How to develop technology roadmaps? The case of a Hospital Automation Company

Abstract

This paper presents the results of research conducted in a hospital automation company. The research examined the importance of innovation and technology management processes for small companies and how these factors can be developed more successfully. The paper proposes the use of a Technology Roadmapping (TRM) method to assist these companies in the management of their technology processes to better understand the economic and social context in which they operate and to better exploit market opportunities. The results show that Technology Roadmapping can assist these companies in management support and technological planning while exploring and sharing the connection between technological resources, organizational goals and environmental changes. This research addresses the lack of studies on conducting TRM and details the importance of the method.

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http://dx.doi.org/10.1590/0103-6513.173614
1. Introduction
Planning and managing innovation has become
a central issue for organizations who want to follow
and mainly induce changes in the market. The new
products, services and technologies directly affect
the performance of the organizations, affecting,
for example, the behavior of competitors, which
are more competitive, and customers, who become
increasingly demanding. Thus, it is of great importance
to generate new knowledge, enabling organizations
to develop new products, services and technologies
(Oliveira et al., 2012).
Given this reality, a change is needed in the way
companies interact with each other and with the
market, including a more open sharing of information.
One of the tools being used to assist the development
and support of new businesses is the Technology
Roadmapping (TRM). Lee & Park (2005) argue that
Technology Roadmapping is one of the most used
methods to support the development of technology
strategies. TRM uses graphical means to visualize
the relationships between products, markets and
technologies.
According to Phaal et al. (2004), technological
roadmaps and the mapping process itself may provide
a means to visualize the organization in terms of
planning horizons so that they extend along with the
identification and evaluation of possible threats and
opportunities in the business environment.
However, despite the process of creation of the
technology roadmaps being very well described in the
brochure produced by Phaal et al. (2004), many texts
relate to the very “what” to do and not the “how”.
Thus, the process becomes a black box for those lay
readers who are interested in deploying the tool in
their innovation processes, especially small firms.
For this reason, the main objective of this paper is
to discuss the step-by-step development of technology
roadmaps, focusing on the triad Technology, Product
and Market (TPM), since such details are not well
explored in the literature. Therefore, the Technology
Roadmapping method was applied in a technology-based
company (TBC) specialized in hospital automation.
The work involved the development of a procedure
linking the triad TPM that provided to the responsible
Received: Feb. 20, 2014; Accepted: Aug. 18, 2015
How to develop technology roadmaps? The case of a
Hospital Automation Company
Giseli Valentim Rochaa*, Carlos Henrique Pereira Melloa**
aUniversidade Federal de Itajubá, Itajubá, MG, Brasil
*giselirocha@gmail.com, **carlos.mello@unifei.edu.br
Abstract
This paper presents the results of research conducted in a hospital automation company. The research examined the
importance of innovation and technology management processes for small companies and how these factors can be
developed more successfully. The paper proposes the use of a Technology Roadmapping (TRM) method to assist these
companies in the management of their technology processes to better understand the economic and social context in
which they operate and to better exploit market opportunities. The results show that Technology Roadmapping can
assist these companies in management support and technological planning while exploring and sharing the connection
between technological resources, organizational goals and environmental changes. This research addresses the lack
of studies on conducting TRM and details the importance of the method.
Keywords
Technology-based company. Technology management. Technology Roadmapping.

How to develop technology … Hospital Automation Company. Production
2Rocha, G. V. et al.
company an opportunity to understand and, thus,
be able to better plan and develop their products.
Thus, with this scientific contribution, TBCs and other
companies to manage the technological advances
of the products or services of their business can use
this tool.
The paper is structured as follows: after the
introduction, in the second session Tecnology
Roadmapping method is presented as a method
that helps organizations develop products and
technology services. Then discusses the importance
of technology-based companies to the country and
their need to make a good technology planning. After
that, the research method presents the operating
logic, the differentiation between its process and its
expected results, its customization aiming at adapting
the application context. Session 3 proposes the
development of TRM for TBCs. The session 4 presents
the action research cycles and analysis of results.
Finally, section 5 presents the conclusion and some
of the main limitations of the research.
2. Technology roadmapping
One method that emerged in the 1970s is
the Technology Roadmapping (TRM), which was
developed by Motorola and was later joined by
other companies such as Lucent, HP and Philips
(Albright & Kappel, 2003; Lee & Park, 2005). TRM
had expanded its scope, involving sectorial studies
such as the US agricultural sector and key sectors
such as pharmaceuticals (Tierney et al., 2013),
among others. The adaptability of this method to
situations and different objectives allows assisting
both studies trends of industrial sectors and the
planning of a new product or new product portfolio
(Oliveira & Rozenfeld, 2010). When considering the
management of technology-based companies (TBCs),
there is the importance of technology management.
