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INDUSTRIAL STRATEGY DEVELOPMENT FOR THE
MACHINERY AND ALLIED COMPONENT SUPPLY CHAIN SECTOR
SCOPING STUDY REPORT
THE PRIORITIES
10 March 2015
This report was funded by:
Engineering and Machinery Alliance member associations:• Agricultural Engineers Association• British Automation and Robot Association• British Fluid Power Association • British Paper Machinery Suppliers Association • British Plastics Federation• Gauge and Toolmakers Association• Manufacturing Technologies Association • Printing Industry Confederation • Processing and Packaging Machinery Association• UK Industrial Vision Association
Four associations outside the Alliance:• Catering Equipment Suppliers Association• Federation of Environmental Trade Associations• Gambica• Lifting Equipment Engineers Association
The Department for Business, Innovation and Skills
INDUSTRIAL STRATEGY DEVELOPMENT FOR THE MACHINERY
AND ALLIED COMPONENT SUPPLY CHAIN SECTOR SCOPING STUDY REPORT: THE PRIORITIES
Contents
Summary .......................................................................................................................................... 3
1.0 Background, objectives and deliverables .................................................................................... 8
1.1 Background .......................................................................................................................... 8
1.2 Objectives ............................................................................................................................ 8
1.3 Deliverables ......................................................................................................................... 8
2.0 Approach .................................................................................................................................... 8
3.0 Key features of the landscape ................................................................................................... 10
3.1 Trends and drivers ............................................................................................................. 10
3.2 Industrial capabilities ......................................................................................................... 11
3.3 Industrial competencies and enablers ................................................................................ 11
4.0 Scoping topic summaries .......................................................................................................... 14
4.1 Scoping innovation for growth ........................................................................................... 17
4.2 Scoping innovation for efficiency........................................................................................ 18
4.3 Scoping enabling initiatives ................................................................................................ 19
5.0 Recommended structure for the implementation study ........................................................... 21
5.1 Overview ........................................................................................................................... 21
5.2 EAMA roles ........................................................................................................................ 21
5.3 Stakeholder links to proposed projects .............................................................................. 23
6.0 Feedback and next steps ........................................................................................................... 25
6.1 Feedback ........................................................................................................................... 25
6.2 Next steps .......................................................................................................................... 25
2
ANNEX ............................................................................................................................................ 26
A1 Workshop delegates .................................................................................................................. 27
A2 Landscape elements showing delegate priorities ...................................................................... 28
A3 Landscape elements developed by steering team post-workshop ............................................ 31
3
SUMMARY EAMA have identified a need to develop a strategy for the machinery and component supply chain sector which ensures a strategic voice for small and medium-sized enterprises (SMEs) who often span multiple sector value chains. Such a strategy needs to ensure alignment between the sector’s interests and Government priorities:
• the UK Government has led the development of industrial strategies focused on ‘end-use’ sectors
• a typical company under the EAMA umbrella is an SME that operates within several value chains, supplying machinery and/or product and service packages to different ‘end-use’ sectors
EAMA is adopting a two-stage approach to strategy development. This report outlines the results of the initial pilot and scoping study, which will guide the implementation study to achieve a full sector strategy.
The scoping study, which won broad support from those consulted, has illustrated that there are significant opportunities to build the core manufacturing base through re-shoring and export growth in support of the Department for Business, Innovation and Skills (BIS) sector and technology strategies. This may be through input to wider initiatives already under way, and/or new initiatives, in innovation for growth and efficiency.
The Institute for Manufacturing Education and Consultancy Services (IfM ECS) is assisting EAMA develop the strategy. The objectives of the first stage of work were to:
• begin development of the machinery and component supply sector strategy • provide an opportunity to align the strategy with Government priorities and language • allow the strategy developments to be open to, and supported by, wide representation from
the sector both within and beyond EAMA membership
Deliverables of the scoping study have been to:
• scope the work needed for a full sector strategy • recommend how the implementation study should be structured and managed to
tackle/deliver on the issues identified • gauge support for the concept • help identify a budget to cover the development of the full strategy • provide a preliminary pass on the issues and priorities • report by way of summary outputs (with a simplified visual roadmap) and short paragraphs
describing the key areas identified and developed
The study focussed on a Roadmapping workshop (13th November 2014) when some twenty delegates from across the EAMA alliance and other stakeholders developed a ‘landscape’ for the sector and identified key topics for scoping.
4
The landscaping work required identifying linked, trends and drivers, industrial capabilities (products and services), industrial competencies and enablers, in order to generate proposals (key topics) for scoping. Delegate syndicate groups produced topic roadmaps and mini-business cases, then summarised their feedback for plenary ‘exhibition-style’ review. The workshop process is illustrated in Figure 1.
The key features of the 2015–2025+ landscape as identified by delegates are shown in Table 1. The time spans indicate the main periods over which the impact and effects of these features may be felt. (Note therefore that Table 1 is not an outline work plan.)
After the workshop had scoped an initial set of topics, the project steering team reviewed the workshop’s outputs to ensure both scope and context for the full strategy are comprehensive. In the end the steering team made a number of additions, shown in the following synopsis in bold type:
Innovation for growth Key rationale: OEMs demanding supply chain innovation and companies taking on new lines and services Topics:
• Building depth in additive manufacturing • Exploiting the Internet of Things and modeling in both the factory and wider supply chain • Mass customisation
Innovation for efficiency Key rationale: essential in the drive for re-shoring and re-industrialisation Topics:
• Manufacturing automation (note: also contributes considerably to innovation for growth) • Global best practice, capability and capacity self-assessment benchmarking for continuous
improvement in productivity
Enabling initiatives Key rationale: to enhance collaboration across the value chain – both with original equipment manufacturers (OEM) and between SMEs – and communication, the image of the sector and improve the record on equipment and skills investment Topics:
• Technical and business skills development, possibly through a trade association sponsored national academy
• Small set of competency/technology based innovation centres focused on SMEs but linked to the Catapults
• Fiscal and taxation environment • LEPs: local delivery opportunities for strengthening supply chain economics • IP protection services • Profile of UK machinery makers and component manufacturers in education, and with
OEMs and Government
Figure 1 Process employed, Roadmapping workshop: industrial strategy development for the machinery and component supply chain sector, 13th November 2014. (Delegate presentations are not included in report.)
Delegate perspective presentations fed directly
to the landscape
>5-6
???
Number key topics
Plenary review of topic outputs
Landscape: Trends and Drivers, Capabilities (Products and Services,
Competences and Enablers
Scope topic roadmaps and business cases
Afternoon Session 1
Morning
Need/Opportunity Cost savings Improved patient outcomes Improved productivity
Why should we do this?
