Report on: the future of advanced manufacturing forum 16 april 2015 Prepared by: Michael A. Rostek, cd, Phd program Director uoit futures Forum



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REPORT ON:

THE FUTURE OF ADVANCED

MANUFACTURING FORUM

16 APRIL 2015

Prepared by:

Michael A. Rostek, CD, PhD

Program Director UOIT Futures Forum

27 May 15




TABLE OF CONTENTS


PREFACE 3

INTRODUCTION 4

WORKING PAPER 4

Introduction 4

Advanced Manufacturing 5

Embracing Change – Durham Region and UOIT 8

Conclusion 10

KEYNOTE SPEAKER 11

Industry 4.0 11

Stakeholder Collaboration 12

Digitization 12

Skilled Workforce 12

PANEL SPEAKERS 12

COMMENTS/QUESTIONS 14

FINAL PANEL SPEAKER’S REMARKS 16

ATTACHMENTS 17

A. Keynote Presentation by Robert Hardt, CEO and President of Siemens Canada Ltd. “The Future of Advanced Manufacturing – April 16, 2015. 17

B. Panel Presentation: James Janeteas, “Advanced Manufacturing - 3D Printing: Advanced Applications”. 17

C. Panel Presentation: Kal Gyimesi, “Automotive 2025: Industry without Borders - Engage with consumers, embrace mobility, exploit the ecosystem”. 17

D. UOIT Communications, “A catalyst for the future of advanced manufacturing”, Canadian Manufacturers and Exporters Magazine. 17



PREFACE


The inaugural event of the Futures Forum series was held at University of Ontario Institute of Technology (UOIT) on 16 Apr 15 entitled “The Future of Advanced Manufacturing: Innovation and Collaboration”. The Futures Forum series is underpinned by UOIT’s research priorities as outlined in the “Strategic Research Plan 2013-2018” and “Strategic Mandate Agreement 2014”.



INTRODUCTION





  1. Manufacturing has been a key driver of Ontario’s economy for more than 150 years. Much of this traditional labour-intensive manufacturing took place in Durham Region previously known as Ontario County. However, today, manufacturing success is inextricably linked to advanced-technology-based processes known as advanced manufacturing.




  1. This forum is UOIT’s opportunity to accomplish three things:

a. Broaden the discussion among industry, government and academia about where advanced manufacturing needs to go;

b. Sharpen our collective focus on the future; and

c. Advance the crucial partnership among industry and the academy.




  1. UOIT is the ideal place to stage this discussion about the future of advanced manufacturing. Through innovation in research, scholarship and education, UOIT continues to identify and invest in strategic research priorities such as advanced manufacturing.




  1. The keynote presentation was provided by Robert Hardt, CEO and President of Siemen’s Canada. His presentation was followed by a panel discussion with four industry experts who have maintained their focus on the future of advanced manufacturing for many years:




    1. Dr. Mo Elbestawi, Vice-President, Research and International Affairs, McMaster University;

    2. Kal Gyimesi, Automotive Industry Marketing Leader with IBM Analytics;

    3. James Janeteas, Chief Executive Officer of Cimetrix Solutions; and

    4. Brian Tossan, Director, Canadian Engineering, General Motors Canada.

WORKING PAPER

Introduction





  1. While the global economy was deeply affected by the economic recession of 2007-09, economic recovery continues to be slow arguably brought on by prevailing uncertainty - changes in economic and financial policies, different views about growth prospects, productivity movements, wars, acts of terrorism, and natural disasters.1 However, long term growth of the global economy is still expected through to 2030 with increasing internationalization of markets for goods, capital, services and labour. Further, it is anticipated that this economic growth will be driven by population growth, improvements in productivity, and greater integration of the global economy.2

Within this global context, Canada continues to excel with a critical component of its competitiveness and prosperity derived from the manufacturing sector.3 Further, manufacturing has been a key driver of Ontario’s economy for more than 150 years.4 In its traditional sense, manufacturing is a labour intensive mechanical process; “…essentially the step-wise transformation of raw materials (coming from mainly natural sources such as underground mines, forests and so forth) into finished goods.5 Through advancements, primarily in science and technology and convergence of these technologies, we have witnessed the emergence of advanced manufacturing, a “…concept that entails both leading-edge methods of manufacturing new and existing products as well as improved approaches to designing and coordinating operations.”6 Indeed, today manufacturing constitutes “…a vibrant, highly innovative and technology-driven industry of the Canadian economy.”7


