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  • Introducing Carclo PLC, A Unique Technology Company [View article]
    Richard... Yep, its old & outdated stuff. Quite right. I said so at the top of the article, I also posted the link to the article. I posted it for the benefit of any potential American investors who might be interested in knowing some of the history of how Carclo all began. Ivan clearly made the point in the title of his article & also in his script of informing his readers that it was to introduce Carclo as a 'whole' & that it wasn't just about touch sensors. I also tried to highlight those good intentions by posting the info about the GyroHalor, something which I know Ivan was already aware of but which many American investors who are new to Carclo may not be. I also had, the admittedly forlorn hope. that a change of subject would help stop you from hijacking his article & turning it into a vehicle for your usual ITO arguments about touch sensors.

    To date you have refused to write an article about Atmel, who are also about far more than just touch sensors. I have a suggestion for you... why not write an article extolling the virtues of ITO?
    Feb 13 04:47 PM | Likes Like |Link to Comment
  • Introducing Carclo PLC, A Unique Technology Company [View article]

    As Ivan wrote this excellent article to introduce Carclo to American investors & has made the point that its not just about XSense & ITO alternatives which has been debated to death & beyond... so maybe a change of subject would be appreciated buy those readers who considering Carclo as an investment.

    There are some potentially important implications about Carclo's Technical Plastics (TP) division in a recent report about the launch of GyroHalor (AirFluSal® Forspiro®)... TP manufacture the device which was a joint development project with VEC. This is a generic replacement for an £5 to 8 BILLION per yr product.... GSK's Advair inhaler which is world renowned treatment for asthma & other potentially serious COPD diseases. Advair is reckoned to be responsible for around 25% of GSK'a global revenues. GyroHaylor has now got European approval in several countries, several others imminently now expected & actually launched on the market a few weeks ago in Denmark. VEC have also appointed an unnamed marketing partner to pursue approval in the states. TP are in the throws of completing doubling their production capacity in the states... pretty obvious why!

    http://bit.ly/1hdvr5d

    Vectura Group plc

    AirFluSal® Forspiro® launched in Denmark

    Chippenham, UK - 20 January 2014: Vectura Group plc (LSE: VEC; "Vectura" or "the Company") confirms that our partner, Sandoz, has announced that it is launching AirFluSal® Forspiro® (formerly known as VR315), an innovative new inhaler for patients with asthma and/or chronic obstructive pulmonary disease (COPD), in Denmark today.

    Today's launch in Denmark follows the announcement on December 18 that Sandoz had received its first EU market authorisation for AirFluSal® Forspiro® after the completion the EU regulatory process for nine EU countries.

    AirFluSal® Forspiro® offers the proven combination of salmeterol (a long-acting inhaled β2-agonist) and fluticasone (an inhaled corticosteroid) in an innovative new inhalation device.

    Denmark has approved the 50-250 µg and 50-500µg dosage forms for the continuous treatment of patients above 12 years of age with persistent asthma or for symptomatic treatment of COPD in the same patient group. The product's safety, efficacy and equivalence have been proven in multiple clinical trials.1,2

    More than 55,000 (2012 figures) Danish patients are currently being treated with the fixed combination of salmeterol and fluticasone propionate, according to the Danish Ministry of Health's research institute, Statens Serum Institut.

    The innovative and intuitive to use design of the inhaler was awarded the Red Dot Product Design award in 2011, an internationally recognized quality seal awarded by the Design Zentrum Nordrhein Westfalen in Essen, Germany. The device features an innovative, patient-friendly design, including multiple feedback mechanisms:

    · Visual control features which help reassure the patient about dosing

    · Simple lever arm to load the dose

    · Clear and accurate dose counter

    Vectura initially developed the VR315 product and created the design of the innovative inhaler, before licensing the asset to Sandoz in 2006. It was subsequently developed in collaboration with Vectura as AirFluSal® Forspiro® by Aeropharm GmbH in Rudolstadt, Germany, Sandoz' global respiratory Center of Excellence.

