A landscape for the future ofA landscape for the future of high value manufacturing in the UK

Dr Jagjit Singh Srai

31st January 2013

UK Future Manufacturing LandscapeStudy objectivesStudy objectives

To map the for the 15 25 year horizonTo map the for the 15 – 25 year horizon• The most important trends influencing the

changing nature of manufacturingchanging nature of manufacturing

• The greatest challenges and opportunities

• The capabilities needed in the UK to capture these opportunitiespp

To help develop the medium to long term strategy of the High Value Manufacturing CatapultHigh Value Manufacturing Catapult

ApproachData collection & analysis: May Dec 2011Data collection & analysis: May – Dec 2011Report: February 2012, followed by disseminationDeep-dive sector reports: Q4 2012Deep dive sector reports: Q4 2012

High level consultation with Industry, g y,Government and academia

Generated aof manufacturing challenges from Input of manufacturing challenges from

industry sector technology roadmaps via Knowledge Transfer Networks (KTNs)

Generated a set of 22 National

CompetenciesKnowledge Transfer Networks (KTNs) Competencies within 5 ThemesMajor product, service & process j p , & p

opportunities identified (working with HVM Catapult Centres

5 strategic themes

Resource efficiency

Securing UK manufacturing technologies against scarcity of energy and other resources

Manufacturing Increasing the global competitivenessgSystems

g g pof UK manufacturing technologies by creating more efficient and effective manufacturing systems

Materials Integration

Creating innovative products, through the integration of new materials, coatings and electronics with new manufacturing gtechnologies

Manufacturing Processes

Developing new, agile, more cost-effective manufacturing processesProcesses manufacturing processes

Business Models Building new business models to realisesuperior value systems

Opportunities across sectors

Sectors Strategic Theme National Competence

0 0 0 0 0 0.12 1.26 0.18 0.16 0.12 0.9 0.12 0 0 0.12 0 0 0

0 0.16 0.3 0 0 1.08 0.72 0.48 0.18 0.96 0.3 0.18 0 0.3 0.2 0.08 0.18 0.28

0 0 0.06 0 0.28 1.92 1.62 1.5 2 0 0.54 0.9 0.54 0.18 0 0.18 0.12 0

Securing UK manufacturing technologies against scarcity of energy and other resources

0.58 0.94 1.28 1.2 0.92 0.12 0.1 0 0.16 0 1.18 0.12 0 0.06 0 0.3 0 0

0.54 0.26 0 0.72 0 0 0 0 0 0 0 0 0 0 0.08 0.32 0 0

0.26 0.08 0.26 0.38 0 0 0 0 0 0 0.08 0 0 0 0 0 0 0

0.18 0.18 0.18 0 0.18 0.18 0 0 0 0 0.36 0 0 0 0 0 0 0

s m

m

Increasing the global competitiveness of UK manufacturing technologies by creating more efficient and effective manufacturing systems

0.48 0.78 1.94 0.94 0 0 0 0 0 0 0.38 0 0 0.12 0 0 0 0.18

0 0 0 0 0.72 1.8 1.48 0.08 0.48 2 0.2 0.38 0 0.18 0.96 0 0.18 0.26

0.12 0.3 0.18 0.18 0.56 1.92 1.71 1.08 0.9 0.3 0.18 0.18 0 0.08 0.24 0 0 0.38

0.18 0.18 0.3 0.2 0.44 0.42 0.36 0.36 0.18 0.58 0.26 0.36 0 0.18 0.58 0 0 0.24

Capability

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Biorefining of waste to provide products

National Competencies

Products/Services

0.3 0 0.44 0.18 0.54 1.55 1.3 0.6 0.52 1.44 0.93 0.24 0.08 0.72 0.9 0.15 0 0.24

0.08 0.34 0.16 0.08 0.56 0.78 0.74 0.5 0.26 0.6 0.22 0.28 0.08 0.3 0.34 0.16 0.3 0.36

0.18 0 0 0 0.18 0.3 0.3 0.18 0.12 0.28 0.18 0.12 0 0.08 0 0 0.08 0

0.48 0.68 0.86 0.3 0 0.56 0.18 0.12 1.1 0.48 0.24 0 0 0 0.24 0 0 0.12

Biorefining of waste to provide productsvia bioremediation

1 0 8

Efficient anaerobic digestion process 1 0 8

Engineered fats technology and processes

1 3 5

Micro and macro algae based production 9 0

New product molecules 1 6 2

Capabilities (including

technologies)

Creating innovative products, through the integration of new materials, coatings and electronics with new manufacturing technologies

Developing new, agile, more cost-effective manufacturing processes

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.08

0 0 0 0 0.44 1 0.7 0.18 0 0.18 0 0.18 0 0 0 0 0 0.08

0 0 0 0 0.32 0.88 0.58 0 0 0.18 0 0.18 0 0 0 0 0 0.08

0 0.08 0.08 0 0 0 0 0 0 0.54 0 0 0 0 0 0 0 0.3

Pre-processing technology to removevariability before use

1 0 8

Reduced number of transformation stages 1 0 8

Ship-based processing of marine feedstock

4 8

Building new business models to realise superior value systems

0 0 0 0 0 0 0 0 0 0.18 0 0 0 0 0 0 0 0.3

Follow throughFollow through.....