Ageing patients Sicker patients Prevalence of chronic conditions. Can’t afford cost
Required outcome and timing
Manage changing patient population Better productivity. Earlier intervention. Reassurance to staff, patients, relat ives. Better outcomes
Current Te chnology/Research readiness / ma turity
Cloud service providers. Sensors, reliability, implantables. Battery technology storage, harvesting, software algorithms Biomaterials. Miniaturisation
Staged deliverables and da tes
Non-implantable 3 years. Implantable 5 years
Criti cal ga ps
NHS infrastructure. Industrial infrastructure Reliability of connectivity
Key Actions Engage NHS Medical software. Engage service provider Commerci al model
Other Enabl ers Manufacturing capability
Other B arriers
Dealing with NHS
Topic: Remote monitoring & Point of Care Testing
Mini-business case & elevator speech
We have a need/opportunity to:
NHS reforms/cost containment Hospital to home ‘sicker’ patients treated at home Current resources inadequate
Because:
Ageing population More sick patients treated at home Community nursi ng/social servi ces dedicated to monitoring more than treatment 80/20. Nurses free up to treat more patients
Actions to deliver:
Join up technology Prove efficacy/reliability Develop software/medical/information points Funding Service provision
Team:
NPL NPVP LANDSCAPE
Supply Chain
R&D infrastructure
TRENDS & DRIVERS
Global and National Trends & Driver s
National Str ategy
Global and National Prod uct Verification context
C ompeti tors
U K
· Standards
· Technological
· Environmenta l
· Social - Education
· Serv ice - other
System· Environmenta l control
· Other
Service
· Sensors and other instruments
· Tooling
· Data Management and analysis
CAPABILITIES
Manufacturing· Mana gement/ operational competences
COMPETENCES & RESO URCES
Technology
· PV Product technology compete ncie s i.e. re lat ed to delivery o f p roduct functio nalities
e.g. te sting, ICT, mod ellin g/simulation
· Pr oduction proces s technologies competencies
E.g. SME acce ss to foreign markets, finance availability
E.g. tra ining, academ ia- ind ustry en gagement
Customer Needs and Other industry Trends & Driver s
Including global market, technology & business tr ends & driv ers and customer/market needs
· Enabling technology competencies
Training
Product
Short term (1-2 yrs) Medium term (3-5 yrs) Long term (5-10 yrs) V ision (10ys+)
significant sk il ls & capabil ity gap
highly complex & multiple s tandards
Key feature s a nd trends of the global and na tion al environment, policy, strategy and ma rke t/custome r needs which present pa rticular challeng es, thre ats and opport unities
The ability to respond to customer requirements, competiveness challenges, va lue capture opportunit ies. In particular, the abilit y to deliver products/services with certa in competitive qualit ies/characteristics/funct ionalities
A tool, technique or know-how (whether technical or operational) which – when combined with other competences and resources – can underp in (one or more) capabilit ies
exploi tation of new sensors 3D printing
big data and PLN green agenda
design for manufacturing & customer requirement
low cost & affordable assembly measurement
rapid measurement & verification
veri fication of product
val idation of bonded joints customised smart cloud enabled manufacturing
intelligent metrology sys tem & long term assessment
access ible validation of inspection data
need to max imise metrology inves tment national need for better understanding & sharing
high cost means high qual ity for the UK
non contact visual & dimensional, non invas ive sensors
ins truments for large volume portable sys tem
rapid calibration ICT system
non invas ive veri fication of bonding metrology model ling
factory metrology network automated programme generation for CMM
big data - progress ive open ex ploitation of PV data within the supply chain
independent instrument perf ormance veri fication of new sensors
PV consultancy services across & integrating the supply & value chain training on multiple subjects
brokering house, network ing, information & practice ex change
environmental model l ing system
vision about non conforming part
6 DOF technology affordable & accurate measurement technology
inherently traceable absolute distance metrology (incl . non contact standard s)
virtual instrument approaches
3D scanning technology multi serv ice environment (incl . s tandardisation)
physics model of interac tion btw. l ight & material surfaces to compensate optical s canners
elimination of measurement in veri fication impartial veri fication tes ting
re dundant data system (knowing i ts own uncertainty)
networked metrology systems & large volume network met systems
tool to apply veri fication methods to new non contact technology sel f monitoring (rotating equipment, wielding, bonding, pressing)
low cost system
tools for design of inspection regime
club funded pro gramme to implement instrument serv ice + l ibrary of artefac ts & CMM routine & bes t practice
training across the spectrum (from school, uni and in company )
programmes for coordinated intro to non contact inspection techniques for part s & feature famil ies
Centres of excellence, information & training, workforce planning & development tools for SMEs
well funded labs & catapults (joined approaches )
common language for des ign speci fication & metrology veri fication
So cial En v.Sta n -
d ard sCom-
p eti to r s
1 2 2 2 4 6 7 7 7 7 7 7 7 7 8 9 9
Sig
nific
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kills
& c
apa
bilit
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Exp
loit
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f new
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3D
prin
ting
Big
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Gre
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Hig
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lex
& m
ultip
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tan
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Des
ign
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equi
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Cu
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to m
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ise
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rolo
gy in
vest
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t
33 7 6 5 2 15 9 7 7 5 2 2 2 2 3 15 5
UK stra teg y
Trends and DriversT ec h no lo gic al Ma rk et & c u sto me r ne ed s
Su p ply ch ain
1 1 1 1 1 1 2 2 2 4 4 7 7 9 10 10 11 11 11
3D s
cann
ing
tech
nolo
gy
mul
ti se
rvic
e e
nvi
ronm
ent (
incl
. s
tan
dard
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ion)
Inhe
rent
ly t
race
abl
e a
bso
lute
dis
tan
ce m
etro
log
y (i
ncl.
non
co
nta
ct s
tan
dard
s)
6 D
OF
tech
nol
ogy
affo
rdab
le &
acc
urat
e m
easu
rem
ent
te
chno
log
y
Phy
sics
mo
del
of i
nte
ract
ion
be
tw.