    Besides Denmark, Sandoz has received marketing authorisations for a further three countries, including Germany, Sweden

    The following article is old & out of date now but its an interesting expose to a slice of Carclo's historical background from the start of some pretty humble beginnings that some folk may also find useful.

    http://bit.ly/1hdvr5h


    Carclo’s story symbolises the rise and decline of British manufacturing and the re-birth,

    of at least parts of it, over the last couple of decades. For most of the post-war years it’s a story of high labour input and low value-added, of fierce financial control generating cash to fund generous dividends for shareholders – but little or no investment in the future. According to Treacy and Wiersema , winning strategies are built on unrivalled world class performance in one of three key ‘value disciplines’:

    Operational excellence Delivering products/services to customers with optimum efficiency and minimum cost.
    Customer intimacy Dedicating the business to meeting the complete needs of carefully targeted customers and building ‘intimate’ long term relationships with them.
    Product leadership Providing products that continually redefine the state of the art. As well as leading their field in one of the value disciplines, companies must reach ‘threshold’ levels of performance in all three. It’s no good understanding customers’ requirements better than anyone else, for example, if you’re not capable of meeting them efficiently or at a competitive price.
    Figure 1

    Like Leighs Paints (see Stakeholder Satisfaction June 2009, http://tinyurl.com/ky2.... com/articles/), the story starts with undifferentiated products and commodity markets, and there are some similarities such as strong focus on quality and on targeting growth markets. But, Carclo’s transformation has been almost totally driven by focus on one of Treacy and Wiersema’s strategic disciplines – product leadership.

    A traditional British manufacturer

    Carclo’s origins date back to five family owned companies around Huddersfield and Halifax supplying wire and belting products to the textile industry. Some even pre-dated the industrial revolution – Carclo still having a ledger dating back to 1780 for Joseph Sykes, one of the Huddersfield companies! These businesses were immensely wealthy, often producing returns of 40% for their family owners in the 19th and early 20th centuries. In the early 1920’s the family companies merged to form Card Clothing and Belting Ltd, and in 1959 the company was listed on the London Stock Exchange allowing the families to realise capital. Like many asset-rich quoted companies, the company went largely unnoticed until the late 1960s when there was an upsurge of investors (e.g. Slater Walker) who built stakes in dozy family companies valued at less than their assets.

    In 1973 John Ewart bought a significant stake, soon gaining management control with the support of Slater Walker amongst others, and renaming the company Carclo. He then used the cash flows to build a stake in Carclo’s competitor, English Card Clothing (ECC), gaining control by 1979. This also landed him ECC’s highly profitable Indian subsidiary – Indian Card Clothing (ICC) which dominated the Indian textile market and soon generated half of Carclo’s profit. The problem for Ewart was the virtual impossibility of repatriating the profits from India thus making it increasingly difficult to fund a voracious appetite for dividends. So ICC was sold – breaking up a world leading position in textile technology. Ewart used the proceeds to again target old asset-rich companies, often still run by the original family. With no synergy, the acquisitions did little to improve Carclo’s profitability or future strategy. His last acquisition, however, was a Sheffield-based steel and wire business called Arthur Lee and Sons. Although still family managed, the Chief Executive, Peter Lee, was forward thinking, recognised the declining attractiveness of the steel market and had diversified by making three acquisitions in the high growth plastics industry, including a business in the attractive medical market.

    Now over 70, Ewart stepped down and appointed Ian Williamson as CEO in 1995. Williamson took over a £150m steel and wire company comprising five divisions and 20 businesses, with an interesting GEC-like corporate culture that was very focused on financial control, making it highly risk- and investment-averse. Every business, however small, had a qualified chartered accountant who produced detailed monthly management accounts that were rigorously scrutinised at HQ. Every company was independently financed with its own bank overdraft and adhered to a strict corporate capital-debt ratio, which encouraged spending on capital items such as machinery but deterred investment in off-balance sheet assets such as new product development, marketing or staff training. Consequently, Carclo companies tended to have plenty of production capacity but insufficient skills to exploit it resulting in businesses with poor organic growth, weak market positions and declining profitability.

    Cost base

    The company was also top heavy with plenty of managers and controllers and a high wage – high benefits legacy. Carclo was just not geared up to fund the innovation and added value which are the essential elements of competitiveness.

    Take Joseph Sykes. Much had happened since that 1780 ledger, including plenty of innovation. The company had pioneered nylon coated wire (remember those coloured paper clips?), had dominated its market and still had only one major competitor. Unfortunately, the competitor, Bekaert, was now 50 times its size. Sykes’ market position and margins were declining with nothing in the pipeline to reverse this trend. English Card Clothing’s technology was old, its margins eroding. At £32m, Lee Steel Strip had the highest group sales but was a minnow in a market dominated by world players. The wire rope businesses were loss making, and the automotive cable business was in a tough market. Only the medical plastics business (turning over £6m) was operating in an attractive market, growing at 10% p.a. From 1996 the pound started rocketing against the Deutschmark, and most of the businesses began to lose money.

