Google developing cancer and heart attack detector

SAN FRANCISCO: Google is exploring a way to search inside people's bodies for early signs of deadly illnesses such as cancer or heart disease.

A Life Sciences team at the special projects Google X Lab are experimenting with having "nanoparticles" hunt for signs of medical trouble in bloodstreams and then essentially report findings to sensors people could wear.

"This is still early-stage research, but we've done a number of promising experiments, so we're going to keep going," Google said in a description of the project made public on Tuesday.

Imagined applications include a test for enzymes given off by arterial plaques that are about to rupture and cause a heart attack or stroke, or a way to watch for cancer cells after surgery or chemo treatments.

Early detection is known to dramatically increase chances of successfully treating a number of life-threatening diseases.

Batches of specially crafted nanoparticles, each microscopic in size, could be swallowed in pills and then absorbed into bloodstreams where they would stick to targeted cells such as cancer.


In a description of the project, Google said that they have done a number of experiments.

Magnetic qualities designed into nanoparticles allow them to be drawn to worn devices and counted using non-invasive detection methods such as light or radio waves, according to Google.

If successful, the technology could "help physicians detect a disease that's starting to develop in the body," the California-based technology titan said.

Google said that it would license the technology to companies interested in using it for medically approved diagnostics.

Google Life Sciences team innovations include contact lenses that measure glucose levels in tears to allow people with diabetes to track blood sugar, and eating utensils that cancel out trembling hands caused by diseases such as Parkinsons.

Google also last year formed a company called Calico with a mission to address problems of health and aging by harnessing advanced technologies.
 

Who's moving where?

Global migration patterns, by the numbers

                    By GE Look ahead

EMERGING MARKETS / ASIA, AUSTRALIA, EUROPE, MIDDLE EAST, AFRICA & TURKEY, NORTH AMERICA, SOUTH AMERICA

Global migration statistics, which keep tabs on who’s moving where, reveal interesting shifts in global migration patterns. According to the Wittgenstein Centre for Demography and Global Human Capital, the largest regional migration from 2005 to 2010 was from Southeast Asia to the Middle East while nine of the 10 largest country-to-country waves were in Asia. The face of migration has changed and emerging markets are its rising stars

 

 

Wipro takes baby steps into $6 bn world of 3D printing with lone printer

On August 14 this year, Maltesh Somasekarappa received a call from one of the largest hospital chains in Mumbai. The caller, a doctor, sounded impatient and demanded how soon Somasekarappa, who heads Wipro's 3D printing unit, could make a human skull.

The doctor explained that the hospital was looking to replace a portion of a patient's fractured skull after a car accident. The patient could slip into coma any moment if not operated upon immediately, the doctor stressed.

"How early can you do it?" the doctor asked again. The hospital then emailed skull scans and other specifications for Somasekarappa to "print it out". Somasekarappa, who had recently convinced the top bosses at WiproBSE -0.27 % to invest in an additive manufacturing unit with a 3D printer that cost around $1 million (Rs 6 crore), asked his four-member  team to assemble and being work so as to ensure that the titanium replacement skull was ready within hours.

"By lunch on Augus ..August 15, we were ready to ship the skull," he said, "but the patient slipped

into coma and is still not in a condition to be operated upon." Interestingly, printing skulls is not the core part of Wipro's fledgling 3D printing business,  which is now printing objects ranging from satellite antennas to parts of hydraulic pumps and even fuel nozzles for airline engines.

For Wipro, these early investments in additive manufacturing -next-generation manufacturing that involves 3D ..are aimed at transforming its traditional hydraulics business, and at the same time finding an alternative revenue stream.

Also known as additive manufacturing, 3D printing uses an automated process that can create the units in one metal piece through successive layering of materials. Globally, GE, Nike, Boeing, Siemens and Rolls-Royce are some of the early adopters of 3D printing, making it an over-$6 billion (Rs 36,000-crore) industry in three years, according to a report  according to a report by consulting company Wohlers Associates. According to research firm Gartner, over 14,000 units of 3D printers will be shipped across the markets of Asia Pacific by 2017.

The big driver for Wipro, according to Pratik Kumar who heads Wipro's infrastructure business, was

that most of his existing customers appeared interested in 3D."We were seeing at least 25-30 new product launches from our customers every year: they needed prototyping and iterations on the go," said Kumar. Most of these customers are in the aerospace, defence and healthcare segments where the stakes are high for each new product launch.