Ligh
t & m
ate
rial
sur
face
s to
com
pen
sate
op
tica
l sca
nner
s
Virt
ual
inst
rum
ent a
ppro
ach
es
Elim
ina
tion
of m
easu
rem
ent i
n v
erif
ica
tion
Imp
artia
l ve
rific
atio
n te
stin
g
Ne
twor
ked
met
rolo
gy s
yste
ms
& la
rge
volu
me
net
wor
k m
et
sys
tem
s
Red
unda
nt d
ata
sys
tem
(kn
ow
ing
its
ow
n u
nce
rtain
ty)
Se
lf m
onito
ring
(rot
atin
g e
quip
men
t, w
ield
ing,
bo
ndin
g,
pre
ssin
g)
Too
l to
ap
ply
veri
fica
tion
met
hod
to n
ew
non
con
tac
t te
chno
log
y
Tool
s fo
r de
sig
n o
f in
spe
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gim
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Low
co
st s
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Clu
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rog
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to i
mp
lem
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nst
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+
libra
ry o
f ar
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& C
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bes
t pra
ctic
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Tra
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cros
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pec
trum
(fro
m s
choo
l, un
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d in
c
ompa
ny)
Pro
gra
mm
es fo
r co
ordi
nat
ed
intro
to n
on
con
tac
t ins
pect
ion
te
chni
ques
for
par
ts &
fea
ture
fam
ilies
Cen
tres
of e
xce
llenc
e, i
nfo
rma
tion
and
tra
inin
g w
orkf
orce
pl
anni
ng
& d
evel
opm
ent
tool
s fo
r S
ME
s
We
ll fu
nde
d la
bs a
nd c
ata
pults
(jo
ine
d u
p ap
pro
ach
es)
Co
mm
on
lang
uag
e fo
r de
sign
sp
ecifi
cati
on &
me
trol
ogy
ver
ifica
tion
16 8 6 4 2 2 5 4 3 3 2 3 2 10 25 4 13 4 2
A N on con tact vi sual and dimensi onal, non invas ive inspect ion
E instruments fo r la rge vo lume por table sy st em
K R apid cal ibrat ion XC T syst em
Too
l-in
g
H N on invas ive ver ifica tion of bonding
BBig da ta - progressi ve open exp loi tat ion o f PV da ta w ith in t he supply cha in
F Metro logy mode lling
I Automat ed programme genera tion f or CMM
N Factory met ro logy ne tw ork
C PV consu ltancy servic es ac ross & in tegrat ing t he supply & va lue cha in
DI ndependent inst rument perfo rmance verif icat ion o f new sensors
G Tra in ing on mu lti ple subj ect s
J Brok er ing house, ne tworking, inf ormat ion and practic e exchange
Env
. S
ys-
tem K Environmenta l mode lling syst em
Oth
er
M Vis ion about non con forming part
Industri al Competenci esProd u ctio n p roc es ses
M an ag t & o p er atio ns
Ser
vic
eSe
nsor
s &
inst
rum
ent
sDa
ta m
ana
gt &
an
alys
is
T ra in ing R&D in fras tru ctu re
Industri al Capabil iti es
PV p ro d uc t En a b lin g te ch n olo gie s
Afternoon Session 2
Evaluated Scope topics
Copyright Institute for Man ufacturi ng
Feedback capture via post-its/voting dots
Topic: Team members:
I like this idea because:
Opportunity title: Persona(s)
I dislike like this idea because:
Suggested additions/ improvements:
Possible barriers to successful application:
5 1 Feasibil ity 2 4 1
5
4
3
Impa
ct
Other comments:
R a ti n g an d sc ore Im pac t d es cri pti on – c on sid e ri n g be nefi ts fro m th e p rop os it i on
V ery H i gh 5 Cr e at es or con tr i bu tes t o a ve ry sig ni fi can t an d per si st en t i m pro ve m en t i n U K com pe t it ive ne ss an d v al ue ad d
H i gh 4 Cr e at es or con tr i bu tes t o a si gni fi ca nt im pr o vem en t i n U K co m pet it i ven ess a nd va lue a dd
Me di um 3 Cr e at es or con tr i bu tes t o a n i m p ro vem e nt t o U K co m pe ti ven ess a nd val ue add
L ow 2 Cr e at es or con tr i bu tes t o a n i nc re m en ta l im p ro ve m ent in U K co m pe ti ti ve ne ss and va lu e add
V ery L ow 1 Cr e at es or con tr i bu tes t o a l im i t ed an d te m por a ry i m pr o vem en t i n U K co mp et it i ven ess an d va lue
R ati ng and s co re Fe asi b il ity d es cri ptio n – c on si der in g co sts an d p ote nti a l ba rrie rs to re al i sati on
V ery H i gh 5 Be nef i ts ca n be a chi eve d wi t h neg li gi bl e cap it al inv est m en t an d/ or re ven ue co st s. Te chn ol ogy an d/o r e xpe rt i se i s r ea di ly a vai la bl e
H ig h 4 Th ere is l it t le d oub t t hat t he be nef i ts ca n be ac hi eve d. P ossi b ly sm a ll c api t al a nd/ or r eve nue in vest m en t r eq ui re d. T her e a re m a ny ex am pl es o f ava i lab le t ech no log y an d/ or expe rt i se
Me di um 3 M ode ra t el y cer t ai n and /o r r ea sona bl y st ra ig ht f or wa rd . P ossi b ly m od er at e ca pi ta l an d/ or r e ven ue in vest m en t r eq ui re d. Te chn ol ogy a nd/ or exp er t ise exi st s i s som e pocke t s
L ow 2 Un cer t ai n an d/ or com pl ex. Po ssi bl y in vol ves h ig h c ap it al a nd/ or r eve nue e xpe ndi t ur e. Tech no log y an d/o r e xpe rt i se i s li m it ed t od ay
V ery Lo w 1 It is h ig hly u nce rt ai n an d/ or com pl ex . P ossi bl y in vol ve s ve r y sig ni fi ca nt ca pi ta l an d/ or re ven ue exp end it ur e . T ech nol og y a nd /o r e xper t is e doe s no t exi st t o day
6
Short term 2015–20 Medium term 2020–25 Long term 2025+
Trends and drivers
• Skilled staff shortages (including impact of ageing workforce) • Energy usage reduction • Poor communication of government initiatives • Unpredictability of initiatives linked to election cycles • Germany in particular has massive investment in technology around manufacturing • Competitor countries positioned to exploit development in automation • Catapult needs to embrace SMEs
• Investment in connectivity/infrastructure (rail, road, etc.)
Industrial capabilities (products and
services)
• Greater adoption of manufacturing automation and robotics in industry • Greater use of modeling and simulation
• Use of trade associations as a channel to market • Exploiting innovation with OEMs cross-sectors
• Advanced automation products coming to market
Industrial competencies
• Building STEM skills through colleges and the workplace
• Internet of Things in support of optimised production and product connectivity
• Global best practice benchmarking and adoption for supply chain competitiveness to drive supply chain skills development
• Evolution of 3D print technology (multi- materials/ high speed/high volume/lower cost) including jigs and fixtures
Institutional enablers
• Government-supported industry/academia SME R&D collaboration (e.g. Catapults)
• Increase supply of those educated in automation and integration
Table 1 Key features of landscape for the machinery and component supply chain sector, Roadmapping workshop 13th November 2014
7
As illustrated in Figure 2, it is recommended that the implementation study adopts a four-stage approach to strategy development over a period of eighteen months.
Stakeholder discussions early in the implementation study will segment the proposed projects prior to confirming the approach and resource allocation. Projects will be segmented as:
1) EAMA giving support and input to initiatives already running 2) Focused EAMA effort required to ensure members’ needs are met 3) New territory in which EAMA will take a lead (initially)
Support will need to be sought for this work in the first half of 2015.