    From metals to plastics

    To Williamson, the strategy was clear. Carclo had to target attractive growth markets and invest to be competitive. The acquisition of the plastics division of EIS in 1997 gave Carclo a 10% market share of UK technical plastics and transformed its plastics business overnight. This was further boosted by some smaller acquisitions - Wipac (an attempt by Wolseley to penetrate the automotive market) Coil, a leader in optical plastics, and Carrera – a US based technical plastics group.

    But acquisitions have to be paid for, so Carclo had to sell its past to fund its future. In quite a coup Joseph Sykes was sold to Bekaert for £14 million - equivalent to a p/e of 23 and £ per £ on turnover. Lee Steel Strip was sold for £21m but Williamson had to close some of the companies and sell the assets – a process that’s only been completed fairly recently.

    However, the strategy seemed to be working. By 2001 Carclo had a £100m technical plastics business plus a £25m automotive business and a futher £35m in a collection of smaller companies including optical plastics and an aerospace cabling business.

    Disaster and debt

    It was now that disaster struck. Co-incident with 9/11, but not caused by it, the UK mobile phone handset industry collapsed. Over-payment for 3G licences devastated mobile operators’ finances. No longer able to buy market share, they slashed handset subsidies. In 2000 the UK manufactured 25% of the world’s handsets. By 2002 we made none! Marconi was a casualty, 300,000 jobs were lost, but this annihilation of an entire industry went almost unreported.

    By 2002, Carclo had lost one third of its sales, closed eight factories, had difficulty servicing its £49m debt and, like most companies was hit with a pension deficit. With a lot of managers and employees on generous benefits living longer, the fall in asset prices after 9/11 plus the more hostile legislative environment of the 1995 Pensions Act and the recently introduced tax on pension funds’ dividend income, the deficit had suddenly ballooned to £34m by 2003. The combined debt was a big chunk of sales, and many years’ profits.

    Strategic response

    Carclo had to do something radical. The Board’s response was to make several excellent decisions.

    They didn’t sack the CEO! Many public companies would have, but Carclo’s shareholders were supportive, probably because Williamson had always been honest, open and prepared to meet them rather than communicate through the broker.
    They resolved never to be so vulnerable to a single market in future.
    To quickly halve debt, the last of the family silverware, English Card Clothing, was sold as well as cable business Gills and surplus property assets.
    This helped with the fourth decision - to trade out of the crisis through organic growth, not acquisition.
    The final decision was a very big one, and the main indicator of the Board’s backing for Williamson. At a time when the debt was nearly as much as the turnover, the company would allocate 15% of capital expenditure into high risk but potentially transformational investments in real cutting edge IPR-type innovation. This last decision would shape the company’s future.
    The road to recovery

    Ian Williamson’s background was in electronics R&D. Looking for and developing new technology is what he was trained to do. So he appointed (internally), a Business Development Manager and sent two managers by Easyjet to the Czech Republic to look for new opportunities, followed shortly by similarly low cost expeditions to India and China. This resulted in the development of a global supply base and, more crucially, the identification of some new technologies that would be growth market-orientated and could, if successfully commercialised, transform Carclo. These included2 the development of high power LED lighting for supercars (where Carclo Precision Products’ Wipac business is now market leader) and low cost point-of-care diagnostic devices for the medical market through Platform Diagnostics Ltd which Carclo owns jointly with Inverness Medical Innovations. Other new technology products successfully developed and commercialised include LED optics, active inhalers and RFID antennas, which combine an antenna and sensor and can be used for applications such as intelligent tags that monitor the temperature of goods in transit. But the real jewel in the crown was CIT (conductive inkjet technology).

    Out of adversity….

    Carclo’s optical plastics business uses specialised coatings to create glass-like surfaces on plastic mouldings. Applying these coatings is expensive and difficult. One of the first R&D projects Carclo initiated was to use inkjet digital printing to apply the coatings. Motorola asked Carclo to investigate the feasibility of using the technology to print its logo onto mobile phone windows. Working with inkjet specialist Xennia, they developed an innovative solution but when Motorola closed its UK factories, Carclo was left with an infant technology and no customer. So far, Carclo had invested only £30k in ‘conductive inkjet technology’ and it might have ended there but Williamson recognised the technology’s potential in applications such as RFID (radio-frequency identification) antennas. But Williamson realised that to fully exploit the technology’s wide potential complete control was necessary, so by 2005 Williamson had bought Xennia’s share of the joint venture, appointed Chris Malley as CEO and tasked him to turn an R&D company (essentially little more than some promising intellectual property), into a successful commercial business.

