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Professor Andrew Graves Is there a future for UK Is there a future for UK Manufacturing? Manufacturing? 30 th April 2010 Creating and Sustaining Performance Improvement 5DAYCAR / ILIPT Programme I.M.V.P. - MIT’s International Motor Vehicle Programme Catalyst for Change Catalyst for Change A.C.I. - Agile Construction Initiative Disseminating Disseminating research research ideas & results ideas & results to other to other industries industries
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Chevening Forum Innovation Centre, University of Bath Is there a future for UK Is there a future for UK Manufacturing? Manufacturing? Professor Andrew Graves 30 th April 2010
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Page 1: 1Andrew Graves

  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


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