This is a challenging activity, especially due to its
multidisciplinary and multifunctional, in that it
requires the engagement of business and technology
functions of the company (Phaal et al., 2004).
Oliveira & Rozenfeld (2010) consider TRM a powerful
technique for supporting technology management
and planning, especially to explore and communicate
the dynamic links that exist between technological
resources, organizational goals and changes in the
external environment.
Technology Roadmapping provides a framework
to visually integrate market, product, technology and
evolution. In a more objective definition, Caetano &
Amaral (2011) claim that the roadmap is a method
which supports organizations to describe the path
to mainstream technology products and services.
Companies can use it to gather information from
a variety of sources to develop new products, make
medium and long-term plans of R & D investments
and new dynamism and development processes.
Within a company, this tool integrates all levels in a
structure that supports the initiatives and strategic
decisions tactics (Phaal et al., 2004).
Technology roadmaps typically provide a time-based
representation of relationships between technologies
and products. That core set of relationships is often
augmented with connection to markets and on
occasion to the organizations involved in delivering
the technologies and products (Rinne, 2004).
Roadmaps are maps representing the evolution of
the product and the technologies applied. A generic
map is formed by layers and generally possesses
the commercial and technological perspectives
(Phaal et al., 2004). The most common structure is
presented in Figure 1.
In general, the process described provides a very
flexible structure. In addition, the seminars (market,
product and technology) can be modified, extended
or compressed, depending on the objectives of the
company, the information available and the unit
of analysis. This feature demonstrates that the
approach of the TRM is not like a “black-box” and
can be adapted to the context of each organization
(Phaal et al., 2007).
Despite all the benefits observed in the literature,
this also indicates that there is a lack of studies
that address deep mapping technological products,
especially works that address the Brazilian context,
which was a limitation for this research. Thus, a
theoretical and even practical limitation generated
the need for an adaptation of the existing theory
for the international context to be replicated in the
company studied in the national context.
Thus, this research presents a specific case of
interaction of a research team with TBC. It can also
be stated that the technology roadmapping, using the
techniques available in the literature, did not occur
as expected. That is because the TRM is extremely
flexible and can be used for large and small businesses
Figure 1. The general architecture of the Roadmap. Source:
Phaal et al. (2004).

How to develop technology … Hospital Automation Company. Production 3
Rocha, G. V. et al.
in any industry. Therefore, the method could only be
used with the effort for interaction and adaptation
for replication of the model in the company.
2.1. Technology-based companies
The definition of what are technology-based
companies (TBC) is far from having a clear and unique
meaning in the literature. Various terms such as
technology-intensive enterprises, high-tech, advanced
technology, technology end, or in some cases, start-ups
and emerging are used interchangeably, without a
conceptual concern to distinguish them (Andrade
Junior, 2014). Technology-based companies, in turn,
as named by the Ministry of Science and Technology
- MST (Brasil, 2013) are those whose main production
device are the scientific and technological knowledge
which are related intensively with universities and
research institutes, making use of human resources
and materials belonging to these institutions.
One of the most promising ways to promote
economic and social development from the interaction
between universities and the business sector is
supporting the consolidation of technology-based
companies primarily based on the results of academic
research (Rogers et al., 2001; Shane, 2004). These
projects, known as academic spin-offs, in addition to
generating highly qualified jobs, create economic value
for the market from the scientific and technological
knowledge by developing innovative products and
business (Shane 2004).
However, before they can effectively exploit this
potential, it is observed that these TBCs are, in general,
in a risky process of evolution (Ndonzuau et al., 2002).
The difficulties encountered in these stages that precede
the consolidation of the company in the market require
a lot of support from various organizations aimed at
promoting these spin-offs. Note that this aid cannot
be limited only to policies and incentive programs, but
should encompass also the development of an approach
to appropriate technical and managerial support to
this particular type of entrepreneurship (Gasse, 2002).
Given the above, it appears that the development of
TBCs in Brazil require auxiliary mechanisms support
and incentives (Andrade Junior, 2014).
Practical experience shows that the phase factor
for success is in the creation of the new company’s
initial business planning, ideally conducted in a center
of technology entrepreneurship. This observation is
justified, for example, by the fact that, in general,
without the formalization of a new development
project, not to get investments and partnerships
that would be critical to launch TBC to the market.
Therefore, the aid in this planning is probably one
of the greatest needs of these future companies
(Vohora et al., 2004).