    Commercialisation of CIT

    Malley, an accountant by training, who had joined the Carclo steel division in 1998, knew that British manufacturing had often failed to turn promising innovations into sustainable businesses. His strategy for avoiding this trap was:

    Gain complete control of the technology Carclo owned the company and the intellectual property, but the R&D was still based at Xennia and Carclo was working with other partners to develop and manufacture the inks and the machinery. Malley realised you couldn’t sell a technology if you didn’t understand everything about it. To do that you have to use it so he moved CIT into its own premises with six employees and a production line for small runs, prototyping and development work.
    Focus on delivery Faced with the vast potential of CIT, you could get carried away with what it might do rather than focusing on what it already can do. Customers were identifying potential applications, but even if CIT received development and prototyping fees, they didn’t cover the opportunity cost of neglecting more immediate opportunities for the technology. So Malley narrowed the company’s potential to focus on delivering a defined technological output – a fully functioning ‘Metaljet 6000’ production line, which was achieved by the end of 2008.
    Achieve six sigma reliability Although Carclo had worked with the best inkjet printers and machinery manufacturers in the world, it was becoming clear that inkjet printing wasn’t delivering enough reliability for the printing of electronic circuits. For graphics, occasional malfunction of a nozzle doesn’t matter because the flaw isn’t visible to the human eye. In electronics, it means a break in the circuit and a product that’s not fit for purpose. Even if the system could print hundreds of flawless circuits before the lapse occurred, that level of quality wasn’t adequate. In 2008, another Cambridge company, Xaar, developed a new print head with the reliability for single pass printing. CIT modified its equipment to incorporate the Xaar technology, but all this delayed the full commercialisation of the project until the latter months of 2009.
    Go for the big prize This might seem contradictory to the priority of focusing on delivery, but out of those hundreds of potentially exciting applications, one or two really will offer a massive return. The supreme test of good management in technology-led companies is to achieve the deliverables whilst allowing a controlled amount of time and resource to pursue the blue sky possibilities and, from the many blue sky options to identify and focus on one big prize. The final step in Carclo’s transformational journey from Victorian metal basher to the knowledge-led British manufacturer of the future is the story of this big prize.
    Touch screens

    Dating back to the 1960s and first commercialised in the 1980s, it’s only in the last decade that touch screens have proliferated, mainly on high cost equipment such as kiosk and EPOS systems. More recently they’ve appeared on small electronic devices like tablets, PDAs and mobile phones. There are two problems with the ‘projected capacitive touch’ (PCT) technology used in these gadgets. First it’s very expensive. Not an insurmountable problem for high margin innovators like Apple but potentially a show stopper for mass market competitors. Second, and a major negative for portable devices, it’s very hungry for battery power.

    CIT could revolutionise touch screens but since inkjet printing couldn’t reliably print below 100 microns, (too visible for display applications), Carclo developed a way of using UV light to cure its inks, producing the much finer features that touch screens need. It is currently installing the machinery to manufacture circuits on polymer film down to 5 microns, slashing the cost and power requirements of touch screens for mobile devices.

    On December 8th, Carclo announced an agreement with NASDAQ quoted Atmel Corporation, a worldwide leader in capacitive touch screens. Under the terms of the agreement, Atmel is making a $1 million payment to CIT to secure preferential access to CIT’s production capacity and technology to develop and manufacture a product for use in mobile phones and other electronic devices. CIT will be installing a new production line at its Cambridge facility to produce touch screen sensors which will be operational in the second half of 2010 enabling volume production to commence in 2011. To preserve its preferential access to this capacity, Atmel has agreed to minimum annual volumes for 2011 and 2012.

    The next big growth market for touch screens is likely to be laptops. Rumours suggest that Apple is on the verge of launching a product. Windows 7 is touch screen enabled so the mass market Windows-operated manufacturers such as Dell will have to follow suit. But for laptop screens the problems of cost and battery consumption are multiplied many times over with the larger screen formats, making CIT’s technology a potentially industry-changing solution.

    Managing innovation

    Carclo has demonstrated that you can manufacture in the UK and that British companies can commercialise technology as well as invent it. Although they hadn’t read the book, it’s a text book example of using Treacy & Wiersema’s product leadership strategy to transform a business. So what can we learn about product leadership from the Carclo story?

