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Chevening ForumInnovation Centre, University of Bath
Is there a future for UK Is there a future for UK Manufacturing?Manufacturing?
Professor Andrew Graves30th April 2010
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Creating and Sustaining Performance Improvement
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Catalyst for ChangeCatalyst for Change
I.M.V.P. - MIT’s International Motor Vehicle Programme
A.C.I. - AgileConstructionInitiative
5DAYCAR / ILIPTProgramme
UK L.A.I. with MITLean Aerospace InitiativeDisseminating Disseminating
research research ideas & ideas &
results to results to other other
industriesindustries
LFILean Flight Initiative
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Creating WealthCreating Wealth
ManufacturingManufacturing AgricultureAgriculture Mining Mining
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Why Manufacturing ?Why Manufacturing ?
Infinite Demand for Manufactured Goods
Drives Innovation and Technical Change Powerful Internal Dynamic - Drives other Sectors
Generates Exports - Balance of Payments
Creates High Value Jobs and Support Industries
KEY TO SUSTAINEDKEY TO SUSTAINED GROWTHGROWTH5 Unique Characteristics5 Unique Characteristics
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Queen Mary 2
Ducati 916
Space Shuttle
Concorde
Bullet Train
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Per
cent
age
%
Year
13
17
21
25
29
33
37
41Contribution of UK Manufacturing to GDPContribution of UK Manufacturing to GDP
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Balance of Payments UK deficit widensBalance of Payments UK deficit widens ---- £ Billion
0.00
2.00
4.00
6.00
8.00
10.00
12.00
2004 Q1
Q2
Q3
Q4
2005 Q1
Q2
Q3
Q4
2006 Q1
Q2
Q3
(£) Billion
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Key Success Factors Affecting IndustryKey Success Factors Affecting Industry
Finance Market
Distortion
InternationalCollaboration
Technology Competitiveness
GovernmentPolicy
Operating & Skills Competitiveness
Relationshipswithin Industry
IndustrialIndustrialCompetitivenessCompetitiveness
GovernmentGovernmentIndustryIndustry
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World Class Manufacturing & EngineeringWorld Class Manufacturing & Engineering
Reduced CostsReduced Costs Improved QualityImproved Quality Reduced Cycle TimeReduced Cycle Time Minimise Waste & Minimise Waste &
Environmental Pollution Environmental Pollution
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UK MANUFACTURERSUK MANUFACTURERS
Not all World-classNot all World-class Productivity / Quality CrisisProductivity / Quality Crisis Too few ProducersToo few Producers
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How did we get hereHow did we get here
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Crisis ManagementCrisis Management
1. Denial
2. Anger
3. Prozac
4. Resolution
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The BIG BANG !The BIG BANG !19861986
Deregulation of Financial Markets
20082008 Collapse of Lehman Brothers
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The “Lending Game” finally stops.. !The “Lending Game” finally stops.. !September 2008September 2008
Takeover of Merrill Lynch by Bank of America ‘Nationalization’ of Fannie Mae & Freddie Mac –
50% of the $12 trillion mortgage market in the US Bank of England offers £5 billion emergency lending £50 billion wiped off London shares FTSE 100 FALLS over 212 points Lehman London (over 5000 job losses) –
highest since Rover
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UK has £175 billion budget deficit (£1.3 trillion by 2014)
HM Treasury spent £117 billion buying bank shares
UK taxpayers liable for £850 billion of liabilities
Family liability £5,530 to £40,000 !
WW II debt repaid – December 2006
The “Lending Game” finally stops.. !The “Lending Game” finally stops.. !September 2008September 2008
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What is to be doneWhat is to be done
Financial Institutions ?
Knowledge Economy ?
Manufacturing?
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The Reality:The Reality: “ China & India train more than 500,000 Engineering graduates per year and the UK train 20,000”
“ The Steam Engine was the Knowledge Economy! ”
The Knowledge Economy DelusionThe Knowledge Economy Delusion
The Myth:The Myth: “ Economy based on creating, evaluating & trading knowledge
”
“ The UK sells knowledge and makes nothing - but has skills
that other countries will pay for ”
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INTELLECTUALINTELLECTUAL
PHYSICALPHYSICAL 1stTIER
2ndTIER
FOUNDRY MINES
OUTSOURCE CAPACITY OR KNOWLEDGE ?ASSEMBLER
INDUSTRY &UNIVERSITIES
R & D
UNIVERSITIES
SCHOOLS &COLLEGES
REGIONALSOCIALINFRA-
STRUCTURE
Two Supply Chains - Physical & Intellectual
Industry ChallengesIndustry Challenges
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““You learn by TRYING – You learn by TRYING – not by BUYING” not by BUYING”
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To establish a national network of internationally-recognised Institutes for the creation of world class knowledge in the areas of Innovation, Competitiveness and Product Development.
To increase the intellectual capital and capability of business, through an industry-government-academia partnership for Knowledge Creation and Transfer.
To improve peoples lives through the innovation of real world products, systems and services.
The VisionThe Vision
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Aerospace
Automotive
Construction
Food
Medical Instruments
I.T. / Software
Materials Processing
Multi-Media
Pharmaceuticals
Telecommunications
Industries TargetedIndustries Targeted
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Government Local Agencies
Government Europe UK
Industry UniversitiesColleges
Develop &Demonstrate NEW
INSTITUTE INSTITUTE PROVIDES THEPROVIDES THEINTEGRATING INTEGRATING
FUNCTIONFUNCTION
Proof of ConceptScale-up
Real Costing
• MATERIALS• PROCESSES• SKILLS
COMPLEMENTARY SKILLS
Institute for ManufacturingInstitute for Manufacturing
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World-class Institutes designed to:
Develop innovative ideas for organisations dependent upon advanced technology for manufacturing or proficient, agile operations
Provide a focus for knowledge creation, technology transfer and innovation
Support both public and private sectors
An exemplar of advanced education / training in applied engineering science and technology
MissionMission
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VisionVision
Professional Professional knowledgeknowledge
IntegrityIntegrity
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VISIONVISION
Right Vision & Goals
Targets – clearly articulated
Build: short, medium and long-term strategies
Not “joined-up” tactics
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“ Strategy without tactics is the slowest route to Victory
Tactics without STRATEGY is the noise before defeat ”
Sun Tzu5th BC Military Strategist
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The Century of Revolutionary ChangeThe Century of Revolutionary Change1900’sFrom Craft to Mass Production
- From Steam to Oil- Telecoms- Automobile- Flight- Radio- Electricity
1940’s Nuclear Power Television Jet Engine Medical Science Space Exploration
2000’s1960’sFrom Mass to Lean Production
- Mass Transport (Boeing 747)- Man on the Moon- ICT, Internet, Telecoms- Globalisation