Building the Global Manufacturing Innovation Model

Transcription

1 Building the Global Manufacturing Innovation Model Imagine a place. Bill Gerry Boeing Research and Technology Global Technology An Engineering, Operations & Technology Group LAST UPDATE: JUNE, 2015

2 Laws of Technology The Next Big Thing: By the time it has a name, too late. Base hits win baseball games. Legislators want to see Home runs. Most (nearly all) technology Start-ups fail. Net zero jobs. Home run companies (Apple Microsoft) started with 4-6 TRL technology, not 1-3. Most (nearly all) 1-3 TRL technologies fail to get to 7 TRL Valley of Death. Negative economic return. You may be passed by what you thought was the past..

3 USA Model Same Action/Same Result Wealth Generated (Sometimes) BUT.. Magic $ $ $ $ $ Too Often University / Gov Labs The Next Big Thing?

4 The Valley of Death Where there is no Magic Academic Institution and National Labs Industry

5 A look at TRL 1 to 3. Four challenges Boeing faced working with Universities and National Laboratories: 1. Research too theoretical focused on producing PhD s or challenges in the National Interest 2. Projects were small and ad hoc or GIGANTIC professor / engineer driven not focused on delivering to the revenue stream 3. Productivity was low schedule tied to the academic year or the Congressional budget cycle 4. Unreasonable Intellectual Property terms You can t make up for missing the MP3 Player BR&T Story 5

6 So whats a Fella to do??? Focused industry driven technology agenda Stuff Gets on an Airplane Leverage of R&D investment Cost of Developing Stuff is Leveraged (someone else helps pay) Multi-year and substantial commitment Always MORE Stuff Coming Professional staff with no summer shutdown or continuing resolution Folks Committed to Developing Our Stuff BR&T Story 6

7 BUT WAIT.Lets RECAP.. What Does a Government Sponsor Desire? Column Inches in the Newspaper Shouting About All the Good THEY have Created What Does a University/Laboratory Partner Desire? Funding to Work on Technology of Personal Interest What Does an Industry Partner Desire? Vulgar Profits Jam today, Jam tomorrow and not pay for it! BR&T Story 7

8 BUT WAIT.Lets RECAP.. What Does a Government Sponsor Desire? Column Inches in the Newspaper Shouting About All the Good THEY have Created What Does a University Partner Desire? Funding to Work on Hobbies What Does an Industry Partner Desire? Vulgar Profits Jam today, Jam tomorrow and not pay for it! BR&T Story 8

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10 The AMRC Model Where Magic is Replaced by Successful Execution Industry + Government + Academia = WEALTH Technical Approach Customer and Industry needs drive the process Supply chain capabilities assessed Gap analysis performed Technology plans established R&D performed Participants (Value Chain) Global OEMs Aerospace Supply chain Equipment suppliers Material suppliers Academia Government(s) Copyright 2010 Boeing. All rights reserved. AMRC Model Value and Wealth Creation Through Collaboration Financial Approach Fee based membership Shared financial burden Tiered membership (IP impact) Government $ matching and investment Targeted Results Industry needs addressed with Leveraged Funds Industry influences R&D focus Improved supplier cost & quality Two tier IP ownership Generic R&D (joint) Specific R&D Technology transition to OEMs and supply chain 10

11 What does Successful Execution look like?? Advanced Manufacturing Research Center at University of Sheffield With Boeing From THIS In 12 years 650 Scientist, Engineers, and staff 2000 Well Paid Jobs on the Park Assisted over 500 Companies in Winning New Business $1B Added to the National Economy 750 Young Apprentices in Training Over 40 Companies Co-located Over 70 Industry partners To THIS BR&T Story 11