    You have to invest Since 2002 Carclo has invested considerable sums in potentially transformational innovation – recently around £1m per annum in CIT alone.
    You have to pursue development and income The £1m has to come from somewhere. Whilst the tendency of many British and American plc boards has been to pursue short term profits, the temptation for the innovation-led business is the opposite. Staffed by scientists (around half of CIT’s staff have PhDs), they’re inclined to focus on break-through innovation as an end in itself. What you have to do is find specific applications for it then a specific customer who’s sufficiently interested to get involved and make a commitment.
    You have to take risks Because it is potentially ground-breaking, Carclo’s innovation has also been risky, especially since the investment has been a significant percentage of its cash flow.
    You have to have control Partnerships may reduce risk but they divert resources into managing the partnership rather than the innovation.
    You have to have teamwork Innovation works best in small units where staff take ownership, work as a team and live the dream. Top management has only 2 roles. First, lay down very clear objectives and boundaries - budgetary, time frames etc, and make sure staff adhere to them. Second, give help if they ask for it. Capable and motivated people thrive on maximum accountability and minimal interference.
    You have to be ambitious If the innovation is genuinely leading edge you must become an enabling rather than a substitute technology - the latter competes on price, the former on added value. Hence the change of emphasis at CIT to UV curing and touch screens.
    You must protect IP Despite the cost and time involved you must patent everything that might protect or enhance the commercial value of your innovation, track other people’s IP and monitor infringements.
    You must never compete on innovation alone Back to where we started this article. You have to be the best in your industry at one thing. If that’s product leadership all the above 7 rules apply, but they’re not enough because you also have to achieve consistently high levels of performance on operational excellence and customer intimacy. At CIT they’ve built six sigma levels of operational excellence and not overlooked customer intimacy. With such ground-breaking technology, CIT staff could easily see customers and especially potential customers, as an unwelcome distraction. Chris Malley ensures that they treat everyone as a valuable customer from the outset, because eventually that’s exactly what they want them to be.
    Ian Williamson points out that he’s an unusual animal. An engineer leading an engineering company, and sees that as a big strength. But Chris Malley’s an accountant. Harvard would place attitude ahead of skills and I agree. I think their success is down to two primary factors. First, having the guts to take the long term view, shifting the objective from a cashrich present to a sustainable future. Second, transforming the culture from centralised command and control to a liberated collection of entrepreneurial business units, small enough to build motivated teams striving for clearly understood objectives. Whatever the answer, Carclo’s share price has tripled in the last 12 months.

    References:

    1. Treacy and Wiersema (1995), “The Discipline of Market Leaders”, Perseus Books, New York

    2. For more details of Carclo or CIT go to http://www.carclo.co.uk or http://bit.ly/1hdvoq6. com
    Feb 12 06:24 PM | Likes Like |Link to Comment
  • Introducing Carclo PLC, A Unique Technology Company [View article]
    XSense let's more light through than ITO, in addition copper's lower resistivity translate into faster lighter touch gestures than ITO. Compare iPad with its ITO sensor with XSense in the Omni 10... the HP device is lightning fast, iPad is positively pedestrian in comparison! The larger the screen the slower the response from ITO & the harder the battery has to work due to ITO's high resistance.

    Richard's ITO prices, even if correct are utterly irrelevant. Wholesale Indium prices have been achieving new all time highs since last autumn, ITO screens are being produced at a loss in order to try & hang onto what they had. Due to the previous dominance of ITO some of the ODM's are living off the surplus 'fat' but that is becoming unsustainable... other ITO producers are mothballing their plants, they can't compete. ODM's are aware of it & that is exactly why Atmel have received a number of pleas from the ODM's to get involved with the manufacture of XSense.

    Silver has been tried by the ODM's but all silver solutions suffer from haze exactly as ITO does & silver is many times more expensive... & THAT is the reason why Cambrios are an unprofitable company despite being the only supplier of the ink on the planet. Optical quality of ITO on film is even worse than ITO on glass in the large screen domain. Even Rolith who are experimenting with a sub micron size grid have admitted that they can only reduce haze... not eliminate it & they can only produce that in 1m x 300mm batches, not roll to roll.

    With the advent of ultra high definition & the demands for ever increasing optical quality there is only one product that can meet & satisfy those requirements in the large screen arena. XSense beats ITO & silver all ways up on both optical quality, & long term price stability... everyone has had enough of the volatility of ITO.... that's why the ODM's now want to get themselves licensed to manufacture XSense & the OEM's will be backing them to the hilt.
    Feb 11 12:25 PM | 1 Like Like |Link to Comment
  • Introducing Carclo PLC, A Unique Technology Company [View article]
    Hi Ivan, congrats on a well written article. I would just like to add for those readers who are unfamiliar with the device that the HP Revolve 810 G2 is primarily a business device and is an update to the Revolve 810 G1 which was released early last year. The G1 retails at around £1500 in the UK, its not exactly a bottom end gaming machine!

