the design and financial management processes ofour business significantly. It maximises the use of the in-housegraphics system, while improving business managementefficiency.”

Commenting on the benefits that rdc Foley Cooke has reapedfrom its involvement with KTP, Roger Cooke concludes, “Thestructural way in which KTP functions helps us stay on track withproject goals and development. KTP has highlighted areas ofpotential weakness and allowed us to improve and develop thoseareas. KTP has given us a competitive edge.”

RDC FOLEY COOKE has been operating since 1986 as a design consultancy, working on retail and leisure projects in the high street,airport and marine sectors. It provides complete 2D and 3D design solutions which encompass retail strategy and concepts, brandidentity, graphics, visual merchandising, and project implementation. rdc Foley Cooke provides expertise in the complete design processto customers such as Harrods, Bacardi-Martini, BAA, Alpha Retail, and Tesco.


ODI has increased its staff steadily over the last few years, andit has become difficult to manage and to organise their wealthof knowledge. Because staff frequently work overseas onassignment, the need to easily and effectively access, share,and exchange information is vital. As the marketplace becomesincreasingly competitive, such access is an even moreimportant determinant when responding quickly to marketopportunities.

“Research institutes need to produce tenders quickly andefficiently to bring more work in,” explains Peter Gee, Head ofIT and first Industrial Supervisor at ODI. “It is often most efficientto re-use some of the information in other tenders or seminars.But previously, it has been difficult for the entire staff to accessthe information.”

In 2003, ODI began a KTP project with London South BankUniversity. Ben Ramalingam, the first KTP Associate, began theproject by interviewing staff about their work and the existingknowledge management systems in place. Using thisinformation, he planned how ODI could develop a system togive access to shared knowledge. Ben implementedinterdepartmental working groups and used appropriateincentives to ensure staff sharing. By turning the library into aninformation centre and producing a knowledge-and-learningtoolkit, Ben set about breaking down the organisational andcultural impediments to knowledge sharing that existed withinODI.

Only once this breakthrough had been achieved could thesecond phase of the project begin. KTP recruited PaulMatthews in 2004 as the second Associate to install the ITsystems designed by Ben. Paul is developing an intranetsystem and website content management system that will beadopted throughout the company’s international network.

By developing this knowledge management system, ODI hasreduced unnecessary duplication of work within the institute andis now extracting the maximum value from its knowledge. Theintranet system will allow users across the globe to accessknowledge, based on easy-to-navigate parameters such ascountry, sector, seminar theme, and previous tender.

“A research institute like ODI is dependent on researchcontracts. This system enables us to reduce the amount of timetaken to produce a tender,” said John Young, KnowledgeManagement Officer and second Industrial Supervisor at ODI.“This allows us to compete more effectively, to win moreresearch contracts, and to boost our income.” The first of twoarticles on ODI’s KTP project was published in the KnowledgeManagement Magazine in November 2004. Co-written by Benand Academic Supervisor Mikko Arevuo, these articles aretestament to the success of the project and highlight theuniversity’s range of expertise. London South Bank University isalso currently redesigning the MBA course and these twoarticles are to be used as case studies for the knowledgemanagement course.

The benefits of KTP also extend to the participating academics.Professor Vic Lane of London South Bank University, secondAcademic Supervisor on the project, explains the personalbenefits he has derived from working on the project: “Workingwith an organisation of researchers is an excellent experiencefor me. I have been able to broaden my contact base and honemy commercial skills. I would highly recommend participation ina KTP project to other academics.”

“Without KTP, it would have been near impossible for ODI tocomplete this project,” commented Peter Gee. “The ideas,resources, and support KTP provides were the catalyst for us.Though we knew this project was needed we wouldn’t havemanaged to implement it without the framework of KTP.”

OVERSEAS DEVELOPMENT INSTITUTE is one of UK’s leading research institutes on international development and humanitarian issues.Its mission is to inspire and to inform policy, leading to the reduction of poverty, the alleviation of suffering, and the achievement ofsustainable livelihoods in developing countries. ODI operates as a commercial organisation and is reliant on income from major researchand consulting projects for research foundations, international organisations, and other companies.


SEA/RENUE sought to develop in-house expertise that wouldallow it to successfully win Combined Heat and Power (CHP)feasibility study tenders. As the demand for CHP centrescontinues to grow in the UK, it is vital for their organisation to gainsuch knowledge. SEA/RENUE needed to develop complexsoftware models to identify energy performance of buildings andto procure the expertise with which to efficiently use the software.A KTP programme was developed to provide the resources andskills that could help develop SEA/RENUE’s CHP capabilities.

Dr. Tony Day, Director of the Centre for Energy Studies at LondonSouth Bank University, provided the knowledge needed fordeveloping the software models used in CHP feasibility studies.Tony’s work, combined with the technical expertise of the KTPAssociate, Luis Hinojosa, enabled SEA/RENUE to win twofeasibility study contracts in Southwark and Merton. The studieshave been completed and the projects are now in the earlystages of development.

