Giving Technology

The data in this document is voluntarily submitted in expectation of protection from disclosure under the provisions of the Critical Information Infrastructure Information Act of 2002.  It is not customarily in the public domain and should not be disclosed nor duplicated, used, or disclosed in whole or in part for any purpose other than to evaluate this logic.  Provided a contract is awarded to Sobczak or as a  result of or in connection with the submission of this data, the sponsor will have the right to duplicate, use, disclose the data  to the extent provided in a negotiated contract. This restriction does not limit the sponsor's right to use information contained in the data if it is obtained from another source without restriction.  All copies of this document are the property of Thomas V. Sobczak, Consultants.  The original and all copies created during any review must be returned PO BOX 0433, Baldwin, NY 11510 should agreement concerning contracting with Sobczak not be reached.  This Legend applies to all pages and any attachments comprising this document.

Summary of Technical Ideas:

Small Business manufacturing expertise offers the potential for new product driven business expansion not recognized by many entrepreneurs.  Consider Waldes Kohinoor, Inc. a former Long Island City, NY manufacturer of industrial fasteners.  The Waldes product when coated with Cadmium was environmentally unstable.  Waldes Engineers developed a means to overcoat Cadmium with a clear Tin/Zinc dip.  The covering was not recognized until Dr. Thomas V. Sobczak, then a consultant, suggested that they market
the plating process and customized plating equipment as separate "green" products.  Harry Waldes and Lester Koch, inventor, devised a new and ongoing multimillion dollar business.  Unrecognized products created revenues of $17,000,000 and 100 new jobs.

Technological Transfer as envisioned in current Government Programs moves technology developed in laboratories, contractor facilities or government agencies to commercial industry.  Small business, a target market in the USA composed of 86% of all business, has not been reached on a scale equal to the potential for income creation they represent.  The Sobczak Technology Transfer System uses in-plant skills and experience to orient and educate currently waning businesses to the hidden "gold" that is a part of most small business manufacturing processes.  His system enhance research outputs by making them available in previously unthought of venues.

Dr. Sobczak consults, teaches and lectures about  technologies hidden in current business operations to better the profitability of small firms.  His actions produce revenues and jobs from existing unrecognized resources.  Dr. Sobczak is a Fellow of the Society of Manufacturing Engineers, Fellow of the Institute for the Advancement of Engineering, Fellow of the Institution of Production Engineers and a licensed Professional Engineer.  Dr. Sobczak was an appointee of the Secretary of Commerce, the agency responsible for transferring American technology to new uses.  He was the Director of Plans for the Region 2 of the National Defense Executive Reserve, US Department of Commerce.  Dr. Sobczak was Commerce's Aerospace Appointee to the NATO Central Supply Agency until the end of the "cold" war.

Businesses are offered Dr. Sobczak's proprietary program for expanding small business revenues.  The overview that follows has been used with Dr. Sobczak's permission by the Manufacturing Productivity Center of IITRI, Chicago, IL, Computer Automated Manufacturing, International (CAM-I), Dallas TX, Washington Technology Magazine, Defense Electronics Magazine, and Long Island Business.

Those who manage small business in a highly competitive marketplace frequently lack the resources necessary to compete against their very large and well funded competitors.  Two kinds of valuable and practical help are at hand.  The first is the Sobczak 8-step approach to identifying technology with transfer potential.  His approach begins with a question and answer exercise to identify and organize new market opportunities.  Sobczak's concept develops objective approaches to capitalize on missed opportunity.  The second resource Sobczak's Managed Self Analyses program which exploits a business' experience by making productive use of existing processes as the means to create new jobs and revenues.  Following Sobczak suggestions creates new markets that increase revenues and jobs.  With tenacity, businesses bootstrapping their hidden resources expand and prosper.

As you read about Dr. Sobczak's methods, we invite you to consider their benefit to your national economic growth and to sustaining the manufacturing base necessary to national competitiveness.  You can contact Tom Sobczak directly at 516-623-6295.  This White Paper documents a short explanation of the eight steps.  Examples of non-traditional transfers oriented to Defense and Law Enforcement are provided.  Sobczak's goal is to help smaller businesses to create new jobs.
                                