Key: AM – additive manufacturing; IoT/M – Internet of Things/modeling; MC – mass customization; ICs – innovation centres; LEPs – Local Enterprise Partnerships; IP –
intellectual property
Figure 2 Summary of recommended structure for the implementation study
Projects in support of innovation for growth, innovation for efficiency, and skills development will be developed in workshops with broad sector representation. Other enabling initiatives will be developed via consultations and representation. Overall governance will regularly check progress and maintain cohesion. In addition to a programme lead, each project should have a lead from the EAMA membership. As the study reaches completion major investment projects will be integrated and funding proposals developed.
The 13th November workshop was judged a good basis on which to build a full strategy. Delegates found the workshop stimulating and were able to contribute well. Some delegates expressed concern that the participation was a little narrow, but this was not consistently felt. There is good support for the priorities which emerged.
The EAMA Board will further review this report in March 2015 as the initial step in stakeholder engagement to confirm 1. Sponsorship/governance and 2. The linkages to established programmes, priorities and resourcing.
18 months
8
1.0 BACKGROUND, OBJECTIVES AND DELIVERABLES
1.1 BACKGROUND The Engineering and Machinery Alliance (EAMA) comprises twelve independent trade associations representing 1,800 companies, mostly SMEs in the engineering sector, with a combined turnover of approximately £9 billion. These companies operate within many value chains; typically, supplying machinery and/or product and service packages to ‘end-use’ sectors. The UK Government has led the development of industrial strategies focused on such ‘end-use’ sectors, and EAMA has identified a need to develop a strategy for the machinery and component supply sector which takes into account Government priorities and language. EAMA is adopting a two-stage approach to strategy development. An initial scoping study is to be followed by more detailed development (the ‘implementation study’), guided by the scoping exercise. This report outlines the results of the scoping phase.
1.2 OBJECTIVES The objectives of the scoping exercise are to:
• begin development of the machinery and component supply sector strategy • provide an opportunity to align the strategy with Government priorities and language • allow the strategy developments to be open to, and supported by, wide representation from
the sector both within and beyond EAMA membership
1.3 DELIVERABLES IfM ECS (University of Cambridge IfM Educational and Consultancy Services) is tasked with:
• scoping the work needed for a full sector strategy • recommending how the implementation study be structured and managed to tackle/deliver
on the issues identified • gauging support for the concept • helping identify a budget to cover the development of the full strategy • providing a preliminary pass on the issues and priorities (and possibly identifying main likely
outcomes) including, for example, exporting and re-shoring This summary report of the outputs includes the above deliverables together with a simplified visual roadmap and short paragraphs describing the key areas identified and developed.
2.0 APPROACH
The approach was designed both to provide sector-generated outputs for more detailed investigation in the implementation study and to test the suitability of the Institute for Manufacturing (IfM) workshop method for taking a major role in the implementation study.
9
The strategic Roadmapping workshop (November 13th 2014) was the key element in the scoping work, helping to gauge support for the concept of a sector strategy and providing a preliminary pass on the issues and priorities.
The workshop brought together some twenty delegates representing a wide cross section of industries and company size. The workshop used the IfM Roadmapping methodology developed by IfM Centre for Technology Management.
The morning was spent in developing a multi-layer ‘landscape’ of the sector, derived from delegate presentations, which also set the scene and provided initial material for the landscape. The process developed by IfM is based on the following questions:
• Why do we need to take action (particularly as regards developing needs)? • What products and services are needed to respond to those needs? • How should technologies and capabilities deliver those products and services?
The IfM landscaping process employs individual reflection and group discussion to generate information and ideas, captures and develops these on a large wallchart (the visual format highlighting potential gaps, links, opportunities and challenges), then ranks by voting. Multiple layers in the landscape are aggregated to identify linkages and clusters and hence possible priorities for action by the group (or others). The layers in the landscape considered sequentially (and in relation to the previous layer) were:
• Why: Trends and drivers • What: Industrial capabilities: products and services • How: Industrial competencies and enablers (both actual mechanisms and potential
opportunities) Delegates collectively ranked the importance of the topics identified by this process then held a plenary discussion to confirm which opportunities to investigate further in the second part of the workshop. Having identified a number of priority opportunities, delegates formed syndicate groups, each to scope one topic proposal. The six syndicates used Roadmapping techniques (considering the landscape in the short, medium and long term) and a ‘topic development proposal’ template to develop mini business cases for prioritisation of the topic in the EAMA strategy. The workshop concluded with an exhibition-style review of topic outputs. Figure 1 (page 5) illustrates the workshop approach. Following the workshop, the steering team reviewed the landscape produced at the workshop). The team further developed selected outputs that had been voted lower priority for syndicate discussion, but which were also considered important (see annex, pages 31–33). By identifying additional topics in this way, full scope and context for phase two of the study was achieved.
10
The following sections describe the main outputs from the study:
• 3.0 Key features of the landscape - 3.1 Trends and drivers - 3.2 Industrial capabilities: products and services - 3.3 Industrial competencies and enablers - 3.4 Linkages: complete landscape and linkage chart
• 4.0 Scoping topic summaries - 4.1 Innovation for growth - 4.2 Innovation for efficiency - 4.3 Enabling initiatives
The annex gives further detail on:
• Workshop delegates and membership of the steering team • Landscape elements developed at the workshop showing delegate priorities • Landscape elements developed by steering team post-workshop • Delegate feedback on workshop process and facilities
3.0 KEY FEATURES OF THE LANDSCAPE
Throughout the following summary of key features in the landscape, those that attracted the most support (votes) from workshop delegates are shown in bold type.
