Globalization of Defense Materials and Manufacturing Proceedings of a Workshop (2018) / Chapter Skim
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1 Globalization Effects on the Research and Development Landscape
1 Globalization Effects on the Research and Development Landscape
Pages 4-36
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David continued, "That is one of the challenges: how do you stay on top of what is happening, absent effective measures for doing so? " 1 National Research Council, "Strategic Engagement in Global S&T: Opportunities for Defense Research," 2014.
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"3 2 ONR Global representatives also participated in the workshop, and their remarks are included later in this proceedings. 3 Small delegations went to countries in Asia and Europe to learn about global S&T engagement practices used by universities, industries, and government agencies.
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David noted that as the study continued there was a significantly constrained travel environment for DoD, compounded by essentially a prohibition against attending conferences: "We were talking with U.S. researchers who were basically saying ‘I can't travel.' It was actually a little bit ironic: we had people who were forward-deployed in Japan and tasked to maintain awareness of what was happen ing in Asia without leaving Japan." (April 29-May 1, 2013)
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G lo b a l i z at i o n E f f e c t s on the Research and Development Landscape 7 FIGURE 1.2 Globalization of Science and Technology: Opportunities and Challenges for the Depart ment of Defense findings and suggestions.
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We do believe that lots of mechanisms are needed," David described. How does the defense research enter prise, from the individual principal investigator level to the portfolio anagers, m know what is in people's heads?
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," she said. She explained that the study's final point was about the notion of building collaborative and cooperative relationships with countries, not because they are at the cutting edge of S&T, but because they are potentially important strategic partners from a security perspective: "It is a very different kind of relationship, but it is one in which the United States may seed technology investments on their behalf to move them up the curve, not because we will reap an output benefit from that, but because it builds a relationship and trust in exchange that may be of importance in a different arena.
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David noted that whereas manufacturing was sent offshore starting decades ago by industry, more recently research facilities have followed in huge numbers. There is a lot of data that shows that U.S.-based companies are preferentially build ing research facilities in other parts of the world.
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But having opportunities for U.S. engineering students, not just business students, to study abroad is really important, David added (see Figure 1.3)
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I hope you find the silver bullet," David said. A workshop participant asked how the committee selected the countries to visit.
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A workshop participant asked about company-to-company international col laboration. David replied that, in particular, the Boeing examples were strong inter national collaborations built around a group of companies.
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There is a stack of reports that would probably come close to filling this room about the need to rethink the export control regimes." However, there has been some recent progress, she concluded. DISRUPTIVE TECHNOLOGIES: ADVANCES THAT WILL TRANSFORM LIFE, BUSINESS, AND THE GLOBAL ECONOMY Michael Chui of the McKinsey Global Institute discussed McKinsey's report, Disruptive Technologies: Advances That Will Transform Life, Business, and the Global Economy.5 Chui explained that the McKinsey Global Institute is the research arm of a management consulting firm.
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"The question for our research was, what are the next sets of disruptive technologies which have the potential of making sure this doesn't turn out like an S curve and instead continues to move up and to the right? " The McKinsey study focused on economically disruptive technologies.
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," Chui added. Two of the 12 disruptive technologies that McKinsey identified in its report change the basic building blocks; these include next-generation genomics and materials.
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"You can get it on your iPad right now and just click, add to cart," Chui explained. Chui noted that industrial robots in factories are considered dangerous devices: "They are in cages, and they are behind those yellow lines.
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Chui finished with a few observations. One is that although McKinsey sized the impact of these technologies individually, they actually have multiplicative impact: "When you combine 3D printing with robotics, et cetera, you can have even more impact on manufacturing, for instance, than you thought you had." Chui explained that consumers are going to benefit the most from these technologies because many of the economic benefits eventually are competed away among the companies and the approximately two-thirds of the new value then shifts to the consumers.
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But those companies didn't survive," Chui noted. Another participant noted that in manufacturing policy discussions there is often an observation that innovations and disruptive technologies originate in the United States but end up getting produced elsewhere in the world.
