Category: Entrepreneurship

Entrepreneurially Nimble Amish Pivot to Make Face Masks

(p. A9) SUGARCREEK, Ohio — On April 1, John Miller, a manufacturer here with deep connections to the close-knit Amish community of Central Ohio, got a call from Cleveland Clinic. The hospital system was struggling to find protective face masks for its 55,000 employees, plus visitors. Could his team sew 12,000 masks in two days?

He appealed to Abe Troyer with Keim, a local lumber mill and home goods business and a leader in the Amish community: “Abe, make a sewing frolic.” A frolic, Mr. Miller explained, “is a colloquial term here that means, ‘Get a bunch of people. Throw a bunch of people at this.’”

A day later, Mr. Troyer had signed up 60 Amish home seamstresses, and the Cleveland Clinic sewing frolic was on.

. . .

Almost overnight, a group of local industry, community and church leaders has mobilized to sustain Amish households by pivoting to work crafting thousands of face masks and shields, surgical gowns and protective garments from medical-grade materials. When those run scarce, they switch to using gaily printed quilting fabric and waterproof Tyvek house wrap.

For the full story, see:

Elizabeth Williamson. “In Ohio, Amish Families Pivot to Make Medical Gear.” The New York Times (Friday, April 10, 2020): A9.

(Note: ellipsis added.)

(Note: the online version of the story was updated April 16, 2020, and has the title “In Ohio, the Amish Take On the Coronavirus.”)

You Build Your Dream “and You Don’t Let Anybody Stop You”

(p. A10) Though he never became a household name, Chuck Peddle was among the peers of Steve Jobs and Bill Gates in the 1970s who transformed personal computers from curiosities for geeky hobbyists into essential tools for the masses.

Mr. Peddle led a team at MOS Technology Inc. that designed a microprocessor priced at $25, around a 10th of the cost of competing devices. The MOS 6502, introduced in 1975, served as the electronic brain for some of the earliest personal computers, including the Apple I and II, as well as for videogame consoles.

The microprocessor’s low price changed the economics for personal-computer makers, allowing them to offer higher performance at affordable prices, said Douglas Fairbairn, a director at the Computer History Museum in Mountain View, Calif.

. . .

In an interview last March with the University of Maine’s alumni magazine, he summed up his engineering philosophy: “You take a dream, and you build a dream, and you keep building on it and you don’t let anybody stop you.”

For the full obituary, see:

James R. Hagerty. “Engineer Helped Launch Personal Computer Era.” The Wall Street Journal (Satursday, January 4, 2020): A10.

(Note: ellipsis added.)

(Note: the online version of the obituary has the date Jan. 1, 2020 and has the title “Chuck Peddle’s $25 Microprocessor Ignited Computer Market.”)

“The Licensing and Rollout” of Ebola Vaccine Was Accelerated

(p. 4) To combat Ebola in Congo, one of the world’s poorest nations, health workers are taking a multifaceted approach.

They have worked to win over communities that were sometimes uncooperative — even hostile.

They have drawn on technological innovations, notably a transparent enclosure known as the cube that allows medical workers to reach in and treat patients suffering from the contagious disease through plastic sleeves.

And they have used vaccines, developed relatively recently, which have made it possible to limit the spread of the epidemic.

. . .

The “cube” was . . . a big trust builder.

With transparent walls and integrated plastic sleeves and gloves, the air-conditioned chambers allowed medical teams to tend to Ebola patients without having to put on cumbersome protective gear. The cubes also allowed patients and their family members to see each other without risk of infection.

People were afraid of the treatment centers, where so many had died. But the cubes won trust for the health care workers, said Augustin Augier, chief executive of the Alliance for International Medical Action, the nonprofit aid group that developed the chambers.

“We asked the community to come and visit so they could see what was actually happening,” Mr. Augier said.

At least 500 patients were fully treated in the cubes, which could be set up in 90 minutes and reused up to 10 times, Mr. Augier, said.

But the key factor in curbing the spread of Ebola was the introduction of powerful vaccines and lifesaving antiviral drugs.

In early November 2018, the W.H.O. accelerated the licensing and rollout of the injectable Ebola vaccine Ervebo, made by the American pharmaceutical company Merck. Preliminary study results showed a 97.5 percent efficacy rate, prompting Congo, along with Burundi, Ghana and Zambia, to license the vaccine for wider distribution.

Nearly 300,000 doses of the vaccine have been administered in Congo, said Dr. Moeti of the W.H.O.

For the full story, see:

Abdi Latif Dahir. “Congo, Fresh From 2-Year Ebola Battle, Eyes New Virus.” The New York Times, First Section (Sunday, April 12, 2020): 4.