3.1 TRENDS AND DRIVERS A range of trends and drivers were identified, across the short (2015–20), medium (2020–25) and long term (2025+):
Social • Shortages of skilled staff, including the impact of the ageing workforce (short/medium
term) • Investment in infrastructure and connectivity of rail, road transport, etc. (long term)
Environmental • Reduction in energy usage (short/medium term) • The Ecodesign Directive (short/medium term)
Political • Perceived poor communication by government of initiatives targeting SMEs (short/medium
term) • Perceived unpredictability of government initiatives and impact of election cycles
(short/medium term)
Industry trends • OEMs increasingly demanding supply chain innovation (short term) • Mass customisation, i.e. using flexible computer-aided manufacturing systems to produce
bespoke output (medium term)
11
Competitors
• Competitor countries are positioned to exploit developments in automation (short/medium term)
• Germany, in particular, is seeing very significant investment by government and industry in technology around manufacturing (short/medium term)
UK strategy • The High Value Manufacturing Catapult needs to embrace SMEs (short/medium term) • The need to improve the competitiveness of UK manufacturing (short term)
3.2 INDUSTRIAL CAPABILITIES The products and services required in response to these trends and drivers were also identified by workshop delegates across short- medium- and long-term timescales:
Production systems • Greater adoption of manufacturing automation and robotics in industry
(short/medium/long term) • Products exploiting technology for additive manufacturing (medium term)
Data and ICT systems • Advanced automation products coming to market (long term) • Greater use of modeling and simulation (long term)
Other products and services
• Engage with trade associations in establishing channels to market (medium term) • IP protection services (short term) • Focus of local planning strategy to develop business parks, etc. (short term) • Develop technology expertise with Catapults to enable use of new technologies (short term)
Services
• Exploiting innovation with OEMs cross-sectorally (medium term) Systems
• Remote maintenance and monitoring (medium term) • New hydraulic equipment/components (long term)
3.3 INDUSTRIAL COMPETENCIES AND ENABLERS The capabilities and technologies needed to deliver such products and services fall into a number of categories:
Enabling technologies • Internet of Things (IoT) in support of optimised production and product connectivity
(medium term)
12
Production technologies • Evolution of 3D print technology (multi-materials, high speed, high volume, lower cost)
including jigs and fixtures (long term)
Supply chain • Global best practice benchmarking and adoption for supply chain competitiveness to drive
supply chain skills development (medium term)
Skills • Build Science Technology Engineering and Mathematics (STEM) skills in colleges and
workplaces (immediate) • Increase supply of those educated in automation and integration (short term) • International marketing skills for engineering product suppliers, including language skills
(medium term)
Resources • Create financial environment for risk reduction and innovation incentives (short term)
Enabling institutions
• Government-supported industry/academia SME R&D collaboration (e.g. through Catapults)(long term)
• Create accessible, affordable R&D opportunities for SMEs
The complete EAMA landscape is shown in Table 2.
13
Table 2 EAMA landscape, Roadmapping workshop, 13th November 2014
14
4.0 SCOPING TOPIC SUMMARIES
Key topics were identified from both 1. Capabilities and technologies and 2. Competencies and enablers layers of the landscape:
• Additive manufacturing • Internet of Things/modeling • Manufacturing automation • Global best practice benchmarking • Technical and business skills development • ‘Innovation centre’ concept
Table 4 shows the landscape items from which these topics were derived, and the formation of syndicate groups. It also shows the topics not selected for exploration in the workshop, but which were later considered by the steering team, along with additional new topics.
15
Table 4 Selection by workshop delegates of topics for scoping in syndicate groups. Key: M/C: machinery/components; C&T - Capabilities and technologies; IC (P&S) – industrial capabilities (products & services)
Large co.s SMEs
Title Syndicate members Source Landscape item M/C Other M/C Other Cross Votes
Additive manufacturing
Cliffe Connick Paul O'Donnell Philippa Oldham
C&T Evolution of 3D print technology (Multi materials/ high speed/high volume/lower cost) incl. jigs and fixtures
2 2 1 2 7
IC(P&S) Products exploiting technology for additive manufacturing 1 1
3 5
Internet of Things/modeling
Mark Daniels Kevin Mooney Iain Cameron
C&T Internet of Things in support of optimised production and product connectivity 1 4 2 1 3 11
IC(P&S) Greater use of modeling and simulation 1 2 3
1 7
Automation Martin Walder Mike Wilson John McTernan
IC(P&S) Greater adoption of manufacturing automation and robotics in industry 1 3 7 1 4 16
IC(P&S) Advanced automation products coming to market 3 1 2
1 7
C&T Increase supply of those educated in automation and integration 5 2 3 1
11
Global best practice benchmarking
Julia Moore Bettine Pellant Steve Cardew Stephen Panke
C&T Global best practice benchmarking and adoption for supply chain competitiveness to drive supply chain skills development
1 3 2 4 1 11
IC(P&S) Engage with trade associations to create a channel to market
1 5 3 1 10
Skills
Andrew Stark Steve Sands Chris Buxton John Mortimer
C&T Skills, STEM, college, workplace 3 4 6 2 3 18
C&T International marketing skills for engineering product suppliers (incl. language)
2 1
3
'Innovation Centres' Tim Tindle, Jeremy Hadall, Richard Little, Jerry Hughes
IC(P&S) Exploiting innovation with OEMs cross-sector 2 4 3 1 3 13
C&T Accessible, affordable R&D opportunities for SME
1 1 1 3
C&T Government-supported industry/academia SME R&D collaboration (e.g. Catapults) 2 2 3 1 2 10
Not selected to be addressed in workshop
IC(P&S) Remote maintenance and monitoring 2
1 2
5
IC(P&S) IP protection services
3
1 4
IC(P&S) Focus of local planning strategy to develop business parks, etc.
1 2 1 4
IC(P&S) Hydraulic equipment/components
1 2
1 4
IC(P&S) Develop technology expertise with Catapults to enable use of new technologies
2 2
4
C&T Create financial environment for risk reduction and innovation incentives
1 2
3
16
Post-workshop, the steering team suggested a number of additional topics: mass customisation, and a range of enabling initiatives: fiscal and taxation environment enablers; Local Enterprise Partnerships (LEP): local delivery opportunities for strengthening supply chain economics; IP protection services and enhancing the profile of UK machinery makers and component manufacturers.
The key topics variously support:
• Innovation for growth: needed because OEMs are demanding supply chain innovation and companies are taking on new lines and services (additive manufacturing; IoT and modeling, mass customisation, automation)
• Innovation for efficiency, value added and productivity: key in the drive for re-shoring and re-industrialisation (automation, global best practice benchmarking)
Other key topics concern enabling initiatives to enhance collaboration across the value chain (both with OEMs and between SMEs), and communication, sector image and an improved record on equipment and skills investment.
Tables 5–7 summarise the outputs of the scoping by the workshop syndicates, and the subsequent delegate feedback, grouped by theme 1. Innovation for growth; 2. Innovation for efficiency and 3. Enabling initiatives. For each key topic a rationale for its inclusion in the strategy (scoping statement) is shown, followed by key actions required of EAMA, companies, government and other stakeholders and an overview of opportunities and challenges reported.
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4.1 SCOPING INNOVATION FOR GROWTH
Title Scoping statement Key actions Delegate feedback
Additive manufacturing
• We can build a leading global additive manufacturing industry because we have the seeds of knowledge and bones of infrastructure
• The repercussions of UK missing this opportunity would be significant
• 2014–18: Build collaboration networks through national council
• 2018: Establish standards & regulations
• 2020: Fully demonstrate skills across the supply chain
• Offers an opportunity for significant improvement in UK competitiveness
• There is little doubt that the benefits can be achieved
• Possibly small capital and/or revenue investment required
• There are already many examples of available technology and/or expertise
Internet of Things/modeling
• Increase business productivity through the adoption of a connected enterprise, built on IoT, extended to supply chain
• Other economies will certainly do this • The core technologies are here today, which
facilitate reduced time to market and improve profitability
• Education/awareness programme • Digital academy creation • Link to digital interest groups
• Offers an opportunity for significant improvement in UK competitiveness
• Whilst knowledge and/or expertise exist in pockets, there is some uncertainty of value creation and possibly moderate investment required.