    This new G2 version has only just started being rolled out worlwide by HP & obviously this is a massive vote of confidence by the worlds largest device manufaturer, after last quarters launch of the Omni 10... in keeping XSense as a high quality touch sensor.

    The fact that HP wanted to update an existing expensive model not only means that the device must be a good revenue earner for HP... but to also have dropped the prior models ITO sensor in favour of XSense also speaks for the quality of the XSense product & is also another obvious vote of confidence.

    Your comments about XSense not exhibiting any moire pattern are correct... not only has that been stated to be the case by Geoff Walker, Intel's senior touch analyst but has also been corraberated by several others here in the UK who have inspected the Omni 10 & that includes a guy who worked for IBM & knows exacly what he's looking for, he reported no moire pattern effect whatsoever can be seen with the naked eye from any angle.

    I entirely agree with your analysis about the focus now being placed on new form factors rather than getting into a price war with ITO. Indium wholesale prices have been achieving new highs for months... at the bottom end ITO screens are obviously being made at a loss in order to compete with silver. As you said... there is no point in Atmel getting involved at this moment in time, they are better off out of it & concentrating on the premium end, new large screen form factor programms they are now working on & which is where the differentials are.

    But that's just touch screens... as you have very succinctly & correctly highlighted... there is far more to Carclo than coated film!
    Feb 8 04:46 PM | 3 Likes Like |Link to Comment
  • Inquiry To Kodak Reveals Bullish Outlook On Uni-Pixel [View article]
    Richard, thanks... yes I'm aware they don't have a solution as yet, I believe they have a sub micron solution but can only produce if in short length batches not roll to roll at present. Yes the Samsung AIO has silver mesh & for over a year & its ok... but no more than that. Same goes for Levono's 20" flex with Cambrios SNW... It's ok but most reports describe it as 'glossy' & will be left behind by better quality options.

    But the point for copper, especially with the advent of ever increasing demands for optical quality means copper HAS to be at least below 5 microns or it won't be wanted. UNXL as you are aware have stated their solution as being between 5 & 7 microns. It's out of date!!
    Jan 16 05:08 PM | Likes Like |Link to Comment
  • Inquiry To Kodak Reveals Bullish Outlook On Uni-Pixel [View article]
    This extract from a Rolith presentation is taken from a Atmel thread, sorry no link but I expect Richard may be aware of it may be able to provide one. It refers to the moire pattern visible to the naked eye using lines 5 micron & above.

    The only viable alternative to ITO (and the only solution for large touchscreen displays) is a metal mesh. Metal mesh has the capability to provide very high conductivity, approaching pure metal values, and at the same time keep optical transmission high, comparable with uncoated glass or polymer substrates. High transmission is an essential requirement for modern touch display devices. Also, since metal mesh is fabricated by printing/patterning, this process can be integrated with trace patterning, which currently is responsible for more than 50% of touch screen production cost. The problems, which have kept this technology from immediate and widespread commercialization, are visibility of mesh pattern and the Moiré effect caused by interference of mesh pattern with display microstructure. Both problems are the result of the coarse resolution of the mesh metal printing in current production: regularly mesh is printed with resolution (conductor width) above 5 μm, which is clearly visible by the naked eye and contributes to the creation of Moiré fringes.
    Jan 16 08:25 AM | Likes Like |Link to Comment
  • Inquiry To Kodak Reveals Bullish Outlook On Uni-Pixel [View article]
    buysider2... playing managerial musical chairs or appointing brand new management completely regardless of prior experience... will not persuade a flexographic printing machine to mass produce reliable 5 to 7micron width lines nor will persuade OEM's to downgrade the optical quality of their devices even if they could miraculously mass produce it. Neither will the installation of automatic testing equipment to the remaining production lines that have yet to receive it... turn crap yields into commercially viable ones. Garbage in & then automatically tested to prove garbage is coming out the other end doesn't change the quality of garbage, it just makes it quicker to recycle the garbage!
    Jan 16 08:14 AM | Likes Like |Link to Comment
  • Inquiry To Kodak Reveals Bullish Outlook On Uni-Pixel [View article]
    buysider2... would obviously like the following paragraph to be accepted into the mainstream as an uncontsestable truth. In reality its its eminently contestable.