Locating Technology In-house using the Eight Steps:
    
A short explanation of Sobczak's eight steps follows:

1.  Assess the activities of your plant from materials' storage to metalworking operations
to assembly and shipping.  Things you take for granted are potential "cash cows", i.e.,
sources of income you never knew existed.

2.  Select a problem/opportunity area for analysis.  Read trade publications to find dozens
of potential markets.

3.  Analyze/define the problem/opportunity to decide if and how your firm and your ideas
might capitalize on a detected need.

4.  Establish objectives and a plan concerning how you will tell the world about your genius.

5.  Search all available sources, first to learn if you have competitors, and, second to help
you select areas for quick cash flow and return upon investment.

6.  Choose potential matches/select a winner.  Winners are the result of candid analysis
of potential and the implementation of good marketing plans.

7.  Carry out the marketing plans and prepare to execute your defined transfer.

8.  Conduct a Post Audit.  Most products fail because the implementors do not follow up
to correct minor glitches that generates bad "press."

     Essentially, optimizing technology transfer is a common sense approach to putting
tested, job-proven ideas to work in other project and industry segments with the same
success enjoyed in the laboratory or plant.

     Dr. Sobczak has lectured concerning practical hands-on technological transfer,
world-wide.  In the 1986 Dr. Sobczak was named US SBA Innovation Awardee for his
transfer successes.  He was honored by the New York State Governor (Cuomo) and both
the Assembly and Senate of New York State.  His writings, lectures and seminars for
managers of small businesses have occurred over a period of twenty years.  His focus is
small business "technology transfer" - a term often referring to the flow of expertise toward
underdeveloped countries, or designating spinoffs from high technology enterprise.
Actually, technology transfer can take place between any people, plants, departments in
the same company, or between related and unrelated industries.  In the Sobczak program,
technology transfer means finding and putting practical, tested currently unused knowledge
to work across industries.  It may involve transfer to a supplier, another plant, or an
applicable segment of technology developed for a government, space or defense agency
to produce new revenue and keep or increase jobs.

     Technological Transitioning must be a major component of Economic growth.  True
application of local resources has benefit not only to Commerce but to Urban Development,
Labor, and Capital Creating Financial Industries.  Dr. Sobczak is available to meet with
interested parties and their technical staffs to answer any questions this presentation of
idea has created.

Assertions:

     National governments are investing billions of dollars to increase productivity.  They
act in good faith but produce limited tangible gains.  Productivity continues to decline as
a percentage total revenue invested.  This investment is missing most of the small
manufacturing businesses and contractors who need to understand the methods and
benefits that accrue financial rewards from unused available technologies.

     Sobczak is championing the cause of small businesses world wide.  His experience
documents the fact that very little emphasis is given to small business.  Big business and
Big Government do not know how to motivate small businesses.  Set asides and special
treatment are insulting and demeaning to minority and women business recipients.
Particularly, it is so when the small entrepreneur is expert to a much greater degree than
the bureaucratic organizations that bury support  offerings in superfluous boiler plate.  A
power infrastructure of large size government contractors dominates research and
development funding and logically its resultant technology.  Sobczak studies have found
that for the most part the effort generated in R and D is self-serving for the large contractor.
Research results are too complex and bureaucratic to be understood and ultimately used
by small business.

     A small businessperson has so many items of day-to-day effort with which to
contend that he usually forgoes the pleasure of deciphering the acronyms and semantics
of complex Transitioning systems.  The small businessperson misses the opportunity to
learn about the technology to be transferred and its benefits to him and his nation.  Most
agencies are researching the fact that small business doesn't involve themselves
sufficiently in technology transfer.  These studies address a secondary problem that exists
because the prime problem has not been addressed, i.e., the small businessperson does
not understand what is available to be transferred.  Nor does he see a return on the
investment of his limited, regulated and taxed capital.  Government bureaucracies hang
like vultures over his head.  Looking at the bureaucracy, we find that Thomas A. Edison
would have been a failure under today's ground rules.

     Sobczak has as his creed and belief that the application of reasonably sized
modules of technology oriented to specific industries, explained in plain language will allow
a small businessperson to understand and, more important, select segments, from the
enormous universe of available technology, that are beneficial to his business, i.e., he can
make a profit by using them.  More important, small business uses of technology benefit
national productivity.