Mass customisation
• Use of flexible computer-aided manufacturing systems to produce custom output, combining the low unit costs of mass production processes with the flexibility of individual customization
• Potentially has very significant effect on supply chain expectations
• Set up initial scoping discussion • Not reviewed in the workshop
Table 5 Key features, innovation for growth topics for the machinery and component supply chain sector, Roadmapping workshop 13th November 2014 and further scoping by steering team
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4.2 SCOPING INNOVATION FOR EFFICIENCY
Title Scoping statement Key actions Delegate feedback
Automation (Note: also contributes considerably to innovation for growth)
• Deliver cost competitiveness and a growth in manufacturing through building a sustainable model incorporating design, and processes for manufacturing automation
• This will increase UK wealth and standing in the world, growing the value of manufacturing to the UK economy (both supply chain development and exports)
• Build on the Advanced Manufacturing Supply Chain Initiative (AMSCI)
• Expand Catapult to include SME and manufacturing automation
• Sector-specific supply chain development
• Include more automation in education curricula (including secondary schools)
• Offers a very significant and persistent improvement in UK competitiveness
• Whilst some capital and/or revenue investment is required, there are many examples of available technology and/or expertise
• May contribute to ‘re-shoring’ through increased competitiveness, but needs to overcome resistance that ‘automation costs jobs’
Global best practice benchmarking
• Create a self-assessment benchmark for the supply chain to drive continuous improvements in productivity
• Manufacturing in the UK requires a reliable supply chain because of the leverage and importance of manufacturing in the home economy and exports
• Collect data from government priority sectors - automotive, aerospace, etc.
• Define and implement the standards
• Introduce regular voluntary self-assessment audits and associated gap-closure actions
• Offers, indeed may be essential to ensure, an opportunity for an improvement to UK competiveness and value-add
• Benefits may be uncertain because of the complexity of effectively running such an initiative across different sectors, whilst sector-specific approaches will be difficult for multi-sector companies
Table 6 Key features, innovation for efficiency topics for the machinery and component supply chain sector, Roadmapping workshop 13th November 2014
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4.3 SCOPING ENABLING INITIATIVES
Scoping statement Key actions Delegate feedback
Skills
• Create greater coordination in the management of the UK Skills agenda, possibly through a UKCES look-alike organisation with more authority.
• Engage with senior government decision-makers to test thesis/proposal
• Review opportunities for a ‘Skills Academy’ initiative, in collaboration with the trade associations
• Undertake audit/gap analysis/stakeholder plan
• Win government support for implementation plan
• Offers the opportunity for a significant improvement in UK competitiveness, particularly by building skills at the technician level
• Will probably require moderate capital and/or revenue investment and may be seen as ‘top down’ and contrary to current policy
Innovation centres
• Establish greater exploitation of innovation by/for SMEs via a small set of competency focused innovation centres
• Integrated with the Catapults but aimed at the SME community, who are not well catered for by the current set-up
• Examples are already in the pipeline among, for example, LEP investments
• Find a champion and establish a concept development team
• Review Catapult history and future intentions
• Contact and engage with stakeholders including LEPs, OEMs, BIS, FSB, EAMA, SMEs, Catapult, universities, sources of finance: banks, venture capitalists, private equity.
• Offers opportunity for significant improvement in UK competitiveness by giving SMEs an improved role in innovation, particularly if well linked to the Catapults.
• A means needs to be found to make access affordable to SME participants
20
Fiscal and taxation environment
• Tax framework that encourages investment, such as the Annual Investment Allowance, the Patent Box to further encourage machinery makers and their customers to invest in new machines.
• The country is perceived as lagging behind many EU countries when it comes to investment in equipment as a percentage of GDP.
• A sustained effort is required to ensure new competitors do not outstrip UK
• Set up initial scoping discussion
• Not reviewed in the workshop LEPs • Local delivery opportunities for strengthening supply chain economics
IP protection services
• SMEs often do not find it easy to navigate IP
• New practices may be required in partnership with OEMs
Profile of the sector
• The profile of UK machinery makers and component manufacturers needs to be enhanced with OEMs, Government and in promoting the pipeline of talent
Table 7 Key features, enabling initiative topics for the machinery and component supply chain sector, Roadmapping workshop 13th November 2014 and further scoping by the steering team
21
5.0 RECOMMENDED STRUCTURE FOR THE IMPLEMENTATION STUDY
5.1 OVERVIEW It is recommended that the implementation study takes place over 18 months, to allow for completion of four phases:
1. Stakeholder engagement to confirm: sponsorship; governance; linkages to established programmes; priorities; resourcing for individual strands
2. Workshops to develop recommended topics. These are envisaged as: additive manufacturing; Internet of Things/modeling; mass customization; automation; best practice benchmarking; and skills development, respectively and will involve broad sector representation
3. Other consultations and representation to explore enabling initiatives: innovation centres; tax and fiscal issues; LEPs; IP; and profile of the sector
4. Integration of findings and development of funding proposals/applications
Overall governance, e.g. a steering group made up of selected representatives from EAMA members and possibly BIS and Innovate UK will regularly check progress and maintain cohesion. In addition to a programme lead, each project should have a lead from the EAMA membership.
This recommended structure for the implementation study is illustrated in Figure 2.
5.2 EAMA ROLES The first step of the implementation study should involve stakeholder consultation to enable EAMA and IfM ECS to allocate each proposed project to one of the following categories:
1) EAMA giving support and input to initiatives already running 2) Focused EAMA effort required to ensure members’ needs are met 3) New territory in which EAMA will take a lead (initially)
Once allocated, the approach and resource allocation will be finalised.
A first pass at a segmentation of proposed projects and the extent of consultation required to enable the proposals to be finalised is shown in Table 8.
22
Topic Consultation no.si) Segment?
Innovation for growth (OEMs are demanding supply chain innovation and companies are taking on new lines and services)
• Building depth in additive manufacturing Low (2)
• Exploiting the Internet of Things and modeling in both the factory and wider supply chain Moderately high (1)
• Mass customisation Low (2)
Innovation for efficiency (Key in the drive for re-shoring and re-industrialisation)
• Manufacturing automation (Note also contributes considerably to growth) Low (1)
• Global best practice, capability and capacity self-assessment benchmarking for continuous improvement in productivity
High (1)
Enabling initiatives (To enhance communication, sector image, and improve record on equipment and skills investment)
• Technical and business skills development through enhanced co-ordination and possibly new ‘skills academy’ Moderate (2)
• Small set of competency/technology based innovation centres focused on SMEs but linked to the Catapults Moderately high (2)
• Fiscal and taxation environment High (2)
• LEPs: local delivery opportunities for strengthening supply chain economics Moderately high (1)
• IP protection services Moderate (2)
• Profile of UK machinery makers and component manufacturers Moderate (3)
Key: i) Approximate numbers to be consulted: Low = c. 15; Moderate = c. 25; High = c. 50(+)
ii) Segmentation categories: (1) EAMA support and input to initiatives already running; (2) Focused EAMA effort is required to ensure member’s needs are met; (3) New territory in which EAMA will take a lead (initially)
Table 8 Strategy development for the machinery and component supply chain sector, consultation requirements and provisional segmentation of topics (Basis: Initial IfM ECS assessment)
23
5.3 STAKEHOLDER LINKS TO PROPOSED PROJECTS Table 9 shows key stakeholders and indicates their interest or role in the strategy.