Because of his work on the project, Tony was asked to sit on theboard at SEA/RENUE. Serving as a board member, he networkswith the key players in the London energy scene. By continuingto work on various projects on behalf of London South BankUniversity, Tony is enhancing the university’s reputation bothlocally and internationally.

Luis’s work on the KTP project has been so successful that hewas asked to present his research at the International Heat

Power Cycles (HPC) conference in Cyprus. His presentationcreated international exposure for SEA/RENUE and confirmed itsdedication to research. A paper based upon his presentation isto be published in a well-known scientific journal, AppliedThermodynamics Engineering, later this year. Publishing its workwill allow SEA/RENUE to boost awareness and improve itsposition within the domestic and international market.

Senior Renewables Officer and Industrial Supervisor, Paula Kirk,explains, “We didn’t have the resources to carry out such a high-quality project. Tony’s outlook has been really helpful - it is greatto have an academic link. He has really been an extra resource,providing input from a number of academics with extensiveknowledge in this area. He has encouraged us to publish ourwork which has really raised our profile.”

“We have expanded our turnover significantly,” comments ChrisDunham, Managing Director at SEA/RENUE. “This is in part dueto our activities in CHP, in which KTP has had a significantimpact. We recently secured £6 million in grants for CHP-relatedwork in Southwark from the EU and DEFRA. The project adds upto £25 million and we are the lead partners on this four-yearproject.”

The KTP project has established SEA/RENUE as a specialistconsulting firm. Following the programme, the company expectsto take on more feasibility work independently, boosting itsmarket share in this sector. Upon completion of the initial project,

SEA/RENUE is undertaking another KTP project with LondonSouth Bank University. The focus will be on developing newenergy modelling software, to be used at the core of a newconsultancy service. This second initiative will build upon themomentum developed in the first KTP project.

“KTP has developed our capacity both in consultancy andsoftware development,” concludes Chris Dunham. “The potentialfor us to expand this area of our business significantly, as well asdelivering real projects on the ground, will meet our goals ofmaking London more sustainable. I would have no hesitationrecommending other businesses to investigate the ways in whichKTP can help them to develop.”

SUSTAINABLE ENERGY ACTION / RENEWABLE ENERGY IN THE URBAN ENVIRONMENT (SEA/RENUE) operates as a not-for-profitorganisation in London. SEA/RENUE deals with the promotion and management of the sustainable use of energy, through practical adviceand consultancy to organisations and businesses. They are dedicated to creating a sustainable future for London.


In recent years, Wright Machinery faced several challenges. Theincrease in low-cost manufacturers from overseas has undercutits pricing and has increased competitive pressure. Manualoutput planning has reduced efficiency in the scheduling andplanning of projects, and has caused problems when workingunder deadlines. In order to develop a competitive presence inthe market, Wright needed to find a way to cut manufacturingcosts.

Wright began a two-Associate KTP project with London SouthBank University in 2004, with the aim of lowering productioncosts and creating a planning system to effectively control themanufacturing and distribution process.

The first KTP Associate, Ran Mendelewicz, was tasked withlowering production costs. Ran analysed existing vibratoryconveyor designs and, by cutting excess parts and processes,reduced the price of production by £120 per unit. Wrightexpects this reduction in manufacturing cost to saveapproximately £72,000 per year.

Ran then started to develop Wright Machinery’s futureconveyors. These designs will enable Wright to secure highermargins. Three of these prototypes were showcased at anexhibition in Germany, building Wright’s international reputationand placing it at the forefront of conveyor manufacturingtechnology.

Ran also developed a revolutionary design for a new vibratoryconveyor, which is now being patented by Wright. Thisconveyor costs less to produce and is more efficient thanprevious models. This design will propel Wright Machineryahead of its competitors, cutting overheads and allowing thecompany to significantly improve the profitability of thebusiness. Tim Moulsdale, Wright’s Engineering Director andIndustrial Supervisor, comments, “We have stolen a march onthe competitors through the use of new technology.”

The second KTP Associate, Rosemary Thomas, analysedcurrent systems for opportunities to increase productionefficiency. She developed a master schedule of production thatdisplayed all the jobs currently in progress as well as prioritisingthe order of their completion. In addition, she developed asequencing procedure. By ensuring that everyone is aware oftask scheduling, Wright massively cut costs in overtimepayments and significantly improved its ability to meetcustomer deadlines. Efficient scheduling also meant that Wrightdid not accrue unnecessary manufacturing costs.

Wright’s Financial Director, Angus Davidson, explains,“Rosemary’s tools have been crucial to our ability to completedeliveries on target. By implementing a tool for deliveryforecasting, the sales team can now offer clients realisticdelivery dates. This way, if customers need quick turnaround,we can pass some of the additional costs incurred onto thecustomer. Previously, we could not guarantee delivery and

therefore lost business. Additionally, improving the visibility ofour manufacturing process has freed up cash, which allows usto focus on business development and attracting newcustomers.”

