American Manufacturing Innovation PowerPoint Presentation

American Manufacturing Innovation PowerPoint Presentation

2016-03-26 76K 76 0 0

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Network. Chris Conrardy. Chief Technology Officer. EWI. 614.688.5191. CConrardy@ewi.org. A National Network for Manufacturing Innovation (NNMI) . Gardner Carrick. Senior Director of Strategic Initiatives. ID: 269617

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Presentations text content in American Manufacturing Innovation

Slide1

American Manufacturing Innovation

Network

Chris Conrardy

Chief Technology Officer

EWI614.688.5191CConrardy@ewi.org

A National Network for Manufacturing Innovation (NNMI)

Gardner Carrick

Senior Director of Strategic Initiatives

The Manufacturing Institute

202.637.3491

GCarrick@nam.org

Slide2

Thesis

Innovation is the key driver of competitiveness, wage and job growth, and long term economic growth. The U.S. is lagging behind in innovation in its manufacturing sector relative to high-wage nations such as Germany and Japan.

Individual companies cannot justify the investment required to fully develop many important new technologies or to create the full infrastructure to support advanced manufacturing. Private investment must be complemented by public investment (public-private partnership).

A

sustainable, lean, industry-focused

innovation model will create an environment for American manufacturing innovation that will advance U.S. manufacturing competitiveness and drive export growth.

Slide3

Global Competitiveness Challenge: Disturbing Trends

The 2010 trade deficit for all manufactured goods was $565B; and for advanced technology products was $81B

Source: The Manufacturing Mandate, Unleashing a Dynamic Innovation Economy, Aug. 2010 The Association For Manufacturing Technology

Manufactured Goods U.S. Trade Balance

Slide4

Global Competitiveness Challenge: Disturbing Trends

Source: The Competitiveness and Innovative Capacity of the United States, Dept. of Commerce January, 2012

Thousands

U.S. Manufacturing Employment

Slide5

Priorities to Improve Manufacturing Competitiveness

Challenges

Opportunities

Percentage of votes for an option

Slide6

Manufacturers Recognize the Importance of Innovation to Competitiveness

How important will having world-class manufacturing technologies be to your company's overall competitiveness in the next 5 years?

Extremely important

Not at all important

Source: 2011 EWI Member Survey; 350 respondents

Percentage of respondents selecting an option

Slide7

Importance of Innovation Widely Recognized

June 2010 Global Manufacturing Competitiveness Index;

Primary driver of competitiveness is “talent-driven innovation”

June 2011 PCAST Report to the President on Ensuring American Leadership in Advanced Manufacturing:

“The United States is lagging behind in innovation in its manufacturing sector relative to high-wage nations such as Germany and Japan”

October 2011 Economist Intelligence Unit survey of senior executives from U.S. manufacturing firms

90% identify innovation as the key to long-term success

January 2012 Dept. of Commerce report “The Competitiveness and Innovative Capacity of the United States”

“Innovation is the key driver of competitiveness, wage and job growth, and long-term economic growth.”

Slide8

US Innovation Gap: Insufficient Emphasis on Maturing New Manufacturing Technology

Structural problem requires a structural solution

Universities,NSF Centers,Federal Labs High-risk research Long time horizon Not focused on shop floor implementation

Industry, NIST MEP Incremental improvement Off the shelf technology Short time horizon

Time to deployment

Technical Innovation

Best Practices

Basic Research/

Education

Manufacturing Technology Innovation

Missing Middle

Manufacturing technology innovation, maturation, commercialization, insertion

Medium time horizon

High impact

Slide9

An Effective Model Must Overcome Four Principle Barriers

Source: Aug. 2010 EWI member survey; 550 respondents

What are the biggest barriers to successful collaborative manufacturing technology development?

1. Funding

2. IP ownership

3. Competition

4. Delivery

Percentage of respondents selecting option

Slide10

2011 Manufacturing Innovation Summit

October 27, 2011, Columbus OH25 industry participantsLarge, medium, and small companies Range of sectorsConfirmed need for an infrastructure to mature manufacturing technologyReviewed innovation modelsConsensus behind a proposed innovation model to develop, mature and implement advanced manufacturing technology

Slide11

Necessary Attributes of an Innovation Model

Government not picking favorites, but creating an environment for manufacturing innovation

Elements needed in an innovation infrastructure:

Independent organizations with industry-focused mission

Agile, self-sustaining, entrepreneurial businesses

World-beating advanced manufacturing technology capabilities in strategic, targeted areas