F th d l t f Hi h V l M f t i• Further development of High Value Manufacturing landscape

Further Sector ‘deep dives’– Further Sector deep dives– UK Regional landscapes

I t ti l– International• Further support in HVM strategy development process

through landscape refreshthrough landscape refresh– Bring in further IfM Research since original study

Integrate findings from further landscape– Integrate findings from further landscape development

F rther informationFurther informationDr Jag Srai

Dr Rob Phaal

D E i O’S lliDr Eoin O’Sullivan

Andrew Gill

Prof. Sir Mike Gregory

UK Future Manufacturing LandscapeUK Future Manufacturing Landscape

Pharma Sector Deep Dive

Published November 2012Published November 2012

Summary – Trends and drivers

The following key trends and drivers emergedThe following key trends and drivers emerged – Smaller lot size, Personalisation, Convergence with Diagnostics

and Stratified Medicine– Cost of development– Complexity of supply chain, Changing Manufacturing locations

Collaboration partnership and open innovation– Collaboration, partnership and open innovation– Responsive regulation, Quality by design– Complex therapies and formulationsp p– Price and cost pressures

Summary – Novel products, services and processes

The following key novel products, services and dprocesses emerged

– Flexible, Distributed FactoriesIntegrated Design and Manufacture– Integrated Design and Manufacture

– Diagnostics and Pharma Personalisation (Product)– Holistic Integrated Healthcare and Treatment (Patient g (

Service)– Made to Order

Impro ed Form lation and Platforms– Improved Formulation and Platforms– Future Therapies and Unmet Needs Solutions– Drug DeliveryDrug Delivery– Smart Packaging– Data and Customer Understanding

Priority topics

Flexible supplyIntegrated design and manufactureManufacturing challenges of drug delivery & smart g g g ytechnologies & packaging Personalised MedicinesImproved formulations & platforms Integrated, outcome based supply chainIntegrated, outcome based supply chain

Opportunity: Integrated, outcome based supply chain

Short-term2012 - 2017

Medium-term2018 - 2025

Vision 2025+

Coupled

fact

urin

ends

&

vers

E d f h

Increasing cost of

manufacture & R&D

N

Coupled active &

product (the same)

Make to Portable

geography

Man

ufg

Tre

Dri

Large inventory

Separate in

geography

End of the blockbuster

No product shortage

Small non-

demandgeography

Scalable lab to

commercial

Inventory free

Pro

duct

s,

esse

s a

nd

ervi

ces

Emerging therapies

g g p y

Large volatile

(seasonal)

vol

Supply chain segmentation

Local

End-life customisation

e.g. pharmacy

Nov

elP

roce Se

( )

Large volume non-vol (generic)

Diagnostic tools to tailor or create

demand

distribute network to user/POU

&

Large scale

process plants

Flexible plant

stream high- Plug &

l

Lower energy –

feedstock, solvent

E-demand system

Higher chemical efficiency

yield IT/Comms systems

Tech

nolo

gies

ca

pabi

litie

s

Multiple l

occupancy play Changing stakeholder mentality to

pay by outcome

True wellness measure

vs. monitor

True consumption

data

T scale process

linesContinuous Analytic

support PAT

Ethical constraints

F rther informationFurther informationDr Jag Srai

Dr Rob Phaal

D E i O’S lliDr Eoin O’Sullivan

Andrew Gill

Prof. Sir Mike Gregory

HVM definitionsHVM definitions

Essential to make a distinction betweenEssential to make a distinction between• National competency = An attribute of the national

manufacturing industry that supports businesses tomanufacturing industry that supports businesses to respond to the key global trends and drivers, be competitive and capture value for the UK in the future

• Capability = Skills, processes and technologies a business exploits to supply goods and services competitively

Each cell in the following diagrams contains data showing 2025 industrial capabilities linked to related potential products and services which would generate value for the UK

‘Priorities' => Market Pull Matched to emerging UK capability in the competence area‘Potential Gap’ => Market pull but no emerging UK capability yet identifiedPotential Gap => Market pull but no emerging UK capability yet identified