prof. dr. john johansen
TRANSCRIPT
Facts about Manufuture.dk
• Hosted at Center for Industrial Production, Aalborg University
• Active since 2006 and with increasing industry involvement
• Partly funded by Danish Agency for Science, Technology and Innovation (125.000 € for 2010-2011).
• Prof. John Johansen (Chairman) & Anders Vestergaard (Secretary)
• Supported by key players in Danish Industry and research (Grundfos, Danfoss, Lego, B&O, Danish Crown, Terma, Federation of Danish Industries, etc.)
Visions for Manufuture.dk
• To create a national and international platform which support collaboration projects and initiatives between industry and research
• To put future challenges for Danish manufacturing companies on the political agenda
• To influence the Framework Programmes to focus on themes that fit the Danish industry structure and core research competences
• To create awareness of manufacturing research and to contribute to the dissemination of results and opportunities especially in the context of EU research projects
Activities in Manufuture.dk
• Manufacturing 2025 Project
• Roadmap 2025 Project (October 2011)
• Danish Academy for Manufacturing Excellence
• Co-hosting the Commissions NMP Conference, (June
2012, Aarhus DK)
• Focus on Food Manufacturing, FoodManufuture (FP7
project, summer 2011)
• Aiming to support FP7 applications but very limited resources
• Participating in various strategy groups within manufacturing – e.g in relation to Danish Industries.
Applied Research Collaboration with Industrial Central Organisations Collaboration with more than 80 companies Involved in a number of national and international
networks projects
Research Focus See figure
Study Programs Master in Management of Technology (MMT) Global Business Development – B.Sc. Internationl Technology Management – M.Sc Industrial Management – M.Sc. Ph.D. Programme Research dissemination (Seminars, workshops, conferences, etc)
Staff Faculty (14) Ph.D. (14) Post.Doc and Research assistants (6) Administrative (6)
Organisation and Management External board of directors International Advisory Board
Key Figures Budget (App. 30 mill. DKR.) Students (> 200)
www.CIP.dk
MANUFUTURE - the Strategic Perspective
• the EU faces continuing competition from other developed economies (i.e. Korea), particularly in the high-tech sector
• manufacturing in more traditional sectors is increasingly taking place in low-wage countries such as China and India
• the real threat of this process for Europe lies in the rapid take-up of automation in these countries.
Kilde: MANUFUTURE, 2006
The current industrial paradigm is no longer adequate as:
Manufacturing - Why worry?
“R&D drive new developments in manufacturing, but more importantly,
manufacturing is the contextual river for more R&D.
The trend to move manufacturing physically abroad places strains upon the communication channel between manufacturing and R&D centres.”
“At the same time within management discussions the conviction is growing that it leads to destruction of vital business interests.”
Kilde: FuTMaN report and ManuFuture
3 types of Swedish plants
(Source: Feldmann & Olhager, 2010)
20 plants 40 plants 40 plants
Sitecompetence
Production Process improvement Technical maintenanceProduction
Supply chainSupplier developmentProcurementLogistics
Development Introduction of new product technologiesProduct improvementIntroduction of new process technologies
Plant type 1
Plant type 2
Plant type 3
ProductionProcess improvementTechnical maintenanceProduction
Production Process improvementTechnical maintenanceProduction
Supply chainSupplier developmentProcurement Logistics
Does the plant type matter?
• No significant differences between plant types for:
– Delivery speed and reliability
– Flexibility: product mix and volume
• Plants with all types of competences are significantly betterthan plants with only production competences at:
– Quality (conformance to specifications)
– Cost efficiency
– Rate of new product introductions
• Thus, performance can be improved by keepingproduction and product development together
Point of departure
• No simple solutions (no Egg of Columbus) – unfortunately. It calls for advanced solutions to maintain meaningful Manufacturing in Denmark
• Some basics assumptions:
– Automation and technology by oneself is insufficient. Technology must be sen in connection with business, business system, people and organizations
– One-sided focus on Productivity is insufficient – Productivity as a ”Qualifier”
– Not enough to focus on Innovation and Creativity – Knowledge and Innovation follows in some areas Manufacturing
• High-Tech is a doubtful strategy - Few Danish companies have the resources to research basic technology development – Danish industry consists of small and medium size companies – limited resources
But we (Denmark) have a good starting point ….
Next step
Road Map – Three areas:
• Research
– Identification of research themes, and when scheduled (also involving the spilt between Public and private arrangement)
• Education
– Structure, themes and prioritization – Basic school to university
• Innovation
– How to transform research and education into value and business systems, for the benefit of society and industry
Conclusion
• A need for strengthen Danish companies competitive power the commingdecades
• Danish industry has a number of unexploiteddevelopment potentials including innovation
• Danish industry has a good starting point – Know-ledge, flexibility, and efficient organizations
……… But, a huge common task for companies, knowledge institutions, politicians and society
Vision
DAME – Danish Academy of Manufacturing Excellence
Board of Directors
AAU DTU SDU
CIP I9 ??
MAN
MEK
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1) Research Projects2) Exchange Programs – Teaching and Research3) New Teaching form – Virtual Class Rooms
PhD School
Industrial Educational Programs
Research Projects
Industrial Clusters
Int. Adv. BoardJTIManuFuture
EU Frame-work
Other Int.projects
ResearchNetworks
StrategicInternational
Partners
InternationalPhD
School