Indeed, when WiproBSE -0.45 % incubated its 3D printing division last year, the idea was

to tap into a small but fast-growing market for printing machine parts used by aerospace and defence companies. Healthcare was not at all in the plan. The  possibilities, it now seems, are only limited by imagination, the challenge being not to dilute from the core areas.

"Initially, there was a temptation to get into the retail side of 3D printing, but we realised it could

be a distrac ..distraction," said Kumar. So far, the company has invested around $2 million (Rs 12 crore) in the 3D printing plant with just one printer, and the early results seem to be encouraging.

The early customers include Hindustan Aeronautics Limited, which is taking Wipro's help for 3D printing Vane Guides — machine parts that go into the combustion chamber of the engines, and even a two-wheeler maker that wants Wipro to help with manufacturing some parts as it  prepares to relocate its plants. Wipro declined to elaborate specific work being done for clients, including the engagement with old-time partner General Electric, which according to several people is already running pilots to print fuel nozzles. Globally, GE is looking for ways to manufacture around 85,000 fuel nozzles for its new leap jet engines. And 3D printing is at the core of this hunt. At a time Prime

Minister Narendra Modi is pushing to create more manufacturing jobs through "Make in India"

Wipro believes the country needs to embrace next-generation technologies, and not just compete on

low-end projects. "Any economy cannot leapfrog by missing the manufacturing bus — this (additive manufacturing) is our opportunity to catch up, especially given our design skills," said Kumar. Wipro's partner, Singaporebased EOS, which specialises in additive manufacturing and has even sold its 3D printer to Wipro, said India is best-positioned for this. "Some studies show that atleast 30% of the products designed in the world are designed by Indians; however this has not translated to manufacturing in India," said Terrence Oh, vice-president, EOS Asia Pacific Operations.

To be sure, 3D printing cannot match conventional manufacturing in scale, and most of the next generation  manufacturing is still focused on fewer units (in hundreds or thousands and not millions of units). But in the areas of defence, aviation and healthcare, companies such as Wipro are hoping to produce high-quality machines without having to wait for "economies of  scale" advantage. "Will this be a billion-dollar business someday? Of course, we would like it to be. But for now, the focus is on scaling what we currently have to 4-5-10 times," said Kumar.

Tata group’s Ramadorai to mentor tech entrepreneurs

S Ramadorai, a doyen of the Indian IT Industry, is eager to be a father figure to budding technology entrepreneurs. The former Vice-Chairman of Tata Consultancy Services says he is open to mentoring start-ups that have the potential to put India on the global map for indigenous software products through affordable technology.

 

“If a young entrepreneur comes to me with a good idea, I am more than happy to provide inputs and guidance. Hand-holding is always the first step. I have not invested in any start-ups till date, but I am open to it now,” Ramadorai told Business Line in an exclusive meeting. Recently, Tata Group’s Chairman Emeritus Ratan Tata picked up stake in Snapdeal.com, India’s largest online marketplace, for an undisclosed amount.

 

Ramadorai, who recently retired from TCS after over 40 years of service, says he is more interested in start-ups focused on non-invasive health monitoring, digital learning, big data, analytics and skills augmentation.

 

“I would like to see an increase in the scale, size and number of companies that own intellectual property in India. Shared wealth and IP that can make a global impact is what we should aim for,” said Ramadorai.

 

He continues to hold key positions with various Tata institutions. Apart from being the Chairman of Air Asia India, a three-way joint venture between AirAsia, Tata Sons and Arun Bhatia’s Telestra TradePlace, he is the Chairperson of the Tata Institute of Social Sciences governing council and Chairman of the Bombay Stock Exchange.

 

Bridging skill gap

Software products that could help the cause of bridging the skill gap at the grassroot level are high on his agenda.

 

“From the point of view of corporate social responsibility, the Tata group is looking at skilling in addition to education and healthcare. We are trying to put together a strong programme on that front,” said Ramadorai, who also serves as the Chairman of the National Skill Development Corporation.

 

‘Try new things’

So what is Ramadorai’s advice to emerging entrepreneurs? “Be willing to try new things at a young age. Do not worry about success measured by revenue and do not be disheartened when people say you have failed. Don’t write off a particular product or concept just because it failed in the market at the first attempt,” he added.

 

Ramadorai was made TCS’ Vice-Chairman in October 2009, after serving as the company’s CEO and MD for 14 years. Between 1996 and 2009, TCS grew from a $160 million firm to a $6-billion behemoth