Stakeholder Interests/role
EAMA members Delivering the benefits from the agreed projects
Other trade associations and organisations
As potential partners, in specific areas or for overall study
BIS Policies for economic growth, from investment in skills and education to promotion of trade
Innovate UK Manages funding competition programmes for innovation
High Value Manufacturing Catapult
Catalyst for the future growth and success of manufacturing in the UK, developing industrial competencies bridging the 'valley of death' in product development
Industry sector teams Supporting BIS in setting the strategy
LEPs Setting local plans and searching out national and European funding opportunities
Manufacturing Advisory Service
Manufacturing business growth support for (SME) companies (in England)
Knowledge Transfer Networks
Networks enabling the UK's innovation communities to connect, collaborate and discover new opportunities
Higher Education Funding Council for England
Promotes and funds teaching and research in higher education institutions
Other education and skills bodies to be confirmed
As required to cover whole of UK and all relevant levels of skills (Will require some investigation)
Treasury Fiscal regime and overall spending priorities
Table 9 Strategy development for the machinery and component supply chain sector: key stakeholders
24
As shown in Table 10, each project will need to engage multiple stakeholders from government and publically funded bodies in addition to engaging EAMA members and other trade associations and organisations.
BIS
Inno
vate
UK
HVM
Cat
apul
t
Indu
stry
sec
tor t
eam
s
LEPs
MAS
KTN
HEF
CE
Oth
er e
duca
tion
and
skill
s bo
dies
TBC
Trea
sury
Innovation programmes for growth and efficiency (all)
Enabling initiatives:
• Technical and business skills development through enhanced co-ordination and possibly new ‘skills academy’
• Small set of competency-based innovation centres focused on SMEs but linked to the Catapults
• Fiscal and taxation environment
• LEPs: local delivery opportunities for strengthening supply chain economics
• IP protection services
• Image of UK machinery makers and component manufacturers
Table 10 Strategy development for the machinery and component supply chain sector: key
stakeholder links to proposed projects
25
6.0 FEEDBACK AND NEXT STEPS
6.1 FEEDBACK Delegates found the workshop stimulating, took away useful insights, and felt able to contribute well, as shown in Figure 3.
There were favourable comments about the breadth of participation at the workshop (‘lots of different sectors covered’/ ‘very diverse interests’). A gap was noted in a lack of ‘machine builders’ among participants: ‘consider special purpose machine builders – no obvious trade association’.
Figure 3 Delegate feedback on value of Roadmapping workshop, 13th November 2014
6.2 NEXT STEPS After submission of this formal report of the scoping study the EAMA board will review its findings in March 2015. This review will form an initial step in stakeholder engagement for confirming 1. sponsorship/governance and 2. the linkages to established programmes, priorities and resourcing.
91%
Strongly agree or Agree
I found the workshop stimulating
I enjoyed the workshop I found my participation worthwhile
I feel I have contributed to the workshop
The workshop provides useful insights
5. Strongly Agree4. Agree3. No comment2. Disagree1. Strongly Disagree
INDUSTRIAL STRATEGY DEVELOPMENT FOR THE MACHINERY
AND ALLIED COMPONENT SUPPLY CHAIN SECTOR SCOPING STUDY REPORT: THE PRIORITIES
ANNEX
Contents
A1 Workshop delegates ...................................................................................................... 27
A2 Landscape elements showing delegate priorities ......................................................... 288
A3 Landscape elements developed by steering team post workshop .................................. 31
27
A1 WORKSHOP DELEGATES
Workshop delegates
Chris Buxton Chief Executive BFPA Iain Cameron Marketing Director Meech International Steve Cardew Managing Director Kawasaki Precision Machinery (UK) Ltd Cliff Connick Managing Director Conway Precision Engineering Mark Daniels EMEA Market Development Rockwell
Manager Jeremy Hadall Chief Technologist Automation MTC Rupert Hodges Alliance Secretary EAMA Jerry Hughes Jemlyn Ltd Richard Little Managing Director Jenton John McTernan Managing Director Europe Hardinge Inc. Kevin Mooney Sales Manager NW Europe Moog Controls Julia Moore Chief Executive GTMA John Mortimer Operations Director FFEI LTD Paul O’Donnell Head of External Affairs MTA Philippa Oldham Head of Transport and
Manufacturing IMechE Stephen Panke Managing Director Pearson Panke Bettine Pellant Director Designate Picon Steve Sands Marketing Manager Festo Andrew Stark Chief Operating Officer PPMA Tim Tindle Managing Director Falcon Food Service Martin Walder UK Industries Manager Rockwell Automation Mike Wilson Sales and Marketing Manager ABB Robotics
Steering team
Chris Buxton Chief Executive BFPA Rupert Hodges Alliance Secretary EAMA Julia Moore Chief Executive GTMA Paul O’Donnell Head of External Affairs MTA Martin Walder UK Industries Manager Rockwell Automation
A2 LANDSCAPE ELEMENTS SHOWING DELEGATE PRIORITIES Large co.s SMEs
Swim lane ID Trends and drivers M/C Other M/C Other Cross Votes Timing
Social 8 Skilled staff shortages (incl. impact of ageing workforce) 1 2 3
6 Short
30 Investment in connectivity/infrastructure (rail, road, etc.) 1 1 2 1 1 6 Medium
Environmental 10, 4 Energy usage reduction 3
2 1 1 7 Short
7 Ecodesign Directive
1 2
1 4 Medium
Political 25 Lack of communication of government initiatives 1 2 2 1 2 8 Short
25 Unpredictability of initiatives linked to election cycles
1 1 1 2 5 Short
Industry trends 20 OEMs demanding supply chain innovation
2 1
3 Short
12 Mass customisation
1 1
1 3 Medium
Competitors 9
Germany in particular has very high investment in technology around manufacturing
1 1 4
6 Short
17 Competitor countries positioned to exploit development in automation
3 1
1
5 Short
UK strategy 20 Catapult needs to embrace SMEs
1 3 1 1 6 Short
9 Need to improve competitiveness of UK manufacturing 2
1
2 5 Short
Delegate voting on trends and drivers in the machinery and component supply chain sector, by type of company/cross-sector organisation,
Roadmapping workshop 13th November 2014
29
Large co.s SMEs
Swim lane Products and services M/C Other M/C Other Cross Votes Timing Linkages
Production systems
Greater adoption of manufacturing automation and robotics in industry
1 3 7 1 4 16 Medium 17
Products exploiting technology for additive manufacturing 1 1
3 5 Medium 7
Data and ICT systems
Advanced automation products coming to market 3 1 2
1 7 Medium 17
Greater use of modelling and simulation 1 2 3
1 7 Medium 22
Other products and services
Use of trade associations as a channel to market
1 5 3 1 10 Short 25
IP protection services
3
1 4 Short 14
Focus of local planning strategy to develop business parks etc.