Thus, it is important to conduct a technology
planning, according to Ndonzuau et al. (2002), since
it aims to further investigate the various possibilities
for the industrial exploitation of the technology.
Its main expected outcome is the development of
the first versions (prototypes) of products, processes
or value-added services. These will enable not only
to check whether the production can be extended to
a higher industrial scale but also to show potential
customers and partners the potential technological
solutions, i.e. what practical problems it can solve.
2.2. Research method
The research method chosen for conducting this
study was action research, since, according to Thiollent
(2011), it is a type of social research evidence base
that is designed and carried out in close association
with an action or with the resolution of a collective
problem and in which researchers and participants
representative of the situation or problem are involved
in a cooperative or participatory form.
Action research is a generic term that covers
many forms of research-oriented action and indicates
diversity in theory and practice among researcher’s
users of this method, providing a broad range of
options for potential researchers on what can be
appropriate for their research questions (Coughlan
& Coghlan, 2002).
It is known that the action research contributions
are more easily perceived in the practical sphere,
because its results cannot be generalized. As the name
suggests, action research is action and creation of
knowledge. However, the contribution in theory can
be constructed from the results obtained with other
studies that will be stimulated from this developed
case. By the use of action research method, the
researchers approached the study social situation and
optimized the interaction between researchers and
companies and their entrepreneurs throughout the
technology planning. The exchange of experiences
between those involved in the social context and the
generation and use of knowledge together are the
benefits provided by the literature (Thiollent, 2011)
The method of action research can be understood
as a visual cycle, as illustrated in Figure 2. Coughlan &
Coghlan (2002) argue that it is important to recognize
the action research as one of the numerous types of
research methods, which is a generic term for any
process that follows a cycle in which it improves
practice by systematic oscillation between acting in
the field of practice and inquiring into it. It plans,
implements, describes and evaluates all changes to
improve their practice, learning more in the course
of the research itself.

How to develop technology … Hospital Automation Company. Production
4Rocha, G. V. et al.
2.2.1. Defining the unit of analysis
The requirements for choosing the object of
study in order to meet the objectives sought by the
research were: (1) the company should be technology
based; (2) it should have an organizational structure
that would allow the formation of a multifunctional
team to participate in research activities because
technology roadmapping depends on cross-functional
teams; (3) the top management should have an
interest in the application of the method to develop
and commit research to its end, contributing to the
fullness of the work and (4) the company should
accept to share the results with the researchers by
confidentiality agreement.
Based on these requirements, the search for the
company’s definition was made in Itajubá region
(Minas Gerais, Brazil), which is a city renowned for
being a center of technology-based companies.
Between several TBCs, a hospital automation
company demonstrated the highest interest and
willingness to participate, because of its need and
interest in making the technology management of
its businesses. For strategic reasons, the participant
company requested its name to be withheld.
The company emerged in 2008 with the aim of
creating innovative products for health, combining
technology and innovation with the market demand.
The company operates in developing, manufacturing
and marketing of medical and veterinary devices, to
meet the hospitals, clinics, healthcare professionals
and patient’s needs. The company received incentives
and awards for its innovative ideas.
Among its developed products, the company
selected for the study, the Automated Clinic Chair/Table,
which is the main product of the company and
has the greatest potential to generate income and
development. It provides better conditions for health
professionals to treat their patients by combining
technology and the knowledge of medical professionals
as shown in Figure 3.
3. Proposal of development of technology
roadmaps in TBCs
The strategic planning process includes activities
such as assessment of the competitive environment,
setting objectives and targets, positioning in the value
chain, development of the business model, among
others (Porter, 2008).
In general, three main activities for the development
and implementation of strategies can be identified:
strategic analysis (internal and external environment),
strategy formulation and strategy implementation,
(Johnson et al., 2008) as shown in Figure 4. Thus, this
analysis model addresses the dimensions Technology,
Product and Market that will be detailed in this work.
In strategic analysis, which involves the analysis
of internal and external environments, the current
position of the organization is clarified (its mission
and objectives), as well as the competitive environment
(opportunities and threats) and available resources
(strengths and weaknesses). In strategy formulation
are the generation and evaluation of the strategic
options and the choice of options that will form the
organization’s strategy. The strategic implementation
is the implementation and deployment of strategies
in operations, together with the completion of
the necessary changes to meet the new strategy,
Figure 2. Steps for action research. Source: Adapted from Coughlan & Coghlan (2002).
Figure 3. Automated clinic chair/table.

How to develop technology … Hospital Automation Company. Production 5
Rocha, G. V. et al.
which may involve adjustments in the structure and
organizational culture (Phaal et al., 2004; 2007).