12 The Experience Factor 14 Boeing Research and Technology Consortia Delivering Advanced Technology in Collaboration with Industry, Academia, and Government Partners Canada CCMRD Canadian Composite Manufacturing Research and Development Netherlands Thermoplastic Research (Univ of Twente) Germany Digital Manufacturing (Univ of Paderborn) Japan Consortium for Manufacturing Innovation (CMI) China AFRC Forming Technologies United Kingdom Saudi Arabia Cabin air environment (Tianjin Univ.) TSRC Technical Services Reserch Center Hong Kong Health Management Welding and Joining Structures and Light Weight Materials India Singapore UAE Manufacturing Biofuels (Masdar Institute) Manufacturing (ITT-B) Manufacturing and Support Technologies

13 What Makes These Relationship Work Well and Why? Executive Commitment to the Relationship High-level Champions Reduce Corporate Antibodies Proper Placement of Relationship Management Within the Enterprise Single POCs Within the Enterprise Assures Consistent Interface Relationship Management Contract/Financial Management Kinda important Membership Basic Ts&Cs Allow for Easy Engagement Once Executed NO Renegotiation for Newcomers Minimizes Contract Negotiations Quick Turn From First Contact to Partnership Technical - to - Technical Contacts seem to Foster Most Robust Opportunities Established Trust Understanding of Capability and Need: Ya Gotta Share Your Pain!!!

14 What Could Work Better and Why? Competition Within the Industry Partner Cultural Resistance to External Technology Internal Capability vs External Resources Make/Buy HEY!! That s MY Job!! Difficult to Gap the Valley of Death Laboratory Technology = TRL 1 to 4 Industry Technology Need = TRL 7+ Government Willingness to Invest A Few BIG Initatives and Loads of SMALL Ones Little Focus on Direct Industrial Need Little Leverage for the Industry Partners FAST NIMBLE NEAR-TERM That s Corporate Welfare

15 Issues For the Industry Partner: Working with Outside Technology Providers Connecting the Dots Success is Keyed on Making the Right Connections False Starts Waste Resources Get the Word Out - Keep the Word Out Internally AND Externally Repeat Visits Take Away From the Day Job Technologist to Technologist Visits Need to be Qualified Defeat the Antibodies Tell the Right Story to the Right People Never Sell the Relationship When it Isn t in the Best Interest of the Company Don t Become Emotionally Attached!! Keep the Champion Informed Technology Tourism is a Necessary Evil But Ask for Something That Gets You Closer to Your Goal in Return EOT_Template.ppt 15

16 The Way Ahead: Growing the Relationship Be Patient and Persistent Stay on Message ABC: Always Be Closing Never lose sight of INDUSTRY DRIVEN!!!! It s OK to Say NO to a Perspective Partner Two Questions bring you closer together 1. What can the perspective partner bring to the Collaboration? 2. What does the Collaboration bring to the perspective partner? Soooo.. That s it EOT_Template.ppt 16

17 The Way Ahead: Growing the Relationship Be Patient and Persistent Stay on Message ABC: Always Be Closing Never lose sight of INDUSTRY DRIVEN!!!! It s OK to Say NO to a Perspective Partner Two Questions bring you closer together 1. What can the perspective partner bring to the Collaboration? 2. What does the Collaboration bring to the perspective partner? Soooo.. That s it But wait.there is more.. (ABC) EOT_Template.ppt 17

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19 Oregon Manufacturing Innovation Center (OMIC) Ambitious High value Collaborative Retention Work force of the future Powerful Sustainability Regional Attractiveness Talented/capable Workforce World class Research and Development Technology transition The vision is a thriving community based on a cluster of high value manufacturing companies and their supply chains co-locating with research and training establishments that can meet their future innovation and training needs. BR&T Story 19

20 Best partners JLJ INC

21 Best Equipment

22 Imagine a place.. where Government, Academia, and Industry come together to deliver world class tools, techniques and technologies which create wealth across the economy, give young people hope, and provide a brighter future for everyone.. Oregon Manufacturing Innovation District LAST UPDATE: JUNE, 2015