1 2 1 4 Short 23
Develop technology expertise with Catapults to enable use of new technologies
2 2
4 Short 15
Services Remote maintenance and monitoring 2
1 2
5 Medium 22
Systems Exploiting innovation with OEMs cross-sectorally 2 4 3 1 3 13 Short 20
New hydraulic equipment/components
1 2
1 4 Long 26
Delegate voting on industrial capabilities (products and services) in the machinery and component supply chain sector, by type of company/cross-sector organisation, Roadmapping workshop 13th November 2014
30
Large co.s SMEs
Swim lane Capabilities and technologies M/C Other M/C Other Cross Votes Timing Linkages
Enabling technologies
Internet of Things in support of optimised production and product connectivity
1 4 2 1 3 11 Short 2, 6
Production technologies
Evolution of 3D print technology (multi materials/high speed/high volume/lower cost) incl. jigs and fixtures
2 2 1 2 7 Medium/Long 1
Supply chain Global best practice benchmarking and adoption for supply chain competitiveness to drive supply chain skills development
1 3 2 4 1 11 Short 13, 16
Skills
Build STEM skills in colleges and workplace 3 4 6 2 3 18 Now 13 Increase supply of those educated in automation and integration
5 2 3 1
11 Short 17, 11, 9
International marketing skills for engineering product suppliers (incl. languages)
2 1
3 Medium
Resources Create financial environment for risk reduction and innovation incentives
1 2
3 Short 20
Enabling institutions
Government-supported industry/academia SME R&D collaboration (e.g. Catapults)
2 2 3 1 2 10 Medium/Long 20
Create accessible, affordable R&D opportunities for SMEs
1 1 1 3 Now 4
Delegate voting on industrial competencies and enablers (capabilities and technologies), Roadmapping workshop 13th November 2014
A3 LANDSCAPE ELEMENTS DEVELOPED BY STEERING TEAM POST WORKSHOP
Large co.s SMEs
Swim lane Timing Trends and drivers M/C Other M/C Other Cross Votes
1. Social Medium Sensor technologies & their integration
1 1
1. Social Medium Technology in motion control to move from EH to EM
1
1
2. Economic Present Lack of project finance for medium sized companies 1
1 2
3. Technological Long Consumerism - use of technology not ownership
1
1
4. Environmental Medium Ecodesign Directive
1 2
1 4
4. Environmental Present Shortage of suitable premises for SMEs
3
3
5. Political Medium Strategy for state to recognise IPR as national asset rather than just individual one
2
2
5. Political Medium Taxation of investment [all along?/wrong?]
2 2
7. Other Medium Lack of investment in machine tools & manufacturing infrastructure 1 1 2
4
8. Industry trends Long 50% upstream offshore investment will be subsea
2
2
8. Industry trends Short OEMs demanding supply chain innovation
2 1
3
8. Industry trends Medium Mass customisation
1 1
1 3
8. Industry trends Medium OEMs are driving the supply chain by demanding the tier 2/3 develop the technology 1 1
1
3
8. Industry trends Medium OEM supplier/support loyalty
2 1
3
8. Industry trends Medium Move to electric drives
1
1
10. Competition Short Competition from low-cost countries
1 1
1 3
10. Competition Short Innovate UK £400m: Fraunhofer £(?)2.2bn
1
1 2
10. Competition Medium ‘We don't sell UK products’
1
1
10. Competition Long Perceived weakness of UK supply chains - size of companies, lack of profile
1
1
11. UK strategy Short Exporting improved routes to market outside EU
2
2
11. UK strategy Short Lack of export assistance
1 1
11. UK strategy Short Adopt technology ahead of our competitors
1
1
Lower voted trends and drivers in the machinery and component supply chain sector, Roadmapping workshop 13th November 2014, reviewed by steering team to complete scoping exercise
32
Large co.s SMEs
Swim lane Timing Products and services M/C Other M/C Other Cross Votes
12. Primary goods (e.g.: materials processing) Medium Adopting new technology - quicker 'self- healing' & materials 1 1
13. Production systems Short Contact lens factory ‘in a box’ for remote markets 1 1
14. Product components (e.g.: components, sub
systems)
Short Practical equipment for subsea-mechanical power, control for
subsea
1 1
14. Product components (e.g.: components, sub
systems)
Short Mass adaptation of products for different languages/markets 2 2
15. Enablers Short Lack of adoption of automation 1 1
20. Systems Medium UK manufacturers need ability to diversify to new technologies 1 2 3
20. Systems Present Capability to bring new cost-effective energy(?) solutions to
market
1 1
20. Systems Short Self-powered, non-intrusive hydraulic monitoring
system/component
1 1
20. Systems Short Flexible semi-bespoke customer solutions - mass customisation 1 1
Lower voted industrial capabilities (products and services) in the machinery and component supply chain sector, Roadmapping workshop 13th November 2014,
reviewed by steering team to complete scoping exercise
33
Large co.s SMEs Swim lane Capabilities and technologies M/C Other M/C Other Cross Votes Timing
21. Product technologies Energy harvesting/non-intrusive measurement 1 1 2 Short
21. Product technologies New more 'sustainable' materials 1 1 Medium
22. Enabling technology Research & development capability required at SME level for complete solutions 2 2 Short
24. Manufacturing technologies Energy-efficient equipment 2 2 Short
28. Supply chain Sector of grant support for supply chain improvement concepts 1 1 Medium
28. Supply chain OEM inertia to change supply sources 1 1 Short
29. Skills Skills to write leasing contracts & market services, not products 1 1 Medium
32. Finance Longer term and greater government financial support/incentives for export initiative 1 1 2 Short/med.
32. Finance Mezzanine & equity finance for SME 1 1 2 Medium
32. Finance Matching foreign/other government support schemes 1 1 Short
32. Finance Relieve restriction on inward investment 1 1 Medium
32. Finance Stronger pro-active intervention from the British business bank, when 'big four' banks say 'No'! 0 Short
33. Enabling institutions Development of business part/industrial units for SMEs 1 1 2 Medium
Lower voted industrial competencies and enablers (capabilities and technologies) in the machinery and component supply chain sector,
Roadmapping workshop 13th November 2014, reviewed by steering team to complete scoping exercise
3
Institute for Manufacturing
Department of Engineering
17 Charles Babbage Road
Cambridge CB3 0FS
United Kingdom
T: +44 (0)1223 766141