This is one of the examples that follow the proposal
of the T-Plan, proposed by Phaal et al. (2004), but
it differs from the standard process. According to
Oliveira et al. (2012), it is recommended the adoption
of the standard format in the first attempts of
application of roadmapping. After some time, the
experience gained with the use of this approach will
allow adjustments to be made, as those made in this
work. Thus, most companies use the T-Plan model
as initial form.
The potentiality of the TRM method of stimulating
communication between technology and business
functions of the organization, integrating TPM triad
depends on the planning of activities and goals.
In order to assist the start of the use of the method,
Phaal et al. (2004) developed a Fast Start procedure
called T-Plan. The T-Plan process was created as a
deployment pattern, with the aid of various enterprises
that had deployed TRM, and the results obtained by
its creators in related searches.
According to Phaal et al. (2004), the main purposes
of the T-Plan are to: assist the beginning of the
implementation process in the specific context of the
company, establish key links between the technological
and business drivers, and identify important gaps in
the market, product and technology, developing a
first version of the technology roadmap.
The T-plan pattern, shown in Figure 5, comprises
four facilitation workshops, the first three focusing
on the three layers of the roadmap (market/business,
products/services and technology). At the end, the
three layers are put together, according to the horizon
Figure 4. Fundamentals activities of strategic planning. Source: Adapted from Johnson et al. (2008).
Figure 5. T-Plan fast-start - Standard Process Steps. Source: Phaal et al. (2004).

How to develop technology … Hospital Automation Company. Production
6Rocha, G. V. et al.
to define the roadmap that is prepared after the
identification and understanding of the relationships
between the different levels and sublevels.
The T-Plan process is a standard process of
implantation. However, each TRM application is
probably different from another, since the application
depends on the specific needs of the organization.
The standard method therefore can be modified
in various ways so that these needs are met. For
example, you can modify the content and level of
analysis as well as the format of the map and the
planning horizon.
From the foregoing, there is a need to plan the
deployment of TRM in the selected organization, as
one of its main features is the flexibility. This requires
knowledge of the various tools available, their potential
and potential limitations, which will be mentioned in
due course. The main objective of this work is to open
the “black box” of the development of technology
roadmaps, namely deepening workshops, addressing
what should be done in each one of them and how
to do such things that may result in a roadmap able
to demonstrate the planning to TBC. In the fourth
topic, this paper will discuss the application process
and especially the details of this process for TBC,
which is the main contribution of this research.
4. Presentation and analysis of results
This action research consists of four cycles for
the development of the technology roadmap of the
company studied. The seminars took three months
to build. They were held every two weeks, totaling
six seminars. The study was based on the model
T-Plan Fast-Start; however, the research aimed to add
more specific details to facilitate the preparation of
roadmaps, since the model above is generic. The cycles
of research were the workshops of market, product,
technology and construction of the roadmap itself.
4.1. First cycle
Before starting the first cycle, there was a first
activity: the planning stage. This activity was important
because it allowed the definition of the employees who
would participate in the workshops. The members of the
company who would participate were five employees
in the areas of management, financial, engineering
and product development. These employees work in
the company since its opening, that is, they know
the business very well. The researchers conducted
the workshops every fortnight.
At this stage all, the participants were aware of the
objectives of the research, which was essentially the
development of the company’s technology roadmap
intended to facilitate its use for TBCs. The company
also aimed to acquire a means to better understand
its own business and thus be able to properly position
its product in the market and track its progress.
Having set its goals to the survey, the company had
to choose and describe what product or area should
be mapped. It chose its main product, which is an
automated clinic Chair/Table. This chair intended
to help health professionals, especially nurses and
technicians to treat burn victims, scarring and chronic
wounds. It is important to inform that this product
had not been launched yet during the development
of this research.
The first cycle was workshop - Market. As mentioned
earlier, it has four main parts, which present aspects
of product performance: market drivers (internal
and external), market segmentation and analysis of
strengths/weaknesses and opportunities/threats of the
business. Tables 1, 2 and 3 show the meaning and
outcome of what was discussed in the first workshop
for Hospital Automation Company. This information
and the figures illustrate the development of a real
roadmap, not a fictional example, so it serves as a
step by step of what should be explored.
4.1.1. Product’s performance dimension
The intent of this first part was to describe
aspects of operation and product performance. For
this, it was necessary to answer the following guide
questions: (1) what are the most important aspects
for customers. (2) What customers expect more of
its product? Those are terms of technically and
measurement of product. The company needed to
reflect and put itself in the position of the consumer
and know in detail the product. Table 1 presents de
attributes of product that were numbered. During
the discussions on the dimensions of the product,
marketing research could be conducted. This was a
Table 1. Dimensions of product performance.
