Regional Manufacturing DIHs in the Vanguard Pilot
Initiative “ESM - Efficient and Sustainable
Manufacturing”
Sergio Gusmeroli - [email protected] Digital & Virtual Factory Technical coordinator
Politecnico di Milano,
AFIL – Lombardy Intelligent Factory Cluster
Brussels, 21 February 2018
ESM in Industrial Modernisation Thematic Platform
http://s3platform.jrc.ec.europa.eu/industrial-modernisation
Coordinated Initiative (strategic project)
Formally supported by multiple Regional Governments
Focused on a strategic challenge for industry
Aimed at generating and supporting inter-regional projects for the establishment of pilot plants supporting manufacturing innovation
Pilot, demo-cases and use cases
Pilot
Demo case
Use case 1
Use case 2
Use case n
• Broad strategic scope • Interface between industry and policy • Methodological support
i.e. Efficient and Sustainable Manufacturing, …
• Focus on defined technology areas or manufacturing goals
• Operative project level i.e. circular economy, Digital&Virtual Manufacturing, …
• Focus on specific technologies and industryl sectors
• Concrete implementation intent for the benefit of companies
i.e. energy efficiency in automotive manufacturing processes
D&V: a network of 10 Regional Manufacturing DIH aiming at Efficient and Sustainable Manufacturing
• A network of coordinated RM DIHs
sharing the same methods, tools (Business Maturity Migration Models) and KPIs Ecosystem
• Each RM DIH must have at least one physical experimental facility, being it a Didactic or a Smart Factory Pilot Plant
• Each RM DIH promotes Open Standards and Open Platforms to implement Industrial IoT and Analytics solutions
• A common MIDIH Innovation & Collaboration Platform (OEDIPUS EIT DIGITAL) to be validated in 2018
Manufacturing share (% of GDP)
Ind
ust
ry 4
.0 R
egi
on
al R
ead
ine
ss In
dex
LOMBARDIA32,00%; 46,06%;
346.510.000
NORTE27,00%; 30,83%;
64.612.000
EUSKADI21,00%; 43,36%;
70.812.000
BADEN WUERTEMBERG24,60%; 61,87%;
421.952.000RHONE ALPES24,00%; 48,24%;
188.326.000
20%
25%
30%
35%
40%
45%
50%
55%
60%
65%
70%
15% 17% 19% 21% 23% 25% 27% 29% 31% 33% 35%
Readiness Index in 5 BEinCPPS Regions
Shopfloor
DIGITAL VIRTUAL
SMART
FITMAN DyVisual
Application MashupFITMAN Collab.
Asset Management
IoT Device IoT Device IoT Device IoT Device IoT Device
Big Data
Publish/SubscribeContext Broker
IoT DeviceManagement
IoT Broker IoT Discovery
FITMAN Dynamic CEP
Information Systems
Enterprise ApplicationsIoT & M2M Applications
Smart System
SecureGateway IoT Protoco Adapter(s)
IoT Data Handling
Access to
Competencies
COLLABORATION PLATFORM
for DIGITAL INNOVATION HUBSIdeation
Platform
Wikis &
Fora
Search
Engine
Human Skills CV
Manager
Partner Search
and Selection
Access to
Technology
IT Assets & OSS
Catalogue
Reference
Architectures
Applications
Marketplace
Access to
Experiments
Industrial
Experiments
Best Practice
Success Story
KPIs Lessons
Learned
Access to
Knowledge
Maturity
Model
Training &
Formation
Brownfield
Integration
Access to
Market
Ideas
Incubation
Business
Acceleration
Capital &
Funding
Tangible Assets
Manager
Living Lab
Innovation
General Financial Structure – three layers
Basic Demonstration Infrastructures – Initial Costs related to the setting up of the infrastructures and platform
Regional, national and EU Subsidies
Laye
r 1
Projects-related activities (within the platform; TRL 5-7/8) - Operating costs
Public Subsidies and private co-investments Laye
r 2
Replication – Indus. Upscale
(TRL8/9) 1
Replication – Indus. Upscale
(TRL 8/9) 2
Replication – Indus. Upscale
(TRL 8/9) 3
Replication – Indus. Upscale
(TRL 8/9) 4
Etc.