    The CEO of UNXL departed because it was determined UNXL needed new leadership (I would guess for a variety of reasons). The COO departed because the CEO had been his sponsor at UNXL and had hired the COO in September 2011 after the COO's retirement from Samsung. The COO's duties were eventually assigned to Robert Rusenko, when Rusenko was hired by UNXL in April 2013 to be VP of Manufacturing. The former CEO then asked the COO to investigate sales and manufacturing opportunities for UNXL in Asia, which was where the COO was working when he joined the CEO in resigning 2 weeks ago.

    buysider2 has no idea why the CEO walked the plank.

    Equally he has no idea why the COO also walked the plank, his assumption that it was due to the loss of his 'sponser' is a classic piece of 'spin' & 'smoke & mirrors' that the longs are famous for.

    It is far more likely that the COO walked because he was getting absolutely nowhere with his Asian endeavours despite all his well publicised contacts & prior business relationships.

    The Asian ODM's have introduced their own metal mesh solutions, most have reported as having 2 micron line widths, they are not going to be the least bit interested in forgoing their own solutions... especially in favour of something that may appear sometime never! Niether would a tier one OEM like Samsung be interested in a 5 to 7 micron TS for their devices when there are far better opticle quality TS solutions available for them.

    Samsung have reprted they have invited samples from most of the main suppliers for approval & plan to release the wining solution in a 8 inch tablet during the 1Q. Obviously UNXL won't be involved.
    Jan 15 01:26 PM | Likes Like |Link to Comment
  • Atmel Looks To Maintain Its Momentum Post-CES [View article]
    Hi Ivan, Richard said pretty much the same too me, its also true that Intel's Geoff Walker says the ODM 's would simply increase the price & thereby reduce any price advantage a sensor only maker might have.
    But that assumes that its the module assemblers that call the shots. I wonder if in fact that's entirely true. ELK did the assembly work for the Omni 10 despite the fact that they reportedly have their own 2 micron metal mesh solution. That would seem to suggest that its the OEM that calls the shots. It could quite equally be the case that if push comes to shove & the ODM's want to stay in play, they will have to provide the service that the OEM's demand. ELK appear to have 'caved in' so quite likely more will follow suit if they want the business.
    Jan 14 07:32 PM | Likes Like |Link to Comment
  • Inquiry To Kodak Reveals Bullish Outlook On Uni-Pixel [View article]
    Johnnyphi... "Doesn't it make sense that the newly installed testing equipment revealed issues related to quality and/or yields of the mass produced InTouch sensor".

    Yes, your undoubtedly correct. It makes absolute sense. The new web site shows they are using a Flexographic printing process.

    Flexo can produce 6 microns but it can't do it reliably & accurately at that level. The line widths will range from well under 6 & up to around 20 microns. That's why it's not a process that's used in the general printing industry for mass producing consistently reliable line widths unless over 7 microns are required. At 6 microns its only suitable for very low volume prototype runs. Which of course is what the newly installed testing equipment proved... & they say they got. And there lies the problem... testing equipment... automated or not, or even manual selection,will not improve the line widths after the rolls have been printed. The problem with copper is it actually needs to be below 5 microns in order to reduce visible moire pattern effects. Atmel/Carclo started with sub 5 microns & say they managed to reduce it further during their prolonged validation/qualification exercise, but they don't use flexo even though its a cheaper process, they use lithography. Kodak have 2 main issues, using a process that no-ones ever been able to mass produce 6 microns with, despite it being around as a mainstream printing process for many years... & even if they did, with the demands for ever more optical excellence... 6 microns is being left well behind. They have already moved UP from the initial published 5 microns to a re-stated 6 give or take one micron... (even that variation gives you a clue about consistency) It all points to them having to move up again to a thicker line width in order to get commercially viable yields, if they do that then they might get somewhere &'win' some of the cheap low end devices & compete in the 'white box' market.
    Jan 14 06:37 PM | Likes Like |Link to Comment
  • Inquiry To Kodak Reveals Bullish Outlook On Uni-Pixel [View article]
    That more honest new world with Killion gone didn't last long, there would be more underestimating than overestimating, underplaying of timescales rather than hyping them... now its here we go again time... they are now not going to just meet targets, they are going to shatter them, eps is gonna be fantastic, the already enormous market is growing, etc, etc, etc. Killion is alive & kicking. It won't be long before Albert Podell comes back with expectations of an sp worth over a thousand & making thousand dollar bets he's right & the shorts are wrong because they don't understand the nuances!