Product Attributes Description
Economy the product helping reduce costs
(employees, energy)
Ease of use little training is necessary, also features with
easy installation
Technical assistance technical support from company for defects
and other needs
Facility for cleaning easy maintenance and cleaning
Modularity can be sold in parts, to meet what the
customer needs
Reliability repeatability
Source: Authors.

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Rocha, G. V. et al.
suggestion that occurred at the end of the survey,
but it may be valid for future research.
4.1.2. Market segmentation
Then it was discussed the major market segments
that the product (chair automated for treatment)
had. A segment of the market refers to each group
of consumers with needs, benefits and/or similar
shopping priorities that are determined in the
segmentation process in order to filter product
and the priorities of the focus of a more consistent
(Albright & Kappel, 2003).
From this new knowledge, the company must
choose which segment it wanted to act more strongly
so that it could reach more potential customers. In the
case, it was chosen the industrial sector segmented
by situational factors. Then the company chose the
segments it intends to work initially: plastic surgery
and scars, burns and wounds. The reasons for the
entrepreneur to choose these segments were due
to growth in demand for this type of product that
meets the health professionals, the relevance that such
products need to value creation in this sector and
the growing trend of targeting treatments physicians.
Thus, during the research it was observed that the
analysis of attractiveness of the selected segment is
a good practice that also can be incorporated into
the model T-Plan.
4.1.3. Market drivers
The drivers of the market should be identified
and it interprets the voice of the customer. This is
the hidden desires and unknown unspoken by the
customer, new facets of use and application aspects
of product customization (Albright & Kappel, 2003).
For external market drivers, the company should
reflect on what guides effectively the purchase of
the product, what are the benefits that customers
expect to get through it. Therefore, with the help
of a brainstorming followed by discussions and
analysis, the drivers were defined. It is noteworthy
that there was enough trouble to list the drivers, since
many times the concept of driver was complex and
confounding. The company initially made an analysis
of the benefits that customers expected from the
product. At the same time, it should articulate the
competitive advantage that these benefits had over
competitors Thus, it was necessary to clarify more
than once what was considered market driver and
how the company should work within those concepts.
From the point that the company understood
the concept, it could list several drivers that should
be prioritized according to their importance to the
business. This analysis of priorities was made by
technique of peer review according to Cooper et al.
(2001). According to this technique, the company
should list several drivers and then prioritize them,
in other words, it should choose which was more
important (always between two drivers) until the
set number of six, for example. The information
generated is illustrated in Table 2. As in the case of
product performance dimensions, it is appropriate
that the company did a market research to confirm
or strengthen their knowledge about their drivers.
The choice of these external drivers shows what
is fundamental to the company. It is clear that its
market mainly search for safety, since it is a health
product. Then, it is fundamental for safety to comply
with legislation standards. The other drivers are related
and pointing to the need for business innovation and
technology. The sale of customized way or modularized
is essential. The market most expects these aspects
from the company’s product.
The internal drivers relate to the perspective of
the company in relation to its short, medium and
long term planning. In this case, the company must
identify also through brainstorming, discussions, and
reflections and analyzes what impact the product has
to the company’s strategy. What result does it hope
to achieve with this product? What is the company’s
vision regarding this product?
Table 3 presents the company’s internal drivers
that were also prioritized according to the technique
of peer review. An important aspect of this stage of
the workshop is that it generated more demand for
the company’s actual results, i.e., the product does not
present at the time the return that the company wants.
Table 2. Drivers of external market.
Note External Drivers Description
10 Safety the product must be safe, because it works with the health of people
6.67 Legislation must be certified by regulatory bodies
6.67 Modularity it should have options to be sold in parts defined by customers
6.67 Innovative products an innovative product is a demand from users and patients
5.83 Technological products people want to work and be treated with technological products
5.53 Sales excellence the company has to know how to sell this type of product and delight customers
Source: Authors.

How to develop technology … Hospital Automation Company. Production
8Rocha, G. V. et al.
This is because the company is a startup (still in search
of a scalable model). It was important for the company
to identify driving a process of adjustment/fitting
procedure, i.e., it needs to work the product so that
it will bring the results you crave it and still not part
of your current reality. As exemplified in Table 3, the
results for the development of innovation are only
perceived in the drivers 1 and 6. The other demands
are adjustments only. As a result, the company should
consider adjusting the issues of awareness present
in its context.
