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What does success look like
for innovation and technology centres
London, 2012
The TNO mission: established by law in 1932 – 80-years ago
What does success look like
2
October 22, 2012
TNO connects people and knowledge
to create innovations that boost
the sustainable competitiveness of industry and well-being of society.
TNO Industrial Innovation – sustainable competitiveness
High Tech Systems & Materials
Pushing the limits
All about sustainability
Make it happen
Surprising combinations
What does success look like
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October 22, 2012
October 22, 2012
What does success look like
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TNO 4000 people, 1/6 is
TNO Hightech Systems & Materials:
we focus on manuf. equipment for
Semiconductor Equipment
Solar PV Equipment
Instrumentation (Science, Medical)
LED Lighting Systems
Additive Manufacturing
Functional materials/coating
Machining
Nuclear
Tooling
Forging
Composites
Chemical processing
Lightweight
This sounds ….
….however the landscape issues sounds great
Pictures from TSB website
2010
2000
1990
1980
1970
1960
1950
1940
1930 October 22, 2012 [email protected]
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TNO Hightech Systems & Materials
(surface engineering, high-performance materials) TNO Quality testing
Centre for
Technical Ceramics
TNO Industry
TNO Textile technology
TNO Build Enviro.
Plastic and Rubber
institute Glass &
Ceramics
Institute for Cleaning
technologies
Rubber test depart. Fibre test depart. Clay test station Leather test station
Ceramics
Institute Fibre institute Rubberinstitute
Leather
institute Central Institute for
Material Research
Wood
institute
Paint
institute Metal institute
Institute for Building
materialsen
Plastics institute Test station for
emballage
Teststation for
washing industry
The Economist – 21st April 2012: 3rd Industrial Revolution
Additive manufacturing, 14 pages ends with the following last sentence:
Can it be done? Back to the EuroMold exhibition, where TNO, an
independent research group based in the Netherlands, showed a novel
machine with 100 platforms travelling around a carousel in a continuous
loop. A variety of 3D-printing heads would deposit plastics, metals or ceramics
onto each platform as they pass to make
complete products, layer by layer.
Scale up the idea,
straighten out the carousel
and you have a production line
with multiple printing heads.
October 22, 2012
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As we have a long, 400 year tradition in manufacturing equipment ….
Cornelis Corneliszoon van Uitgeest Inventor (1593) enabling Holland’s Golden Age (1600-1750)
October 22, 2012
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Sawing a tree took 2 men 30 weeks
Cornelis Corneliszoon van Uitgeest 1593 patent sawing mill – did not work 1597 the improved crankshaft
October 22, 2012
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“besonder creckwerk” - 3 saws at 120o
Now sawing a tree took 1 week,
that is an improvement of 30 x
October 22, 2012 [email protected]
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Exp
ort
(283 B
€)
223 B€
36
24
Dutch (internal) market (324 B€)
113 110
78
Financial,
Media and
ICT services
(815.000 p, 46 B€)
Infra, transport
& construction
(832.000 p,
added value 61 B€)
Agro/Food,
Petro Chemicals
High-tech Systems
(637.000 p, 47 B€)
NL 400 years later: where do we create value
strong trading (5th) economy(16th) , agro/food (2nd), petro
trading (1st), high-tech (equipment niches 1st)
Don’t surrender you value creating industry
October 22, 2012
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Exp
ort
(283 B
€)
223 B€
36
24
Dutch (internal) market (324 B€)
Imp
ort
(2
50
B€)
113 110
78
Financial,
Media and
ICT services
(815.000 p,
46 B€)
Infra, transport
& construction
(Added value 61 B€
832.000 p, )
Agro/Food Industry
Petro-chemical Industry
HighTech Systems
(637.000 p, 47 B€)
Health Care
(1.100.000 people)
Government
(900.000 people)
5M other jobs
16M popul. NL
2.3M jobs
in value creation
Surplus 32 B€
(6B€ gas)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1750 1800 1850 1900 1950 2000
China
West Others
India
Russia Japan
Brazil
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October 22, 2012
Limited by human power
Shares equals to population
Enabled by machinery
Shares equals to economy
Shares of World Manufacturing Output 1750-2000 (UK in 1950 25%, in 2010 2.9% - what when wrong?)