(Note: ellipses added.)

(Note: the online version of the story has the date April 11, 2020, and has the title “Congo Was Close to Defeating Ebola. Then One More Case Emerged.”)

Starkweather Never Imagined How Low the Price of a Laser Printer Would Fall

(p. A20) Gary Starkweather, an engineer and inventor who designed the first laser printer, bringing the power of the printing press to almost anyone, died on Dec. 26 [2020] at a hospital in Orlando, Fla.

. . .

Mr. Starkweather was working as a junior engineer in the offices of the Xerox Corporation in Rochester, N.Y., in 1964 — several years after the company had introduced the photocopier to American office buildings — when he began working on a version that could transmit information between two distant copiers, so that a person could scan a document in one place and send a copy to someone else in another.

He decided that this could best be done with the precision of a laser, another recent invention, which can use amplified light to transfer images onto paper. But then he had a better idea: Rather than sending grainy images of paper documents from place to place, what if he used the precision of a laser to print more refined images straight from a computer?

. . .

Because his idea ventured away from the company’s core business, copiers, his boss hated it. At one point Mr. Starkweather was told that if he did not stop working on the project, his entire team would be laid off.

. . .

But he soon finagled a move to the company’s new research lab in Northern California, where a group of visionaries was developing what would become the most important digital technologies of the next three decades, including the personal computer as it is known today.

At the Palo Alto Research Center, or PARC, Mr. Starkweather built the first working laser printer in 1971 in less than nine months. By the 1990s, it was a staple of offices around the world. By the new millennium, it was nearly ubiquitous in homes as well.

. . .

His father owned a local dairy; his mother was a homemaker. Their home was near a junk shop, where Gary would bargain for old radios, washing machines and car parts that he could tinker with in the basement, taking them apart and then putting them back together.

“As long as I didn’t blow up the house, I was allowed to do whatever I wanted down there,” he said in a 2010 interview with the Computer History Museum.

. . .

In 1997, while still at Apple, he gave a speech about the rise of the laser printer.

The first successful product sold by Xerox in the late 1970s cost more than $5,000 to manufacture, he said. He then held up a circuit board that drove the printers of the late 1990s. It cost just $38, making his product accessible to nearly any home or business.

That was not something he had ever imagined.

For the full obituary, see:

Cade Metz. “Gary Starkweather, Inventor of the Laser Printer, Is Dead at 81.” The New York Times (Thursday, January 16, 2020): A20.

(Note: ellipses, and bracketed year, added.)

(Note: the online version of the obituary has the date Jan. 15, 2020 and has the title “Gary Starkweather, Inventor of the Laser Printer, Dies at 81.”)

“Very Smart People Doing Things in Half the Time With Great Urgency and Loving It”

(p. A15) As World War II gave way to the Cold War, jet engines and nuclear weapons increased the importance of radar and the strategic significance of countering it. Mr. Westwick fast-forwards through early, tentative attempts to do so, taking the reader to Southern California in the 1970s, where two defense contractors—Lockheed and Northrop—competed to develop modern stealth aircraft.

. . .

“Stealth” is leavened with plenty of anecdotes. One engineer designs a key curve for a stealth plane called Tacit Blue by fidgeting with modeling clay while on a trip to Disneyland with his kids. Another jury-rigs an F-117 by stringing a grid of piano wire over a hollow in its exterior to block incoming radar waves. It was meant to be a stopgap but ended up becoming part of the aircraft’s design. But Mr. Westwick’s main concern is to convey a sense of what it was like to work with such collaborative intensity. As one engineer recalls: “It’s very smart people doing things in half the time with great urgency and loving it. Absolutely loving it and in a way loving the people they work with.”

For the full review, see:

Konstantin Kakaes. “BOOKSHELF; Mission: Invisible.” The Wall Street Journal (Thursday, January 30, 2020): A15.

(Note: ellipsis added.)

(Note: the online version of the review has the date Jan. 29, 2020, and has the title “BOOKSHELF; ‘Stealth’ Review: Mission Invisible.”)

The book under review, is:

Westwick, Peter. Stealth: The Secret Contest to Invent Invisible Aircraft. New York: Oxford University Press, 2020.

“Bludgeoned by Years of Subservience to Their Masters in Beijing”

(p. C2) The salient fact that we have learned about Chinese administrative and managerial practices from this latest outbreak is not that China is capable of impressive infrastructure projects but that its vaunted system of top-down decision-making, state control and central planning is directly responsible in large part for the virulence, intensity and rapid spread of the disease that has already claimed more than 1,300 Chinese lives.