The choice of these internal market drivers revealed
that the product analyzed is the hope of development
that the company has. This is clear because of the
desire to grow, improve sales and increase business
partnerships. To achieve this, the company knows it
needs to improve personnel management, improve
production layout and remain focused on technology
and innovation that are the biggest differences that
it has. This internal view was highly praised by the
company.
4.1.4. SWOT analysis
Finally, the last activity performed was SWOT analysis,
presented in Table 4. The SWOT analysis method was
chosen because it is a tool used to scenario analysis
(or environment analysis), being used as a basis for
management and strategic planning of a corporation
or company. It is simple and can be used for any type
of scenario analysis. SWOT Analysis is a very simple
system to position or verify the strategic position of
the company in the environment in question. As this
study has aimed to simplify the TBCs planning, this
method was of great help to understand the company.
The method SWOT is an abbreviation of four focus
of analysis, considering the successes achieved goals,
strengths, benefits, satisfaction (Force); deficiencies,
difficulties, failures, weak aspects, discontent
(Weaknesses); potential untapped capabilities, ideas
for improvement (Opportunities) and obstacles,
adverse context, opposition, resistance to change
(Threats) (Dyson, 2004). The SWOT analysis proposed
originally by Andrews (1971) is the combination of
the analysis of the external environment and internal
analysis of the company. Despite its recognized
importance, companies often do not perform this
analysis because of its simplicity. As for the method,
as usually happens during SWOT analysis, there was a
brainstorming discussion to analyze the information
that was being generated.
The company reported that it had made a SWOT
analysis when developing the business plan required
for joining in business incubator in which it resides.
However, due to ignorance on the subject and the
inexperience in management, this analysis was
unsatisfactory at the time. Therefore, in this new
opportunity the company reported to have been
much more satisfied with the analysis, since in this
new opportunity it could actually understand the
benefits that a well-done analysis can bring.
4.2. Second cycle
The second cycle was the workshop - Product.
The researcher team guided the company members
to reflect on the features and product concepts that
Table 3. Internal Drivers.
Note Internal Drivers Description
10 Broad company growth The manager believes that the company’s growth should reach staff, employees and the
community.
10 Align partners (suppliers and logistics) To develop more and better suppliers and increase its logistics capacity.
7.78 Increase revenue It will directly influence job security, wage increases and motivation of employees.
7.78 Keep the focus on technology and
innovation
It is a great desire of the company since it emerged from an academic environment and
focusing on innovative R & D.
7.78 Improve the layout of the company It will allow increase productivity.
7.78 Improve people’s management It will enable increase employee training and administration, as well as retaining them.
Source: Authors.
Table 4. SWOT analysis.
Strengths Opportunities
Innovation promising market (growing)
Time to market high (for
product development) growth specialist clinics
Modularity many fairs in the sector that
generates good contacts
Differentiated technology indirect competition for the
product
Good relationship with the
public
advantage of being a pioneer in
the region
Weaknesses Threats
Little brand recognition ease of copying
Low working capital difficulty obtaining certification
to work
Physical structure (production
plant)
large companies in the medical
sector in the country
Little management knowledge low entry barriers in the medical
market
Controlling company sectors
(most departments)
regulations for the healthcare
industry is very demanding
Source: Authors.

How to develop technology … Hospital Automation Company. Production 9
Rocha, G. V. et al.
are aligned with market drivers defined in the first
workshop. Then the characteristics identified should be
evaluated for their contribution to each driver, allowing
them to be sorted according to their capabilities.
To assess the impact that product attributes exerted
on market drivers, the company was advised to follow
the following ratings: (0) No relationship, (1) Small
relationship, (3) Average relationship and (9) High
relationship. Table 5 shows the worksheet that was
completed during the research. This spreadsheet
model is proposed by T-Plan method. It was filled
dynamically; it simply asked what was the relationship
between attribute 1 in the driver 1 and so on until
its successful completion.
Having made the analysis of the relationship
between product attributes and market drivers,
the tool was applied to split priorities based on
the concept of quality function deployment (QFD).
The QFD technique was chosen because it allows a
large amount of information to be gathered, in a
concise way, in a small number of documents (QFD
diagrams). Its chart format is very effective to simplify
complex sets of information, as in the case of this
research. The applicability of QFD in the development
of products and processes is almost unlimited (Cheng
& Melo, 2007).
The QFD technique was applied to calculate the
grades that the product attributes and market drivers
obtained after analyzing the relationship between
them. Regarding grades segment priorities at the top
of the spreadsheet, these originate from workshop
1 in which the analysis was performed by pairs of
market drivers and their respective prioritization.