Advanced Manufacturing





  1. Articulated as a “new industrial revolution”8 or the “democratization of manufacturing”9, advanced manufacturing represents a shift from traditional labour-intensive processes to advanced-technology-based processes. It is defined as:

…a family of activities that (a) depend on the use and coordination of information, automation, computation, software, sensing, and networking, and/or (b) make use of cutting edge materials and emerging capabilities enabled by the physical and biological sciences, for example nanotechnology, chemistry, and biology. This involves both new ways to manufacture existing products, and especially the manufacture of new products emerging from new advanced technologies.10

  1. Advanced, technology-based processes create new ways to manufacture new and existing products and this change was largely engendered through the emergence of five major trends:




  • the ubiquitous role of information technology,

  • the reliance on modeling and simulation in the manufacturing process,

  • the acceleration of innovation in global supply-chain management,

  • the move toward rapid changeability of manufacturing in response to customer needs and external impediments, and

  • the acceptance and support of sustainable manufacturing.11




  1. Without increased costs or decreased performance, the trends noted above highlight advances in manufacturing through tighter integration of R&D and production, mass customization, increased automation, and a focus on the environment.12




  1. More specifically, a recent MIT study identified that research trends in support of advanced manufacturing tend to cluster into seven manufacturing areas:




  • Nano-engineering of Materials and Surfaces,

  • Additive Precision Manufacturing,

  • Robotics, Automation and Adaptability,

  • Bio-manufacturing/Pharmaceuticals,

  • Distributed Supply Chains/Design,

  • Next Generation Electronics, and

  • Green Sustainable Manufacturing.13




  1. New models to enhance manufacturing research should be fostered through industry/academic opportunities as well as maximizing available private and public research funding. Within Canada certain trends have become prevalent which may provide a foundation for future industry/academia engagement:




  • Increased Agility. The emphasis here is not just on technologies that enhance productivity and flexibility in existing large scale manufacturing processes. Within Canada large manufacturers are using multiple locations for critical operations to avoid supply chain interruptions and raise their responsiveness and dependability, adapting production volumes based on customer demand and profitability and varying production mixes [i.e. Auto: maximizing multiple plant capacity].

  • Mass customization capacity. While there is indeed promise with programmable manufacturing processes that do not rely on capital‐intensive tooling and fixture, mass customization is driving new investment in manufacturing facilities.

  • Market Niches. In Canada offerings include specialized products or ability to provide a customer solution that can focus on product or services; [i.e. Auto: catering to Canadian climate], and

  • Innovation (process, organizational, product and marketing). Technologies that are truly enablers of classes of products that do not yet currently exist. In Canada, for example, “[a]cross industries, many manufacturers have implemented advanced production technologies in their efforts to reduce total landed cost in aerospace, motor vehicle and motor vehicle parts industries.”14




  1. Identification of these trends provides an expected future within the advanced manufacturing industry and a foundation for exploration of cooperation and collaboration in the immediate future. As concluded in Industry Canada’s recent Advanced Manufacturing report:

The research also presents important linkages between emerging business models in manufacturing, investment in production facilities, and innovation and advanced technology adoption. These connections can help inform a continued dialogue between businesses, governments and academia.15




  1. Perhaps the most significant advancements within the manufacturing sector lie within the deeper future perspective known as Industry 4.0.16 While still very much in its conceptual stage, the idea that manufacturing processes will become optimized and largely controlled by themselves is not that far off into the future. Characterized as a fourth revolution for automating manufacturing processes, Industry 4.0 is more intelligent making “…use of miniaturized processors, storage units, sensors, and transmitters that will be embedded in nearly all conceivable types of machines, unfinished products, and materials, as well as smart tools and new software for structuring data flows.”17

Embracing Change – Durham Region and UOIT





  1. Manufacturing is critical to Canada's prosperity, provides high-quality, well-paying jobs, and is an important contributor to strong economic growth in Ontario. While Ontario firms have competitive advantages in some knowledge-intensive sectors, they lag competitors in innovation, Information and Communications Technology (ICT) adoption, productivity and market diversification.18

“A thriving manufacturing sector is vital to Ontario’s future because it drives productivity advancement, investments in research and development, and trade.”19 Further, it is well known that the world’s strongest economies have a significant manufacturing base. Advanced manufacturing creates jobs in design, advertising, customer service and global marketing.”20