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Again, we don't think these are the only ones, but we have pretty high confidence in these," Chui concluded. THE ROLLS-ROYCE MODEL TO GLOBAL ENGAGEMENT Mary Lee Gambone, of Rolls-Royce North America, talked about Rolls-Royce and globalization.
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That means we have to be thinking about technologies and how we are going to get them to a specific point, so that they are ready to go into preliminary design," Gambone noted. Projects that do not meet those requirements have a difficult time getting addi tional funding.
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there are many growing university technology centers" across the world, including three in the United States now. Gambone said that more will probably be added in the coming years.
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It provides FIGURE 1.7 How Rolls-Royce uses university technology centers in the early stages of its esearch and r development. SOURCE: Mary Lee Gambone, Rolls-Royce, presentation to the workshop, March 25, 2015.
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The company builds supply chains using these advanced technology research centers that then serve as the supply chain for ad vanced manufacturing capabilities. Rolls-Royce started and is currently a member of the Commonwealth Center for Advanced Manufacturing, south of Richmond, Virginia, at a facility called Crosspointe.
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Gambone noted that the Export Administration Regulations and ITAR rules changed recently, requiring the company to reclassify all of its parts: "That makes things more complicated when you are trying to figure out what you can talk to your co-workers in the United Kingdom or in Germany or in Singapore about." Rolls-Royce is compliant with all countries' export restrictions; now that it is working much more collaboratively, the company is wrestling with the variation in export control restrictions for other countries with which it works. The United Kingdom sees export control in terms of IP control, which is very different from
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In Germany, the LuFo funding, a German government funding program for industry development, is often upwards of 70 percent from the government and 30 percent from industry, which is quite attractive for a global company. In the United Kingdom, the advanced research dollars are often at least 50/50.
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It is always a balance of meeting all of your customer expectations and managing your global supply chain." Part of the challenge is dealing with expectations and biases within the com pany. Managing a global supply chain is quite a challenge; but in contrast to that, Gambone noted that Europeans tend to be much more broadly focused.
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One participant noted that in the United States, the biggest obstacle to industry– university collaboration is IP, at least from the industrial perspective. Industry ex pects to own the IP, but the universities take the position that they have been doing the esearch for many years and they own it, while industry only gets "the tip of the r iceberg." Gambone explained that industry has to negotiate different terms.
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When pulling research into the advanced technology research centers for man ufacturing technology, protecting ideas can be achieved more thoroughly because of this different arrangement. That is where a lot of the competitive advantage and the more value-added work is done.
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Mike McGrath, McGrath Analytics, LLC, o bserved that this can only work at the TRL 1–3 level: "I imagine as you go beyond that, you start to get closer to competitive interests." THE FRAUNHOFER INSTITUTE'S GLOBAL APPROACH Andre Sharon, of the Fraunhofer USA Center for Manufacturing, started by explaining that Fraunhofer is Europe's largest R&D organization. He spoke about how a presence in the United States has changed the Fraunhofer organization.
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"You need to have sustainable, non-sun-setting base funding in order to be able conduct R&D. It cannot be seed funding," Sharon explained.
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One example is a system that reprograms tobacco plants to synthesize the proteins or antibodies that are used to make vaccines. The technology was developed jointly by one of the Fraunhofer Institutes in Germany and one of the Fraunhofer centers in the United States.
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Additive manufacturing, Sharon said, is getting a lot of enthusiasm, only some of which is warranted. It has been identified by the World Economic Forum as one of the top 10 most promising technologies.
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Fraunhofer had a cost advantage in manufacturing and was more profitable selling the actual fiber optic components instead of the equipment to manufacture them. Fraunhofer started a company called kSARIA, which is doing very well.
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On the other hand, if you are growing and doing well, you get more base funding." A participant asked what the source of the base funding is for Fraunhofer Institutes that are not in Germany. Sharon replied that some of the base funding comes from Germany, while some comes from the respective state or university in the United States: "It is a win-win for both Germany and the United States." In response to another question about working with industry sectors, Sharon replied that Fraunhofer in Germany undertook an international study on the real impact of additive manufacturing on an individual industry.
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36 G lo b a l i z at i o n of D e f e n s e M at e r i a l s and Manufacturing Not seed funding! Just look at history.
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