Tana Utley

Describe the risk associated with the decision to abandon cooled-exhaust gas recirculation technology in favor of unproven ACERT technology. What was the most difficult technical challenge in making ACERT work?
Based upon years of research in basic engine technologies, Caterpillar elected to pursue a differentiated technology approach for meeting 2002 on-highway emissions standards. This decision was driven by the need to meet customer expectations for fuel economy and durability, along with our ability to integrate our core technologies together in a unique way to meet those expectations.

Caterpillar’s system solution utilizing fuel system, air system, aftertreatment and electronic technologies was radically different from the industry standard. At the time, no engine manufacturer besides Caterpillar had determined how to create such a system solution. It was technically difficult because the emissions regulations were extremely challenging, the components were sophisticated and the control system was complex. The tight timetable for developing and implementing the technology increased the risk. A failure of the program would have prevented us from selling engines into the EPA-regulated market.

The most challenging element of the ACERT program was the need to invent on a schedule. Our idea for a system solution required a few inventions to be successful. Communication was also a challenge. We had to keep the team motivated and keep a large range of audiences informed of our progress. Interested parties included regulatory agencies, suppliers, customers, employees, executives and others.

The experience reinforced the importance of invention and commitment. Caterpillar has some great inventors to invent, engineers to design, and armies of people engaged in making a product a commercial reality. Caterpillar’s ability to get behind an initiative and push it to fruition is remarkable. Hundreds of people made ACERT happen.

What are some other key technology projects you are most proud of having worked on in your career? What are some of the projects in which you are currently involved?
I was a lead engineer for the C10 and C12 engines launched around 1996. We had a cohesive group that stayed together for a number of years to launch this program. We worked together from the beginning to the end of the program and endured a work stoppage in the midst of it. The product launched was, at the time, the most reliable product ever launched by Caterpillar.

Today, I don’t work on individual technology projects, per se. Instead, I am working with other Caterpillar leaders to create and execute the enterprise technology strategy that defines how Caterpillar will use technology to compete in the future. You can see elements of our technology strategy in recent product announcements we’ve made: the D7E track-type tractor with electric drive and autonomous truck program. My job is to ensure we are investing in technologies and commercializing those that will fuel customer value and company success.

How is R&D structured at Caterpillar? Is research centered in specific geographic locations or is it done all over the world? What types of research are currently being done?
Our technology strategy is the compass for our research and development work. The work is done by engineers all around the world for our products manufactured and sold all around the world. We take a global view in our priorities and technology development.

The term “research” is generally used for advanced development. At Caterpillar, we perform applied research in which we are developing technology to be applied to our products in the future. Our researchers are working on technologies including alternative fuels, autonomy, emissions reductions components, advanced materials and others. Their emphasis is on determining how advances made in the basic sciences can help us provide more value to our products. The majority of our advanced research is done in the United States and Europe. At its root, most of our research is directed towards cleaner air, more productive products and product safety.

The term “development” is generally used for product engineering activities that apply to the next generation of products coming to market in the next one to four years. Caterpillar has design and development engineers in every geographic region to identify customer needs and design, develop, and manufacture products to meet the customer needs. One of Caterpillar’s greatest strengths is the ability to leverage global talent to meet customer needs. It is common for an engineer in the United States to have worked with engineers in China, India or Europe.

When an engineer has an idea that will create commercial value, we use a patent to protect the intellectual property. Caterpillar engineers have hundreds of patents on products and processes.

How involved were you in the spinoff of Firefly Energy? What factors are considered when deciding whether an innovation is spun off as a separate company or kept within the company?
I was not involved in the Firefly Energy spinoff as I was not responsible for the division at the time.

Caterpillar only benefits from their solitary pursuit of commercializing a technology when they have the scale to be successful and the technology provides value substantiated by price or low cost. Our engineers who develop batteries for our machines and engines invented the technology now embedded in Firefly. While it can be valuable for some Caterpillar products, the greatest value lies outside the construction equipment market. Further, the battery business is a high-volume business. They typically talk about volumes in the millions while Caterpillar talks about volumes in the thousands. We felt Firefly technology’s greatest potential was outside Caterpillar and elected to spin off the technology. This gives the concept its greatest opportunity to succeed and provides entrepreneurs with an exciting new venture.

What are some of the unique collaborations in which Caterpillar is involved? What is your involvement with NASA’s Constellation program?
Caterpillar partners with universities, consortiums, governmental research agencies and other companies around the world. This virtual organization gives us a broad exposure to the best minds and resources in their fields without reinventing technologies already invented.

At the university level, we select those universities strong in a given field for special partnerships. For example, we have a partnership with Carnegie-Mellon to develop advanced autonomous technologies. At the governmental level, we participate in programs to further joint governmental-corporate research. An example of this is the Energy Technologies Institute in the U.K. We are a founding member of this consortium that includes the U.K. government and several companies who do business in the U.K. The consortium is researching technologies that will reduce greenhouse gas emissions.

What do you think is most important for the new administration to consider with regard to national technology policy and harnessing our ingenuity?
Technology policy should be founded on sound science directed to further society’s needs. The policy should focus on achieving desired outcomes while allowing industry and entrepreneurs to find the most effective and efficient means of achieving those objectives using technology. This approach is contrary to technology-forcing regulations that prescribe a specific technical solution.

Thoughtful patent reform is also important. I am a proponent of patent reform that would harmonize the United States with other countries and reduce the cost of litigation. Harmonization would reduce the cost of doing business with other countries and would reduce the use of intellectual property (IP)—or lack of—as a trade barrier. Strong IP laws and enforcement in all countries would facilitate free trade and open markets. Caterpillar has long been an advocate of free trade in every aspect of the company, and it’s important for that message to be delivered in central Illinois.

In 2008, Caterpillar’s U.S. exports surpassed $16 billion, helping to provide jobs for tens of thousands of Caterpillar and supplier employees in the United States. Here in the Peoria area, 56 percent of the products manufactured are exported to markets outside the country. Now is not the time for us to be turning inward and protectionist. We are proud of the global footprint we have established that allows us to compete and succeed around the world. iBi 

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