  1. Durham Region has long been a centre of traditional manufacturing in Canada, with particular strengths in the automotive (e.g. General Motors), aerospace (e.g. Messier-Dowty) and automation (e.g. Siemens) sectors. As technology and other enabling tools have become more sophisticated, Durham's manufacturers have moved to implement increasingly advanced methods, technologies and structures for developing and delivering their manufactured product to market.21




  1. Durham Region is considered a peri-urban or “rurban” area and it is projected that these areas will grow faster than city centers as they provide cheaper land for housing and manufacturing. Indeed, metropolitan regions will spill over multiple jurisdictions creating mega-regions. By 2030, there will be at least 40 large bi-national and tri-national metro regions one of which could be the Durham Region.22

Durham Region is well known for the strength of its manufacturing sector which is continually undergoing rapid diversification. Durham is endowed with a young, skilled labour force. It has all the utilities, transportation and social infrastructure associated with modern metropolitan communities. The single most significant economic factor for the Region has been the dramatic increase in residential development.23



  1. The rise of the "advanced" manufacturing sector has created opportunities related to both the strengthening and deepening of traditional manufacturing activity in the Durham Region; highlighting some of the fundamental factors that are necessary for a vibrant manufacturing industry which includes access to low-cost or high-skill labour (or both); proximity to demand; efficient transportation and logistics infrastructure; availability of inputs such as natural resources or inexpensive energy; and proximity to centres of innovation.”24 Although there is already acknowledgement of an increased level of skills found within the Durham Region labour force25 a key factor in strengthening a prosperous advanced manufacturing sector is easy access to innovation and STEM based education centres such as University of Ontario Institute of Technology (UOIT) which provides ready and easy access to knowledge, expertise and resources.




  1. Further, a key policy priority for advanced manufacturing is education and skill development and one of the key concerns for the manufacturing industry is access to talent. Indeed, McKinsey Global Institute predicts a “…potential shortage of more than 40 million high skilled workers by 2020.” While many manufacturing companies will be busy competing for talent, there will also be an increase need to access innovation centres. Some manufacturing industries have built apprenticeship programs which create an employment pipeline direct to the manufacturing company (i.e. Siemens). In this vein, UOIT as a STEM-based university is exceptionally well placed within the Durham Region to capitalize on this trend. Not only should UOIT link direct with manufacturers, they should also prepare the next generation workforce and reach into the public/private schooling system with a view to encouraging state-of-the-art co-op/apprentice programs which will see UOIT cultivate its future student population before they walk through the doors.




  1. Advanced manufacturing processes will likely be more energy and resource efficient in the future, as companies strive to integrate sustainable manufacturing techniques into their business practices to reduce costs, to decrease supply-chain risks, and to enhance product appeal to customers.

Conclusion





  1. UOIT is positioned within a “rurban” area with a well-regarded history as a manufacturing centre. The cities within the Durham Region must work together as “rurban” areas will exhibit greater growth than urban centres and Durham Region is not to be excluded.




  1. With the advances in ICT, manufacturing is on the verge of a renaissance and what is emerging as the fourth industrial revolution. Increased automation, fast and flexible customization, greater efficiency, less waste are some of the characteristics of advanced manufacturing. As we move forward, many of these trends will intersect and create new patterns and processes that we have yet to discover.




  1. Increased automation and greater efficiency will be coupled with fewer jobs across the manufacturing sector and those that do remain will require persons with greater knowledge and skills. Preparing the next generation innovators, researchers and workers will require new approaches which include, among others, developing state-of-the-art apprenticeship programs for 21st century manufacturing, creating opportunities and incentives for older Canadians to remain vibrant contributors in the workforce, or renewed efforts to expand STEM education and create greater opportunities to integrate into the workplace.26




  1. It can be argued that UOIT may have a unique opportunity to move beyond the traditional education model in advanced manufacturing by adopting a more holistic approach that bridges academia, policy and industry in creating graduates who understand the context within which they translate their ideas and follow through to capabilities in the workplace. By adopting a comprehensive approach27 to advanced manufacturing curriculum, UOIT can create advanced manufacturing professionals that can Conceive – Design – Implement – Operate28 complex value-added advanced manufacturing products, processes, and systems in modern team-based environments. They will be able to participate in advanced manufacturing processes, contribute to the development of advanced manufacturing products, and do so while working to professional standards; in essence, UOIT will create new advanced manufacturing professionals.




