Engineering Education: The Impact

Transcription

1 Engineering Education: The Impact March 17, 2008 Emel Bulat Director of Emerging Technology 03/17/08 TEXTRON Systems

2 Textron Overview Leading Branded Businesses Attractive Growth Markets Bell Cessna Industrial Finance 30% 36% 27% 7% Bell Helicopter Cessna E-Z-GO Fluid & Power Textron Financial TEXTRON Systems Greenlee Jacobsen Kautex 2007 Revenue: $13 Billion All presentation revenues 2006 actuals, unless otherwise noted.

3 Acquired United Industries/AAI maker of the Shadow UAV 2006 Financials Revenue: $1,112 Employees: 3,911 Wilmington, MA Kauai, HI, Maui, HI Austin, TX Sterling, VA New Orleans, LA Valencia, CA Pacoima, CA Poole, England Williamsport, PA

4 Advanced Solutions Center Innovation Accelerated Shaping Tomorrow s Innovation Today Advanced Vehicle Designs Strategic Corporal Hypervelocity Projectiles Thermal Protection Systems Veh./Force Protection Sensing Systems Advanced Control Actuation Systems TC2 UGS All Engineered Systems Mapping & Data Fusion Protection Systems Advanced Precision Attack Directed Energy U-ADD Transition Timeline Conceptual Development Production

5 Advanced Solutions Center (ASC) Vision A collaborative center recognized by our Aerospace and Defense customers for accelerated innovation Mission To deliver innovative technical and business solutions that drive strategic growth for our operating units and create successful customers Strategy Shaping solutions according to Voice of the Customer Focusing discretionary investments to support strategic growth Leveraging the synergistic potential of TSC s operating units Rapid prototyping, validating and transitioning designs to the field Forming alliances with industry and academia Rev Textron Systems Proprietary

6 Emerging Technology: Address Key Long-Term Issues UNDERSTANDING barriers and technology trends when planning long-term or new product strategy Too much next quarter focus IMPLEMENTING best approaches, teaming with universities & small hi-tech businesses for inlicensing, out-licensing, outsourcing and risk sharing partnerships No more Bell Labs EXAMINING and CLARIFYING the business, regulatory, and research environments MANAGING complicated and long-distance collaborative third-party relationships OVERCOMING the logistical challenges of transferring technology, data, and staff (litigious society in US creates big barriers) Would not be possible with our University Interactions

7 Other Countries Investing in R&D at Much Higher Rates

8 Engineering More Revered Around the Globe

9 Small percentage of US Grads in STEM

10 Micheal Porter s Cluster Theory More than Industrial Clusters University, Industry, DoD Labs (Draper, LNLL, etc.) VC & gov t funding Consortia & Collaboratives such as the Robotics Collaborative in Pittsburgh (USA Today 03/11/08) SEMATEC enabled US to regain international market lead University/Industry Centers NSF ERC s CenSSIS; WIMS, etc. (teaming creates critical mass) NIH s CIMIT (Center for Integration of Medicine and Innovative Technology) Multi-disciplinary focus creates new industries enabled by Science & Engineering Industry must play a more active role in these and other centers

11 Clusters are Important to Maintain US Competitiveness

12 Gov t/industry Funded Successes Multi-Disciplinary Engineering Driven R&D NEU s CenSSIS-Center for Subsurface Imaging Systems Unique approach Diverse Problems; Similar Solutions Many Industrial Members from a variety of markets MIT s CIMIT- Center for Integration of Medicine and Innovative Technology Universities, Health Industry & DoD Labs (Could use more Engineering) Next Gen focus: Robotics & Autonomy Genomics Nanotechnology enhanced by MEMS

13 Conclusions Engineering education key to wealth creation Fostering more clusters a must! Consortia/Collaboratives may solve many problems (CA, MA, PA, TX) Role models for today s youth Critical for today s US industrial base to maintain leadership in an increasingly competitive global marketplace!