     Continuing Sobczak's logic, we find the announcement or advertisement of
technology well hidden from the average small business decision prompter.  This is the
person who can see how the technology can be absorbed into the existing commercial or
industrial environment.  Contrary to the point of thrust of government programs, this is not
top management.  Sobczak targets a new idea, the highly active middle manager-foreman-
engineer.  These individuals identify and cost justify identified technology.  Their simplified
and understandable explanations of complex ideas are then passed up to top management
for funding.  Companies succeed and prosper in this team environment.

     To reach these decision prompters, a new approach to smaller businesses is
needed.  The rifle replaces the shotgun.  A single technical magazine becomes a dozen
or more fact sheet data files delivered in a totally unique manner on a steerable, focused,
Web Page.

     To assure "win potential" for commercialization processes someone must find the
most appropriate method to classify technology, define user areas for newly classified
technology, and establish degrees of complexity for the technology to be transferred.
Sobczak's logic better aims vehicles of distribution for technology data, etc.  Creative
people can use methods traditional to other processes, being developed by the vast
productivity expenditure of governments and larger businesses, non-traditionally.  In a short
time properly applied cognitive power will produce an encyclopedia of existing philosophies
ranging from reference library concepts through artificial intelligence search engines to
simplified transfer of knowledge ideas.

     A warning is in order.  Years ago, the Bureaucracy within the United States of America
formed a "Center for Productivity and Quality of Worker Life."  It failed because someone
developed theory that could not be converted to practice.  Small Business does not have
the luxury of theorizing.  To survive technologically small business choices must be
practical in immediate application and benefit.  The application of common sense
(SIMPLIMATION - simplified automation techniques invented by Sobczak) generates a
synergistic whole categorized to small business uses of technology.  Sobczak research
shows a strong foundation is necessary so that purposefully vague areas (PVA) are not
omitted from the transfer methodology.  PVA is a means to forestall competition and
economic growth.

     Using the Sobczak methodology as a foundation, the next step is to define a code
structure and document it, and to select an area of technology and encode its attributes.
Several of Sobczak's articles about the application of Group Technology to classify and
code are applicable.  Concurrently, a particular area of small business must be identified
and its attributes encoded.  Attributes are than matched to aim the rifle.  The available
technological findings will be defined in simple plain language previously mentioned, i.e.,
native to the hands-on middle management user.  Using  Sobczak's unique methods this
technology would be shared.  The focused user becomes recipient of instant 'appropriate
technology'.

     Concurrent with the release of technology information, statistics must be kept
concerning referrals.  This audit will serve to modify attribute classification methodology of
both technology and industry to more closely conform to the user market.

     Successful systems are living things.  Unless a response loop is part of design, you
can never be sure that your result is falling within its planned range.  Sobczak research
shows a good deal of technology is offered to areas that do not realize that they have a
need that requires the technology offered.

     Sobczak believes that the businesses that the UN's ILO defines as small businesses
are stepchildren in a high-technology world unaware of its omissions.  As a nations we
think big.  Creativity and entrepreneurial success are succumbing to complexity and
bureaucracy.  While the idea's outlined above seem deceptively simple, they require a
great deal of sweat-equity to achieve fruition without becoming complex in and of
themselves.

     The approach outlined above is only a beginning.  The first step is hardest.  We look
forward to the success of those who join us to take the second step and make
commercialization of Technology to small business a reality.  Knowing a problem is
drastically different from solving that problem.

Examples

     Beginning in 1989, and possibly before, hackers and hobbyists were affecting
computer chips using Radio Frequencies (RF) as a destructive mechanism.  Dr. Tom
Sobczak wrote a short explanation about how frustrated Americans were testing and fine
tuning RF guns that turned on collision warning sensors in aircraft, shutdown the electronic
ignitions of automobiles, and, affected the functioning of humans operating some weapon
systems. His knowledge base emanated from free speech among users of the Internet.
American creativity and ingenuity are not rivaled anywhere in the world.  Unfortunately for
the "grunt" (foot soldier), his life is affected by large contractors and procurement officers
seeking jobs when they retire.  These guardians of a nations security ridicule the potential
for misuse of existing appropriate technology by "kids"(Children).

