National Manufacturing Innovation Network - Manufacturing Institute

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18 Νοε 2013 (πριν από 4 χρόνια και 1 μήνα)

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American Manufacturing
Innovation
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

The Manufacturing Institute

202.637.3491

GCarrick@nam.org

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.

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

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

Priorities to Improve
Manufacturing Competitiveness

0%
20%
40%
60%
Influence government policy & funding
priorties
Greater collaboration
Improve workforce competitiveness
Increase technical innovation
Increase technical
innovation
Improve workforce
competitiveness
Greater collaboration
Influence government
policy & funding priorities
Challenges

Opportunities

Percentage of votes for an option

Manufacturers Recognize the Importance
of Innovation to Competitiveness

0%
10%
20%
30%
40%
50%
60%
70%
0
1
2
3
4
5
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

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.”

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


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

2011 Manufacturing Innovation
Summit


October 27, 2011, Columbus OH


25 industry participants


Large, medium, and small companies


Range of sectors


Confirmed need for an infrastructure
to mature manufacturing technology


Reviewed innovation models


Consensus behind a proposed
innovation model to develop,
mature and implement advanced
manufacturing technology

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


Many Innovation Models


Fraunhofer Institutes (Germany)


A*STAR (Singapore)


SEMATECH


NCMS


NIST MEPs


University Centers


EWI Edison Center


DoD MANTECH


EPRI


Federal laboratories


One
-
off federal solicitations

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


A new
American

model is
needed

Industry
Consortia

Application
Centers

2 Components of the
Manufacturing Accelerator Network


Sector specific; organized around
industry clusters


Member based collaborations; financial
support to demonstrate relevance


Government/industry cost share
pre
-
competitive technology development


Engages 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
-
beating


Facilities and expertise to support
all sectors and business sizes


501(c)(3) not
-
for
-
profit corporations
focused on industry clients


Primarily industry funded to implement
technology for proprietary applications


Modest government funding to build
core capabilities


IP framework that reduces barriers to
implementation


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

Agile automation
Additive manufacturing
Casting
Coating
Electronic assembly
Forming
Inspection
Joining
Machining
Polymer processing
Battery high-speed assembly
X
X
X
X
X
X
Flexible electronics
X
X
X
X
X
Large component fabrication
X
X
X
X
X
X
X
X
Net-shape manufacturing
X
X
X
X
X
X
X
X
X
Next-generation optoelectronics
X
X
X
X
X
Vehicle lightweighting
X
X
X
X
X
X
X
X
X
Illustration of Center/Consortia
Synergies

Manufacturing Applications Centers

Industry Consortia

Industry support drives particular entries and exits

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 technologies


IP 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

V
IEW

S
LIDE

S
HOW

TO

S
EE

P
ROGRESSION

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


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


Borrows Proven Elements from
EWI Experience


Broadest materials joining technical capabilities in the Western
Hemisphere; many world
-
beating manufacturing technologies


Serves over 240 member companies at over 2,000 locations


Sustainable model; >$25M revenue, >$20M capital; majority
industry funded; leverage from competitive government programs


Delivers both pre
-
competitive R&D and client solutions


Independent 501(c)3; close relationship with Ohio State University


Many markets


Aerospace


Alternative energy/battery


Automotive/consumer products


Defense


Heavy equipment/rail


Energy/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

February 15, 2012

Manufacturing Accelerator Network
Pilot Concept

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


Agile automation
Additive manufacturing
Forming
Joining
Large component fabrication
X
X
X
X
Net-shape manufacturing
X
X
X
X
Vehicle lightweighting
X
X
X
X
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

Vehicle Light
-
Weighting Consortium


Sectors: automotive, defense, aerospace


Meeting 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

Net
-
Shape Manufacturing
Consortium


Sectors: aerospace, defense, medical, energy


Reduce energy usage, carbon intensity, manufacturing
operations, and cost


Improve competitiveness and sustainability


Conserve strategic materials


Enable higher performance product designs

Large Component Fabrication
Consortium


Sectors: energy, mining equipment, ships, defense


Large component fabrication is often manually
intensive and requires large capital investment


Domestic suppliers at a disadvantage with low labor
cost countries, or heavily subsidized competitors


Opportunity to leapfrog foreign capability through
agile, high
-
productivity fabrication technologies

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

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 agile


This center will mature AM technologies and qualify
them for specific applications


Materials Forming Center


Dramatic increase in use of new high
-
performance
materials are making legacy forming technologies obsolete


More technically complex approaches required


Asia and Europe are investing heavily in technology
development while the U.S. is falling behind


This center will help American supply chains adopt the
latest forming technologies to meet emerging requirements

Volvo Strategy

Hot Stamp 20%


㐵4

Materials Joining Center


Increasing performance requirements and new
material combinations are pushing limits of joining


Need new methods to join dissimilar materials and
predict performance during the design stage


Center investment will create unique capabilities for
dissimilar material joining and simulation


Government investment in initial pilot: ~$25M


Build out network (10 centers and 6 consortia) within
4

years


Cost to build out and maintain network: ~$50M/year


Contracted 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

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

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

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




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

Questions?

Chris Conrardy

Chief Technology Officer

EWI

614.688.5191

cconrardy@ewi.org

Gardner Carrick

Senior Director of Strategic Initiatives

The Manufacturing Institute

202.637.3491

GCarrick@nam.org