Capability to mature and commercialize advanced technologies

Multi-sector relevance

Accessible to small, medium, and large businesses anywhere

Linkage to existing national lab, university, and MEP assets for research, education, and outreach

IP framework that facilitates implementation

Slide12

Many Innovation Models

Fraunhofer Institutes (Germany)A*STAR (Singapore)SEMATECHNCMSNIST MEPsUniversity CentersEWI Edison CenterDoD MANTECH EPRIFederal laboratoriesOne-off federal solicitations

None of these models alone is sufficient to bridge the U.S. “Manufacturing Innovation Gap”

A new

American

model is needed

Slide13

Industry Consortia

Application Centers

2 Components of the

Manufacturing Accelerator Network

Sector specific; organized around industry clustersMember based collaborations; financial support to demonstrate relevanceGovernment/industry cost share pre-competitive technology developmentEngages universities and national labs to address “grand challenges”Workforce development through educational institutions IP framework that reduces barriers to collaboration

Manufacturing technology specific; capabilities that are world-beatingFacilities and expertise to support all sectors and business sizes501(c)(3) not-for-profit corporations focused on industry clientsPrimarily industry funded to implement technology for proprietary applicationsModest government funding to build core capabilitiesIP framework that reduces barriers to implementation

Slide14

Industry Consortia Precompetitive technology development Workforce Training

Universities,NSF Centers,Federal Labs High-risk research Long time horizon Not focused on shop floor implementation

Bridging the Innovation Gap

Application Centers Mature and commercialize technology Implement for industrial applications

Industry, NIST MEP Incremental improvement Off the shelf technology Short time horizon

Time to deployment

Technical Innovation

National network of industry-focused application centers and consortia linked to existing assets

Slide15

Illustration of Center/Consortia Synergies

Manufacturing Applications Centers

Industry Consortia

Industry support drives particular entries and exits

Slide16

Light-weighting Consortium

Universities,NSF Centers,Federal Labs

Example: From Pre-competitive R&D to Industry Application

Joining Application Center

Industry, NIST MEP

Time to deployment

Technical Innovation

Consortium roadmap identifies joining of high-performance aluminum castings to steel structure as a technology gap

Consortium manages portfolio

Issues RFPs

Gov’t / industry cost share

Both early and later stage technologiesIP terms require a free licenses for consortium members

University shows feasibility of magnetic pulse joining

funding

results

Center recognizes potential benefit for commercial clients; licenses IP from university; works to mature technology and expand IP; enages commercialization partners

Center adds technology to portfolio and makes network aware of the new capability

Center performs proprietary applications development for specific companies providing competitive advantage and business growth

View Slide Show to See Progression

Slide17

Benefits of the Consortia to Industry

Engage industry leaders to identify and solve common challenges

Leverage industry and government funding to develop pre-competitive technologies

Access wide range of technical organizations for innovative technology development

Advance industry codes and standards

Support workforce training and education programs

Program management to ensure timely and efficient execution

Royalty-free licenses to IP created by the consortium

Slide18

Benefits of Application Centers to Industry

Practical application of the technologies leveraging proven solutions from a wide range of industry sectors

Access to world-beating manufacturing technology expertise and high-value capital equipment

Robust network to rapidly connect small, medium, and large manufacturers with the best technical assets

Network collaboration to advance cross-cutting technologies, e.g., modeling and design methodologies

Client ownership of IP developed on client projects

Leverage Application Centers background IP

Slide19

Borrows Proven Elements from EWI Experience

Broadest materials joining technical capabilities in the Western Hemisphere; many world-beating manufacturing technologiesServes over 240 member companies at over 2,000 locationsSustainable model; >$25M revenue, >$20M capital; majority industry funded; leverage from competitive government programsDelivers both pre-competitive R&D and client solutionsIndependent 501(c)3; close relationship with Ohio State University

Many marketsAerospaceAlternative energy/batteryAutomotive/consumer productsDefense Heavy equipment/railEnergy/oil and gas/power

Public-private partnerships (PPPs)

Additive Manufacturing Consortium

Advanced Energy Manufacturing Center

Nuclear Fabrication Consortium

Navy Joining Center

Rail Manufacturing Center

Joint industry programs

Slide20

February 15, 2012

Manufacturing Accelerator Network Pilot Concept

Slide21

Pilot Objective

Establish a low-risk, subscale network of linked centers and consortia with sufficient critical mass to demonstrate effectiveness

Build on existing capabilities

Impact multiple sectors and critical technology gaps

Leverage existing industry consortia and technology center capabilities with proven industry commitment