     Reports that "strange things" have occurred to law enforcement vehicles chasing
drug traffickers and alcohol distillers in America's southern states never make the main
stream press.  Auto manufacturers replace "bad" electronic chips regularly.   The logic of
mutated RF can as easily shut down the engines of a fighter, bomber or commercial airliner
in flight.  All might be the target of experimenters or terrorists.  No one wishes to frighten
the flying public.

     In 1992, a Newsweek article mentioned Dr. Sobczak's ability to collect technological
(sometimes called competitive) intelligence outside the processes used by the American
Intelligence Community.  Dr. Sobczak has failed dismally to awaken the curiosity of these
experts to the sharing and trading that occurs among creative Americans, Europeans and
others identified as hackers, phreakers, crackers and hams.  For all his failures, Sobczak
is called by intelligence professionals looking for tidbits of intelligence they have missed.

     In 1994, Sobczak created a new designation that he offered to the American DoD
and to the CIA.  He refocused his database after reading about the comments by than ASD
(Reserve Affairs) Deborah Lee.  Ms. Lee said that the United States will make more and
better use of its reserves.  Ms. Lee triggered a new phenomenon, Patriotic Terrorists in
Objection to National Policy.  These PTO's may be "weekend warriors" who are unhappy
that they will be called upon to earn their pay.  Those who monitor Bulletin Board Systems
and INTERNET E-mail usually locate more than they bargained for.  They may read about
dirty  tricks ranging from the mundane, i.e., putting sugar in the gas tank to the futuristic,
i.e., virus to stop tactical computers (Fort Sill, OK) or sniffers to identify and reroute the
orders that cause unit mobilization (LLNL).

     Experiments that Sobczak has shared range the spectrum of military (and civilian)
operations are:

     1.   PSYOPS (Psychological Operations) - 1990 Sobczak told Major Gus Taylor
at US SOCOM (Southern Command) that "Path finders" taking training in the wind tunnel
at WPAFB, OH had incurred the ire of local college age hackers.  They "insulted" the
hackers' girl friends.  In retaliation the hackers conceived a software routine to affect Video
Display Unit operators on board the Special Operations Command MC-130H being
developed and managed by the USAF/ASD/Airlift SPO.  USAF/SAM/RSD tested and
confirmed this untraditional research.
    
     2.   MIRAGE - developed by or for individuals who needed to reach a coast line
without being bothered by the Navy or Coast Guard.  The device created a dead zone
where radar and other electronic devices acted strangely.  Several areas along the US East
Coast are listed as electronically unstable.  They remain unguarded routes into the USA.

     3.   Video Display Unit (VDU) output copying - An out of date, no longer
manufactured, mechanical TV tuner can be positioned (with a wave guide) to receive
emissions from a VDU as far as one mile distant.  Sobczak explained this phenomenon to
Cpt. Lynn Miner who flew to New York from the Phillips Laboratory at Kirtland AFB.
Signals can be copied to a VCR and reproduced at will.  Imagine using tape playback to
fool the operator a defensive radar.  Could it be the theory used in the movie "Speed" was
not all farce?

     4.   Tesla Coil Kill Mechanisms - A Tesla coil allows voltage to be stored in a
large capacitor.  Should the voltage be dumped into a telephone line, it will fuse circuits and
might even kill.  The phone system at a service academy building was destroyed during an
experiment by students seeking to prove the premise.

     5.   Virus as a Weapon - Imagine if Mr. Morris (Internet Worm) had placed a
computer software virus, as described above in PSYOPS, into his INTERNET worm.  In
place of memory slowing symptoms, which told of a problem as computers slowed, users
of networked computers would be susceptible to headaches for years.  Reasonable people
would think to blame the computer screen for causing damage to a user.  We all use
computers too much.  We bring on our own headaches.

     6.   Non-Ionizing Radiation - Pulsing the movement of electricity over power lines
might allow the grid to influence people.  Not all people, but, definitely, those with
susceptibilities to electrical aberrations in their psyche and physical makeup would be hurt.

     In Newsweek on December 5, 1992, Mr. John Barry worried whether the GOP will
stall the militaries high-tech revolution.  No one need worry.  The high-tech revolution
continues.  Unfortunately, it is neither acknowledged nor controlled by  the managers
responsible for the American national defense.