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© 2012 Rolls-Royce plc
The information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used for
any purpose other than that for which it is supplied without the express written consent of Rolls-Royce plc.
This information is given in good faith based upon the latest information available to Rolls-Royce plc, no warranty or representation is
given concerning such information, which must not be taken as establishing any contractual or other commitment binding upon Rolls-
Royce plc or any of its subsidiary or associated companies.
Manufacturing Research Centres
October 2012
Stephen Burgess
- What does Industry want ?
Improve Competitiveness
Better
Products
Better
Business Performance
Manufacturing R&D – Why Invest in R&D ? 2
New Processes
Unit Costs
Improve quality
Standardisation
Reduced Cycle
Times
New Materials
Novel Concepts
Material Utilisation
Improved Life
Reliability
Part Number Count Reduced Lead time
Process Capability
productivity
Reduced Waste
Less Operator
Intervention
Delivery Performance
© 2012 Rolls-Royce plc
5 6 7 8 9 1 2 3 4 MCRL
Industry Need – Rapid & Effective Technology Exploitation
Technology Feasibility Pre-Production Production Implementation
????????
However …this needs effective collaborative partnerships
Universities
• Fundamental Research
• Theoretical principles
• Lab Demonstration
Systems Integrators
• Equipment Installation
• Process Proving
• Volume Ramp-up • Applied Research
• Full scale demonstration
• Technology Transfer
New Style of Partnership
Mature Rapidly
Transition Seamlessly
Exploit Quickly & Widely
© 2012 Rolls-Royce plc
Game changing products
• Increased market share
• Full IP ownership
• 1 to 1 long term R&D relationships
• Advanced design groups
• Research Council support
• New products
Higher quality products
• High customer satisfaction
• Minimal IP Constraints
• Supply Chain LTA’s
• Cross Functional IPT
• TSB / BIS
• Modified designs
High performance operations
• High productivity, step change QCD
• IP available to supply chain
• Preferred supplier partnering
• Project Team
• TSB / BIS
• New integrated processes / equipt
Low cost, capable activities
• Higher RFT, less work content
• Shared know-how & IP
• Cross-sector Partnering
• Application engineering
• Collaborative ‘Core’ programmes
• Improved manufacturing methods Process
Product
Co
mp
an
y S
pecif
ic
Short Medium Time Frame
Industry Need – Area of Focus
© 2012 Rolls-Royce plc
Game changing products
• Increased market share
• Full IP ownership
• 1 to 1 long term R&D relationships
• Advanced design groups
• Research Councils support
• New products
Higher quality products
• High customer satisfaction
• Minimal IP Constraints
• Supply Chain LTA’s
• Cross Functional IPT
• TSB / BIS
• Modified designs
High performance operations
• High productivity, step change QCD
• IP available to supply chain
• Preferred supplier partnering
• Project Team
• TSB / BIS
• New integrated processes / equipt
Low cost, capable activities
• Higher RFT, less work content
• Shared know-how & IP
• Cross-sector Partnering
• Application engineering
• Collaborative ‘Core’ programmes
• Improved manufacturing methods Process
Product
Co
mp
an
y S
pecif
ic
Short Medium Time Frame
Industry Need – Area of Focus
Cross-Sector
Common Problems / Solutions
Shorter Benefit Horizon
Generic knowledge base
Highly Collaborative
Relationship
Company specific
Competitive / Sensitive
Long Term Investment
High Risk / High Return
Highly Focussed
Relationship
© 2012 Rolls-Royce plc
Game changing products
• Increased market share
• Full IP ownership
• 1 to 1 long term R&D relationships
• Advanced design groups
• Research Councils support
• New products
Higher quality products
• High customer satisfaction
• Minimal IP Constraints
• Supply Chain LTA’s
• Cross Functional IPT
• TSB / BIS
• Modified designs
High performance operations
• High productivity, step change QCD
• IP available to supply chain
• Preferred supplier partnering
• Project Team
• TSB / BIS
• New integrated processes / equipt
Low cost, capable activities
• Higher RFT, less work content
• Shared know-how & IP
• Cross-sector Partnering
• Application engineering
• Collaborative ‘Core’ programmes
• Improved manufacturing methods Process
Product
Co
mp
an
y S
pecif
ic
Short Medium Time Frame
Industry Need – Area of Focus
28 Globally
Early TRL capability
Small dedicated teams
Research focus
University Technology
Centres (UTC’s)
7 Globally
Applied Research
Shorter Benefit Horizon
Generic knowledge base
Manufacturing
Research Centres
(AxRC’s)
© 2012 Rolls-Royce plc
Manufacturing
Technology Centre
Coventry UK: 2011
Advanced Forming
Research Centre
Glasgow UK: 2010
Advanced Manufacturing
Research Centre
Rotherham UK: 2008
Advanced Remanufacturing
& Technology Centre
Singapore: 2014
Nuclear – Advanced
Manufacturing Research Centre
Rotherham UK: 2011
National Composites
Centre
Bristol UK: 2011
Commonwealth Centre for
Advanced Manufacturing
Virginia USA: 2012
Network of
Manufacturing
Research Centres Now + 5 Years
Members 125 > 300
Staff 700 > 1500
Floor
Space 50,000 > 100,000
(m2)
Research £30M > £100M
Turnover
Great Start ...
However ...
Strong collaborative model
Good start-up funding
Great leadership attitude
Excellent initial results
Must support ongoing growth
Recognise competition issues
Avoid further bureaucracy
Support industrial exploitation
© 2012 Rolls-Royce plc
Summary - Industry Needs from Manuf R&D Centres
1. Flexible Infrastructure – inspiring, reconfigurable environment
2. Latest Equipment - ‘State of the Art’ with supplier support
3. High Calibre Staff - Innovative, pragmatic with ‘Can Do’ attitude
4. High Calibre Partners - Sector leaders & common objectives
5. Simple IP Model - Flexible IP options with minimum licensing
6. Value For Money – Keep overheads low & promote collaboration
7. Responsive - Turn around projects in days / months not years
8. Delivery Focus – Strong Industrial Leadership is Critical
8
© 2012 Rolls-Royce plc
END
© 2012 Rolls-Royce plc
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