UK Manufacturing from 25% in 1950 to 2.3% in 2009
25-10-2012 9:31
Titel van de presentatie
12
World=100% Popul. 2000 2007 2009
1 China 1340 8.3 15.4 21.5
2 USA 315 24.8 17.4 15.1
3 Japan 128 15.8 8.9 8.5
4 Germany 82 6.6 7.5 6.5
5 Italy 61 4.1 4.5 3.9
1
0
UK 62 3.5 3.0 2.3
1
7
NL 17 1.1 1.2 1.2
A factory is a place where society concentrated its repetitive value creation
Improving manufacturing implies more repetitive value creation and
ultimately more exportable goods, affordable imports, more jobs & welfare
Content
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October 22, 2012
Introduction
• TNO and our mission on innovation for competitiveness
• Focus on manufacturing equipment at TNO HTS&M
• Value creation in exportable goods in the Netherlands
Success
• when manufacturing leads to export
• concept – capabilities – cash & the “valley of death”
• coordination policies
• industrial policy
• technology/innovation policy
• impact policy: make it happen (H2020)
Conclusions
Thoughts on Value Creation
Manufacturing is repetitive value creation, but over time …
… the added value created becomes less and you need to innovate
Innovation is the only sustainable source of value creation
But from “concept – capabilities – cash” is a chain
as strong as its weakest link
Think: top science, lost manufacturing and leading financial business
Question: will your RTO’s lead
to a stream of new manufacturing
capabilities for new exportable products
October 22, 2012
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Example of “Accelerator”, started early 2011
Atomic Layer Deposition spin-out in 3 year from idea to spin-out
because we made it 30 x faster, opening up new markets as solar PV.
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October 22, 2012
Thoughts on Innovation
If innovation is the only sustainable source of welfare creation
And if in the innovation chain from
“concept – capabilities – cash” manufacturing cap. is missing,
one needs new manufacturing capabilities to help
new technologies turn into new exportable products.
So measure success in this sense of new manuf. capabilities/technologies,
but choose your focus areas carefully – you are not alone or on your own
The dominant innovations occur in international value chains
Know your position and don’t stay on an isolated island
Europe’s H2020 and the smart specialization
Create an efficient (non-political) governing with all actors
Triple helix, shared innovation, open governance
October 22, 2012
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October 22, 2012
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B G
K
B
G
K
B
G
K
B=Business/Companies
K=Knowledge/Uni’s & Labs
G=Government
Sub-optimal – too less, no help
State monopoly – too rigid,
over-regulated
Balanced Triple Helix
e.g. accelerating co-operation
to acquire public/EU funds
The challenge is the tricky balance, not too much or too less
with three parties (with two it will not work!!)
The Triple Helix model from open innovation to open governance
On governance and technology coordination in NL
In the 80-ties it was industrial policy
backing up factories even when
they were old and non-competitive
In the 00-ties policy shifted to an innovation policy
Science coordination went to pre-competitive,
lost itself in publication pressure and drifted
away from societal & industrial needs
Technology coordination diverged and got overly complicated
with a lot of transaction costs
By the 20-ties it will evolve into an impact policy
H2020 funding also for TRL 4-8 with demo’s & pilot lines
“Make it happen”, create those much needed new activities
in strong, world competing regional eco systems
October 22, 2012
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WBSO (general subsidy for R&D)
Regionale R&D index
= R&D wages/nr of total employees
Regio Noord-Friesland: 74
Regio Delft/Rotterdam: 555
Zuid-Oost Brabant (Brainport): 1068
Brainport 20 km by 10 km
Area Eindhoven-Helmond
25% of all private R&D in NL
High-Tech Systems valley of Europe
R&D index per region
October 22, 2012
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Regional Smart Specialization – High Tech Systems
October 22, 2012
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Brainport (<40 km Ehv): 80%
ASML
DAF
FEI Company
Océ Technologies
Philips Healthcare
Brainport (<40 km Ehv):
71%
Bosch Rexroth, Frencken
Mechatronics, GL Group,
KMWE, Neways Electronics,
Norma, NTS Group,
Prodrive, SKF, VDL ETG, ….
Brainport (<40 km Ehv): 34%
Rest Nederland: 38%
België: 12%
Duitsland: 7%
U.S.A.: 4%
ROW: 5%
5 OEM’s 14 1e lijns toeleveranciers 320 2/3e lijns toeleveranciers
Orchestrate and make it happen
Initiate joint initiatives and consortia
Bringing private enterprise, knowledge institutes and government together
national and international
Co creation platforms
(Shared Research) next to
bilateral Contract Research
Chain innovation
Built on best practice:
Holst Centre
October 22, 2012
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Concluding
Success for an RTO looks like
Ultimately a contribution to export
New successful companies
But both can take years to achieve
We focus at the leverage of private/mixed/public funding (50/25/25)
We focus on shared research programs with multiple companies,
and, if possible together with other European RTO’s (7 e.g. Holst))
We focus on EU participation in associations/boards and programs
(10-20% of total budget and hit rate of 30-50% on tenders)
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October 22, 2012