    But it'll be all ok now... Kodak are now "hands on". They weren't before you see. They didn't have their own production lines, operated by their own staff, under their own management in their own facility... & yet didn't have a clue what was going on.... it was all a mirage.
    Jan 14 05:13 AM | 1 Like Like |Link to Comment
  • Inquiry To Kodak Reveals Bullish Outlook On Uni-Pixel [View article]
    JoeNatural... This is Kodak's November email to Chris Hoffman;

    "We are not aware of any issues that would alter or delay our joint activities with Uni-Pixel and we stand by the previously announced schedule that we will begin commercial production of initial orders in the 4th quarter of 2013 and ramp up production in the 1st quarter of 2014".

    The above statement was issued bang in the middle of 4Q & has been proved to be an obviously a lie.

    Chris has tried to suggest that Kodak were "misinformed"

    So your comment that "communication is always cohesive & never missing a beat" ... admits it all! They are joint owners of a scam!
    Jan 13 06:56 PM | 4 Likes Like |Link to Comment
  • UniPixel delays InTouch sensor production to Q2, shares -5.4% AH [View news story]
    My interest in posting is to correct the misinformation being posted on this site by folks who want the stock to go down. To manipulate stock in that way is wrong. It hurts folks who because of what they read on this site get discouraged and sell at low prices, perhaps taking a large loss that might have been avoided had they not been shaken out of the stock by misinformation posted on this site.

    In the past, the shorts were right to question the timetables disclosed by the former CEO. Perfectly right. As I said in my posts at 5:52 pm and 6:44 pm on January 9, I questioned them myself – felt strongly they could not be met. But the shorts went overboard. Some of the shorts characterized what are normal delays in starting up production on a new product using a new process as natural disasters and sure evidence the management of UNXL were a pack of liars and con artists.

    busider2... the mechanical printing process known as UniBoss didn't fail because of missed timelines or unrealistic targets. It failed because it was a scam. The poor souls who have lost so much over the last 12 months didn't lose due to those reasons either or a fluctuating sp. They lost so much because Uniboss was a scam. There hasn't been any misinformation posted by the shorts about UniBoss. We claimed it was a scam & didn't have a hope in hell of working, EVER. Low & behold... it failed, completely!

    THAT is the evidence that the management ARE a pack of liars & con artists!

    Now, here we go again, a new scam is starting up... now using flexo printing machines instead of the UniBoss embossing machines & they've given the scam a nice new name... Copperhead.

    Potential investors are now being invited to part with their money & so keep the BOD in the style to which they have become accustomed & just like the last scam, the one before, the one before that & the one before that... going back donkeys years... they are being encouraged by the longs not to be concerned about the product or the process required to bring it to market... rather just believe what your told. Don't do any research or DD... the CEO has great credentials so all will be fine!
    Oh... btw. The head guy now at Kodak? Nothing has changed, he's the same guy that took them into bankruptcy. But even worse than that.... If you listen to him, if you listen to his tone, if you listen to his words.... you'll know something with a certainty that's truly awesome... (even scary)... Killion lives on.... he's been cloned!

    Now THAT'S what I call a REAL printing process!
    Jan 12 07:25 PM | Likes Like |Link to Comment
  • Zacks' Bear Of The Day: Uni-Pixel [View article]
    Zacks... If this an example of Zack.com's decades of study & stock picking expertise...

    Uni-Pixel's patented technology, the Time Multiplexed Optical Shutter, can be used in mobile phones, digital cameras, notebook computers, televisions, as well as display and interactive technologies in the energy, transportation and entertainment industries.

    ... you need to go research another occupation!
    Jan 11 07:14 PM | Likes Like |Link to Comment
  • UniPixel delays InTouch sensor production to Q2, shares -5.4% AH [View news story]
    BYW buysider 2... reference your previous comment to Richard;
    To Richard Roe at 4:04 PM: Oh please, Richard, why would he do that? Give it up! My separate information, which I can’t and won’t share on this thread, agrees with what Mr. Veronda says about different technologies, different niches, and complementary businesses for Kodak.

    Really buysider2? You have separate information? What may that be then? Unlike yourself I ALWAYS question comments like that.

    When I see comments like that I try to do a bit of research to try to discover the truth of what's behind them. That philosophy is EXACTLY why I question UNXL.

    I do believe I now know what you know!

    Why would you not want to post some information that would undoubtedly be construed as GOOD news for UNXL followers?

    Saving your ammo rather than being straight forwardly open & honest? Now why would you want to do that? Surly your not playing a pumper game like Chris are you?

    Would you now like to tell the readers the good news about that separate (industrial) niche... or do you want me to tell them?
    Jan 11 12:27 PM | Likes Like |Link to Comment
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