Finally, the normalized score of the impact that
drivers have on the product attributes was calculated.
This standardization is important so that the grades
are due on the same scale of grades rating.
The evaluation results showed that the product
attributes (economy, reliability, technical assistance
and modularity respectively) have greater influence
on market drivers. This result was not a surprise to
the company, because according to the opinion of its
manager, the economic factor is the most important
and what initially motivates health workers to invest
in new equipment. It was concluded that the economy
would come primarily with the reduction of labor to
treat patients.
Other characteristics such as reliability, technical
assistance and modularity are related to sale of the
product, i.e., features that also affect the economics
of purchase. As the product is for use in healthcare
and uses electrical current it is critical for it to possess
reliability, which, in the opinion of the manager, it
is related to repeatability in safety to the user and
patient. Technical assistance and after sales aspects
are basic requirements for customers as well. Finally,
the modularity is another basic requirement, because
customers want to buy the automated chair according
to their needs of use. Thus, the company realized
that the product should be offering modularized so it
will be a differentiator for its product against future
competitors, since it will be seen as a customization.
4.3. Third cycle
The third cycle was the workshop - Technology,
whose aim was to analyze the technology solutions that
enable the company to achieve the characteristics of
products identified in the second workshop. According
Table 5. Product X Market Drivers.
Market Segments Priorities
Plastic Surgery; Scars,
burns and wounds 10 6.7 6.7 6.7 5.8 5.8 10 10 7.8 7.8 7.8 7.8
External Drivers Internal Drivers
Product Attributes
Safety
Call Legislation
Modularity
Innovative products
Technological products
Sales excellence
Broad-based growth
company
Align partners
Increased revenue
Focus on technology
and innovation
Improve company’s
layout
Improve the
management of people
Result of segment
Normalized Results
Modularity 9 3 9 9 9 1 3 3 9 9 0 0 488.4 0.454
Ease of use 1 9 1 3 9 9 0 0 9 9 0 0 341.7 0
Reliability 9 9 0 9 9 9 0 9 9 0 3 9 568.4 0.701
Facility for cleaning 9 0 9 0 9 9 0 9 0 9 0 9 485.0 0.443
Technical assistance 0 9 9 3 9 9 9 9 9 9 0 0 565.1 0.691
Economy 9 9 0 3 9 9 9 9 9 9 0 9 665.0 1.000
Source: Authors.

How to develop technology … Hospital Automation Company. Production
10 Rocha, G. V. et al.
to Floyd & Wolf (2010), technology strategy guide
the company in the acquisition, development and
application of technology in order to obtain competitive
advantage, which means to determine which are the
main relevant technologies to be developed for the
future company and also to develop skills to create
and produce from it.
Table 6 shows the form with the identification
of the main technologies involved in developing the
product studied. All dimensions of product performance
were used as reference for identifying technologies.
The T-Plan model specifies that in this workshop
should be discussed matters related to technology
issues, challenges to overcome, existence of facilities
and / or difficulties in production (components,
materials used, etc..), what hardware and software are
needed and skills, knowledge and financial resources.
A good practice that was identified during the research
and that can be used in future researches would be
to seek more partners in the hospital or automation
area to be studied, to be held panels using the Delphi
research method in order to raise more industrial
trends. This suggestion is valid because working only
with one company may not be sufficient to identify
all technologies and industry trends.
Once the technologies were known, the next
task was to complete the worksheet that assessed
the impact of technologies on the product attributes
identified previously. This analysis can be seen in
Table 7. This spreadsheet model is also originating
from T-Plan method. It was followed the same
classification of workshop product: (0) No relationship,
(1) Small relationship, (3) Average relationship and
(9) High relationship.
Along with these values, the research team inserted
the values of the impact of product attributes on top
of the worksheet, which comes from the final result
of the previous activity. Finally, it also calculated the
normalized score of the impact of technologies on
product attributes.
From these results it was possible to note that the
technology (R & D management, linear actuators -
motors, mechanical design and industrial automation
respectively) have greater impact on product attributes.
This final grade takes into account the grade received
by product attributes, and therefore it can be said
that these technologies are responsible for delivering
to the product attributes its most important features.
In general, the company works with development
of technological products for healthcare. Thus, the
issue of managing R & D is essential to ensure
that its products is technologically updated and it
still can provide solutions to the market at some
point that it is or might be required. Despite the
Table 6. Key technologies.