According to reports from Wuhan in this and other news outlets, one of the principal reasons that the virus spread so quickly and infected so many was because officials in Wuhan, bludgeoned by years of subservience to their masters in Beijing, were simply terrified of taking any initiative. Zhou Xianwang, Wuhan’s mayor, told reporters that he didn’t take measures to deal with the epidemic earlier because he needed authorization from his political bosses.

For the full commentary, see:

Gerard Baker. “China’s Crisis Exposes a Badly Flawed Model.” The Wall Street Journal (Saturday, February 15, 2020): C2.

(Note: the online version of the commentary was updated Feb. 14, 2020, and has the title “THE NEW NEW WORLD; A Loyal Chinese Critic Vanishes, in a Blow to the Nation’s Future.”)

Audiences Know Showmen Often Lie “as an Act of Self-Promotion”

Showman and medical entrepreneur Martin Couney has been dismissed because he claimed credentials that he may not have possessed. The passage quoted below suggests that this behavior was common for showmen during the late 1800s and the early decades of the 1900s. Perhaps this mitigates what Couney claimed?

(p. C7) But Mr. Begley’s book is indeed brief, offering a brisk passage through the facts so far as they can be known. The accusation Houdini made against Robert-Houdin of “utter disregard for the truth” applied to Houdini with a vengeance; he lied not merely as an act of self-promotion, which could be said about many showmen and performers of his time and our own, but also about things that really didn’t matter.

For the full review, see:

Robert Wilson. “Houdini.” The Wall Street Journal (Saturday, March 14, 2020): C7-C8.

(Note: the online version of the review was updated March 13, 2020, and has the title “Two New Lives of Harry Houdini.”)

The book discussed in the passage quoted above, is:

Begley, Adam. Houdini: The Elusive American New Haven: Yale University Press, 2020.

“Two Promising Approaches” for Drugs to Reduce Severe Cases of Covid-19

(p. A19) Americans would have the confidence to return to work, even if the virus is still circulating in the fall, if they knew that a robust screening system is in place to identify and arrest new outbreaks and medication can significantly reduce the chance of becoming severely ill. Kevin Warsh, a former Federal Reserve governor, estimates that such a drug could restore at least $1 trillion in economic activity.

. . .  There are two promising approaches, and both could be available soon if government and private industry do things right.  . . .

One approach involves antiviral drugs that target the virus and block its replication. Think of medicines for treating influenza, HIV or cold sores. The drugs work by blocking the mechanisms that viruses use to replicate.  . . .

The other approach involves antibody drugs, which mimic the function of immune cells. Antibody drugs can be used to fight an infection and to reduce the risk of contracting Covid-19. These medicines may be the best chance for a meaningful near-term success.

Antibody drugs are based on the same scientific principles that make “convalescent plasma” one interim tactic for treating the sickest Covid-19 patients. Doctors are taking blood plasma from patients who have recovered from Covid-19 and infusing it into those who are critically ill. The plasma is laden with antibodies, and the approach shows some promise. The constraint: There isn’t enough plasma from recovered patients to go around.

For the full commentary, see:

Scott Gottlieb. “Bet Big on Treatments for Coronavirus; Antivirals and antibody therapies are showing promise. The FDA needs to step up its pace.” The Wall Street Journal (Monday, April 6, 2020): A19.

(Note: ellipses added.)

(Note: the online version of the commentary has the date April 5, 2020, and has the same title as the print version.)

“Working-Class Louis-François Cartier” Succeeded Through “Industry, Shrewdness, and Sheer Luck”

(p. 21) While Cartier is now a fixture in every major city, a synonym for international panache, its origins were modest. The author’s great-great-great-grandfather, , founded his eponymous company in 1847. Through a combination of industry, shrewdness, and sheer luck, he managed to transform his small shop into a fashionable destination: no small task in an era of civil unrest and regime change.

Thriving in the fickle fine jewelry market required finesse, and Brickell highlights the complementary skills different members of the close-knit Cartier clan brought to their ever-shifting business: innovative design, meticulous craftsmanship, an early appreciation for the power of public relations, and a keen eye for spotting counterfeit stones. Early on, Cartier also, crucially, developed a reputation as an honest and reliable dealer when droves of aristocrats were hocking their jewels following the Franco-Prussian War.

For the full review, see:

Sadie Stein. “Family Jewelers.” The New York Times Book Review (Sunday, December 22, 2019): 21.

(Note: the online version of the review has the date Nov. [sic] 26, 2019, and has the title “Can’t Afford a Shopping Spree at Cartier? This Book Is the Next Best Thing.”)

The book under review, is:

Brickell, Francesca Cartier. The Cartiers: The Untold Story of the Family Behind the Jewelry Empire. New York: Ballantine Books, 2019.