Private investments, public (EIB-like) loans
Revenues generated from Replication/Industrial upscale and production
ROI based on industrial upscale
Laye
r 3
Notes: • Layer 1 (to some extent Layer 2 as well) contains « non-profitable top » (hence the subsidies) • Layers 2 & 3 can’t be functioning if « top » not financially secured ( no bankable plan !) • Layers inter-dependent; smooth flow between them key !
Public Support (100% coverage ‘non-profitable top’ through public funds, structural)
(e.g. 50% subs, project based)
(Repayable Loans, Bankable Business Pl)
5
Lombardy Intelligent Factory Association
▰ Cluster for Advanced Manufacturing, one of the Specialisation Areas
identified by Lombardy Region in its S3 Strategy
▰ Created in 2014 and formally recognized by Lombardy Regional
Government
▰ 150 members (more than 70% companies)
▰ Mission
▰ Appointed by Regional Government to technically coordinate the
regional participation to Vanguard Advanced Manufacturing activities
6
• To represent Regional Manufacturing
• To collect and provide R&I priorities to policy makers
• To support policy makers in R&I governance
• To increase regional manufacturing competitiveness leveraging on S3
22/02/2018
7
BUSINESS ECCOSYSTEM
VALUE PROPOSITION
IMPACT REVENUE STREAMS COST STRUCTURE
GOVERNANCE
KEY PARTNERS KEY ACTIVITIES
KEY RESOURCES
CUSTOMER RELASHIONSHIP
CHANNELS
CUSTOMERS EXTENDED BENEFICIARIES
Industrial players, SMEs, Universities, Clusters, CFI Industrial Associations, Investors, Associations, Governments and public institutions, Start-up, Research centres.
• Spreading awareness among companies on advanced manufacturing key topics
• Guide companies through digitalization processes
• Support companies in the planning of innovative investments
• Support in accessing to private and public funding
• Increase employment and competitiveness of Lombardy manufacturing industry
• Companies • Universities &
Research Institutes
• AFIL Working Groups • AFIL community • AFIL Website
Industrial and institutional governance: Industrial for operative processes, guided by institutional strategies
STRENGHTS AND OPPORTUNITIES: Strong technological competences, Lombardy manufacturing leadership, firms international involvement, company size, new start-up, Intelligent Factory as S3 Lombardy strategy, cross-fertilization and KET diffusion, AM transition.
WEAKNESSES AND BARRIERS: Company size, industry fragmentation, cultural inertia, lack of high qualified personnel, lack of demo centres/living Lab/Vanguard Pilots
STRATEGIES: Funding strategies, students company-university exchange program.
• Members fees (33%) • Public/private funds (77%)
• Knowledge Access Services
• Technologies Access Services
• Industrial Experimentations
• Capital & Funding Opportunities
• Roadmapping
1. physical 2. intellectual 3. human 4. financial
• Variable + Fixed costs (infrastructures, management,…)
• Communities • Co-creation
• Region • Communities
AFIL Business Model
AFIL FINANCIAL STRUCTURE
Cluster
2014 2015 2016 2017
Public Private (Members fees)
Public Private (Members fees)
Public Private (Members fees)
Public Private (Members fees)
AFIL 35% 65% 38 % 64% 51% 49% 77% 33%
PUBLIC 2017 • 10% Regional • 90% European
Brainport Industries Campus brings the best high-tech contract manufacturers together under one roof. With the best production equipment and people we built the factory of the future. The hotspot for the high-tech industry, and magnet for customers, talent and innovation.
Investments Campus: building and services: 100% private Innovation programm and demonstraion facilities: 50% private 50% public for a period of 4 years Businessmodell: Pay per use for m2 and fee for services
Cooperation: National Government Regional Government City of Eindhoven Industrial Companies Estate development Agency
• The Shared Production Facilities for education, development & promotion purposes
• Best Education spot making use of latest equipment & technologies
• The Showroom for Production Equipment and Software providers
• The Area for execution of Innovation Programs (Fieldlabs)
• The Area for start-ups and Joint Development projects
• Meeting point for industry, education and society and to attract and retain technical talents
5. In n o v a t i o n p r o g r a m
Ma n u f a c t u r i n g
In n o v a t i o n Pr o g r a m with 8 projects from exploration to operation with 75 companies and 25 M Euro (public-private investments)