Managing Director James Walsh comments, “The people KTPrecruited are first-rate. Ran and Rosemary are bright andcapable. They deliver on their commitments and resourcethemselves effectively and efficiently. They have become criticalto our operations.” Based on their KTP experience, bothAssociates are currently pursuing MSc degrees at LSBU.

James added, “We foresee a dramatic increase in profitfollowing the project’s completion. The principle of KTP hasbeen excellent and we are delighted with the expectedoutcome. For businesses embarking on a KTP project, thebenefits are exponential.”

Chris Dowlen, Academic Supervisor, reflects, “Working on thisproject has been hugely beneficial to my vocationaldevelopment. Advising and receiving feedback on theseprojects has given me a unique insight into the manufacturingindustry. As a result, I am able to continually increase myrelevance to students, providing them with direct experienceand industry contacts.”

WRIGHT MACHINERY has been operating in the food handling and packaging industry for over 50 years. Serving niche sectorsinternationally, Wright provides conveyors, packaging machines, and support frames to food manufacturers. It also provides a variety ofvibratory conveyor systems, specialising in intelligent product control.


BLUES CLOTHING LTD.Business: Manufacturer of clothing.Project: Development and implementation of a new software-based IT system, which will assist in controlling the design andmanufacturing process, as well as organising the company’sfinances.

CABLEDUCT LTD.Business: Manufacturer of cabling and trunking systems for thebuilding services industry.Project: Introduction of new product design capabilities,calculated to reduce the costs of manufacturing key productlines.

ENERGY AUDITING AGENCY LTD.Business: Provider of energy management software.Project: Development of state-of-the-art rapid energy modellingsoftware, which will be incorporated into the company’s coreproduct, producing the most advanced energy analysis toolavailable in the market today.

ENERGY CONSERVATION AND SOLAR CENTREBusiness: Renewable energy consultants.Project 1: Development of renewable energy source expertise.Project 2: Development of application models for hydrogen fuelcell Combined Heat and Power (CHP) installations.

EUROTALK LTD.Business: Manufacturer of language-learning software.Project: Development of a revolutionary new product, capable ofdelivering language-learning tools and content to mobile phones.

FULCRUM CONSULTINGBusiness: Engineering consultancy firm.Project: Development of an expertise base in ground-coupledthermal technology, to be used in a new consulting service.

GMJ DESIGN LTD.Business: Provider of computer-animated images to thearchitectural and design industry.Project 1: Development and implementation of new visualisationand graphic software tools.Project 2: Development of Geographical Information Systems(GIS) technology, to be used for creating highly accurate 3Dcomputer modelling designs.

METAFOUR UK LTD.Business: Provider of software services to the travel and courierindustries.Project 1: Design and development of new software products tofacilitate expansion into larger courier markets.Project 2: Design and programming of a user interface softwaresystem.

SELECTION SERVICES PLCBusiness: IT hardware and software management services.Project 1: Development and implementation of new technologyand software.Project 2: Design and programming of a complete IT systemproduct.

SEA/RENUEBusiness: Renewable energy solutions consultants.Project: Development of expertise in Combined Heat and Power(CHP), to be used in developing new energy modelling softwarefor the core of a new consultancy service.

TARGET PLASTICS LTD.Business: Manufacturer of precision plastic components.Project: Development of a new production system designed toincrease efficiency and cut manufacturing costs.

FINANCIAL INFORMATION

At London South Bank University, the main funding bodies of theKnowledge Transfer Partnerships programme have been theDepartment of Trade and Industry (DTI), the Department for theEnvironment, Food and Rural Affairs (DEFRA), and the Economicand Social Research Council (ESRC). Combined, these threeorganisations have committed over £3.27 million in grant fundingtowards this year’s active KTP projects at the Centre forKnowledge Transfer; investments from our company partnershave totalled £3.79 million.

In total, the Centre is currently managing funds for this year’scontracted projects in excess of £7.07 million. These significantfinancial investments from both private and government sourcesestablish London South Bank University as one of the leadingKTP Knowledge Base Partner institutions in the UK.

CENTRE FOR KNOWLEDGE TRANSFER LONDON SOUTH BANK UNIVERSITY

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FUNDING THE CENTRE FOR KNOWLEDGE TRANSFER

Head of CentreNathan Burgess

Deputy ManagerBarbara Ellis

Marketing OfficerPia Lo

Finance OfficerMarius Snyders

AdministratorShirley Nicholson

Telephone: 020 7815 6922Facsimile: 020 7815 6915Email: [email protected]: www.lsbu.ac.uk/ktpWebsite: www.ktponline.org.uk

Design and Productionwave, LondonTelephone: 020 7935 3741

©2005 Centre for Knowledge Transfer, London South Bank UniversityThis report covers the year 1 August 2004 to 31 July 2005


CENTRE FOR KNOWLEDGE TRANSFER LONDON SOUTH BANK UNIVERSITY, 90 LONDON ROAD, LONDON SE1 6LNTELEPHONE 020 7815 6922 FACSIMILE 020 7815 6915 EMAIL [email protected] WEBSITE WWW.LSBU.AC.UK/KTP


centre for knowledge transfer - annual review 2005

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