Establish objective success metrics

Deliver measurable results within a year

Slide22

Sub-Scale Pilot Network

Manufacturing Applications Centers

Industry Consortia

Launching 3 consortia and 4 centers provides critical mass to produce measureable impacts for back-bone industries

All address known industry needs with opportunities to leverage ongoing or planned investments

Slide23

Vehicle Light-Weighting Consortium

Sectors: automotive, defense, aerospaceMeeting CAFE standards, safety requirements, and customer expectations is a major challenge Requires radical changes to auto structure and drive train designs, materials, and manufacturing methods Major supply chain impacts expected

Slide24

Net-Shape Manufacturing Consortium

Sectors: aerospace, defense, medical, energyReduce energy usage, carbon intensity, manufacturing operations, and costImprove competitiveness and sustainabilityConserve strategic materialsEnable higher performance product designs

Slide25

Large Component Fabrication Consortium

Sectors: energy, mining equipment, ships, defense Large component fabrication is often manually intensive and requires large capital investmentDomestic suppliers at a disadvantage with low labor cost countries, or heavily subsidized competitorsOpportunity to leapfrog foreign capability through agile, high-productivity fabrication technologies

Slide26

Agile Automation Center

Automation has not been effectively applied for large structures or small batch sizes

Agile automation could enable large-scale equipment to efficiently produce low volume lots

This center will provide world-beating development and education environment for agile automation

Agile processes

Agile configurations

Facility expansion in progress

Slide27

Additive Manufacturing Center

Disruptive technology to produce parts in one manufacturing operation: “From Art to Part”Launch products faster, radically improve designs, reduce material waste, make supply chains more agileThis center will mature AM technologies and qualify them for specific applications

Slide28

Materials Forming Center

Dramatic increase in use of new high-performance materials are making legacy forming technologies obsoleteMore technically complex approaches requiredAsia and Europe are investing heavily in technology development while the U.S. is falling behindThis center will help American supply chains adopt the latest forming technologies to meet emerging requirements

Volvo StrategyHot Stamp 20%  45%

Slide29

Materials Joining Center

Increasing performance requirements and new material combinations are pushing limits of joiningNeed new methods to join dissimilar materials and predict performance during the design stageCenter investment will create unique capabilities for dissimilar material joining and simulation

Slide30

Government investment in initial pilot: ~$25M

Build out network (10 centers and 6 consortia) within 4 yearsCost to build out and maintain network: ~$50M/yearContracted services grows to become dominant share of funding within 5 years

ROM Investment Plan

Resources (millions $)

Year

Gov’t consortium investment

Contracted Services

5:1 multiplier

Gov’t center investment

Slide31

Success Metrics

Network Effectiveness

Industry Engagement

Technology Advancement

Workforce Development

Results

Progress

Process

# of joint projects and technology transfers/transitions

# of network partners and partner events

Outreach to industry, MEP, university labs

Results

Progress

Process

Amount of competitive research funding

# of industry members

Growth in programs/cross-sector relevance

Results

Progress

Process

Deployed technology adoption and end-user investment

Progress toward commercial use

New IP generation/patents and licenses

Results

Progress

Process

# of graduates placed in targeted industry sectors

Skill advancement of workers and students

Worker and student program involvement

Slide32

MI/EWI February 15 Washington Briefing

Objective: To inform policymakers and managers of relevant Federal programs

Government Participants:

White House Office of Science and Technology Policy

DARPA Open Manufacturing program

DOE Advanced Manufacturing Office

NIST Chief Manufacturing Officer

NIST Associate Director for Innovation and Industry Services

Office of Secretary of Defense, Manuf. & Industrial Base Policy

National Science Foundation

Industry: Babcock & Wilcox, Honda of America, GE Aviation, Manufacturing Institute, EWI, AMT

Slide33

March 9 Announcement

President Obama announced a proposal for a "National Network for Manufacturing Innovation" Network of up to 15 "Institutes for Manufacturing Innovation" which would serve as "regional hubs of manufacturing excellence" across the country

Slide34

Opportunity

A

sustainable, lean, industry-focused

innovation model will create an environment for American manufacturing innovation that will advance U.S. manufacturing competitiveness and drive export growth

A targeted, strategic investment by the government can quickly create a pilot network that delivers significant, measureable impact for American industry

Slide35

Questions?

Chris ConrardyChief Technology OfficerEWI614.688.5191cconrardy@ewi.org

Gardner Carrick

Senior Director of Strategic Initiatives

The Manufacturing Institute

202.637.3491

GCarrick@nam.org

Slide36

Slide37


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