Technology Description
Management of R & D (Filter
of ideas)
Means of relating the product
and the customer
Core R & D in internal
electronics
Enables the choice of the
product benefits to the user
PIC Microcontrollers Embedded
software
Methods of product
manufacturing (developed by
the company)
Linear Actuators - Engines
(Germany and China)
Specific material used
Industrial Automation (Electrical
Engineer)
Essential competence for the
company
Mechanical design and drawings
(Mechanical Planner)
Develop projects (3D prototypes,
testing) studies of materials
Toroidal source
Safety equipment (controls
the electrical current for the
product) required by law
Source: Authors.
Table 7. Product X Technology.
Market Segments Impact of product attribute
Plastic surgery; Scars, burns and wounds 7.35 5.14 8.55 7.29 8.50 10.00
PRODUCT ATTRIBUTES
TECHNOLOGIES
Modularity
Ease of use
Reliability
Facility for
cleaning
Technical
assistance
Economy
Result of Segment
Normalized
Results
Management of R & D 3 9 9 9 9 9 377.4 1.000
Core R & D in electronics internal 3 0 0 0 3 9 137.6 0
Source toroidal 9 0 0 0 3 9 181.7 0.184
Industrial Automation (Electrical Engineer) 9 0 3 0 9 9 258.3 0.504
PIC Microcontrollers Embedded software 9 0 0 0 3 9 181.7 0.184
Linear Actuators - Engines (Germany and China) 9 9 9 3 3 9 326.7 0.789
Mechanical design and drawings (Mechanical Planner) 9 3 0 9 9 9 313.7 0.734
Source: Authors.

How to develop technology … Hospital Automation Company. Production 11
Rocha, G. V. et al.
management activity being considered a medium, in
this case it is essential for the technological research
and development. An example is the case of the
automated chair study itself, which originated from a
demand observed by the company given its constant
observation and market research. Thus, the company
sought to empower themselves to meet this detected
demand. Therefore, it is essential for the company
to have surveillance regarding the administration
of its ideas and projects. In addition, the company
needs to be careful with those employed to be able
to retain key employees such as the need for good
mechanical designers to develop specific projects.
A skilled workforce is a key intangible asset for the
company and therefore should be treated as a key
part of its technology.
In what concerns the control modules and linear
actuators - used motors, the company is aware of its
component requirements for production and aims to
always acquire them with the best quality and lowest
price. It is a constant production challenge.
In the case of this workshop, there was almost
no difficulty seeing what the essential technologies
were for the company, since most employees work
with the technical part of the product and they are
used to treat these characteristics as described in the
preparation of the research team. Furthermore, this
activity aroused the interest of creating a position
responsible for activity monitoring technology,
which accompanies the technological innovations
and facilitates the prediction of future opportunities.
4.4. Fourth cycle
Finally, there was the fourth cycle of the action
research that was the Roadmapping workshop. At this
point, technologies are linked to resources to present
opportunities and future markets. There all the
definitions of the first three workshops were assembled,
leading the technology roadmap. Figure 6 shows a
flowchart for the TBCs to use as a facilitator guide
to the beginning of the roadmaps of development.
Because it is visual, it can help beginners who do not
know where to start.
With three layers of the prepared map, participants
defined integration and alignment between layers.
The first map was shaped like a frame that should be
filled with the desired planning for the product. In this
initial map, the market drivers were positioned in the
upper layer of the map and beneath them the attributes
of products, in a way that shows the development of
the product that will be released. Finally, the third
Figure 6. TBC`s Flowchart for TRM development. Source: Authors.

How to develop technology … Hospital Automation Company. Production
12 Rocha, G. V. et al.
that has been published and developed. What, indeed,
is one of the T-Plan objectives.
Much has been said about the importance and
relevance of the method; however, there is a gap in
this research (even more in Brazilian context) that
often leaves no doubt about this. It is important to
encourage such research, and they must be open in
order to show what is or could be involved in each
of the dimensions of the triad and the TPM process
of roadmapping.
Regarding the contributions of action research,
they are more easily perceived in the realm of practice,
because their results cannot be generalized. However,
the contribution in theory can be constructed from the
results obtained in other similar studies. This research,
in this sense, reinforces the potential application of
TRM in clarifying relevant aspects of the technology
planning of TBCs reinforcing the work done previously.
Instead of a few general rules, this work enabled
the lifting of various clues, which may be confirmed
or refuted in future studies. Future studies are still
needed for the systematic proposal to be evolved.
Acknowledgements
The authors would like to acknowledge the
support received from Brazilian funding agencies
CAPES, CNPq (Universal Edict 14/2012, Process
No. 478509/2012-0) and FAPEMIG.
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How to develop technology … Hospital Automation Company. Production
14 Rocha, G. V. et al.
Appendix 1A. Final version of the roadmap.