  1. UOIT is Durham Region’s largest university which harnesses capabilities in education, research, process and design primarily, but not exclusively, on a STEM platform. As an agent for change, UOIT is well placed to harvest the greatest possibilities of the region for an industry that is driven by advancements in ICT , has land for development and a workforce familiar with manufacturing. However, speed and flexibility will be paramount for success in advanced manufacturing and as such work must begin today if we are to build a leadership position for tomorrow.

KEYNOTE SPEAKER

Industry 4.0





  1. Robert Hardt’s presentation responded to the question of whether manufacturing, a vital component of Ontario’s economy for more than a century, will still be true in 2025. While there is current evidence of renewed strength and importance of the manufacturing sector in Canada, Hardt emphasized that everything has changed, is changing, and will continue to change at an unprecedented pace. As such, the choice is to adapt, innovate, accept change as a way of life, or the manufacturing sector will die. In response to this new paradigm, Hardt emphasized that Siemens has embraced change emphasizing a shift from labour-intensive focus in manufacturing to a process based on advanced technology known as the “fourth industrial revolution” or “Industry 4.0”. While emphasizing the motto “We are succeeding. Therefore we must change”, Hart ventured to say that the only surviving manufacturers ten years from now will be those that have transitioned to “advanced manufacturing”.

Stakeholder Collaboration





  1. A major portion of Hardt’s presentation emphasized stakeholder collaboration. Hardt articulated that we are all playing in a global arena, and to prosper, we need to be part of a team – a team that collaborates on training and education, on research and development, on national economic policies, and on international trade. The end state being nothing less than ensuring Canada is a strong global competitor.

Digitization





  1. With the motto “Digitize or Die”, Hardt emphasized digitalization will create totally different technical platforms and opportunities to innovate new products, services, and business models with the emphasis on intellectual property, not hardware. Digitization is at the very heart of Siemens’ vision for the future and is the only the only way toward a successful future in manufacturing. It is the only means to real efficiency, through optimizing and networking systems along the entire product and production life cycle.

Skilled Workforce





  1. Without skilled workers, advanced manufacturing will not exist. There has been little or no collaboration between classrooms and businesses., This shows in the results of graduates and apprentices who in truth are not prepared for the workplace. Siemens, working with key partners, is developing a training and education solution that establishes a model that can be effective right across the advanced manufacturing sector. Investment in a skilled workforce also includes investment in R&D if advanced manufacturing is to be part of a strong Canadian economy.

PANEL SPEAKERS



Cimetrix Solutions: Mr. James Janeteas, CEO


  1. Advanced manufacturing (3D Printing) definition, process, and technology have changed over the last 25 years but the end game remains the same – to become more competitive on local and global levels. Additive manufacturing can be leveraged for a great number of businesses and market size is set to grow to $21B+ by 2020. One of the key issues is to understand how to leverage additive manufacturing as part of a business solution. Fueling/enabling growth in additive manufacturing is primarily based on the advancement of materials alongside technology. It is important to understand that additive manufacturing can support a complete product lifecycle. However, use of additive manufacturing does not make sense everywhere. The ideal situation exits where requirements are highly complex with low volume production (i.e. assembly aids such as jigs or fixtures; fabrications tools such as injection moulds). While opportunities in advanced manufacturing are endless, advanced manufacturing should be viewed as complimentary process alongside traditional forms of manufacturing.


McMaster University: Dr. Mo Elbestawi, Vice President Research and International Affairs


  1. The focus of this presentation is on answering the question: what do we mean by advanced manufacturing? A key issue is digital manufacturing. What does this mean? This means moving towards reliance on the virtual world through simulation coupled with wider use of sensors, 3D visualization, robotics and sensors on robotics. In turn, this generates a huge volume of data – big data and data analytics have emerged as key issues today. How do we share this volume of data – the internet of things (IoT) is a direct reaction to this increased amount of data. Cyber physical systems (US basis) or systems of systems, coupled with the IoT direct our attention towards data security. McMaster University is keenly interested in pushing the level of technology further. The advancement in materials is key but we are also interested in the application of nanotechnology. A big idea in advanced manufacturing is integration of technology and business data (i.e. supply chain management). This will have great impact on curriculum design in engineering programs at universities. As such, academic departments should be talking more than ever before and collaborative research between universities should increase in importance.


General Motors: Mr. Brian Tossan, Director, Canadian Engineering


  1. How GM is thinking about advanced manufacturing is core to where GM wants to go in the future. GM is a leader in advanced munufaturing in Ontario. Regulatory conditions on automotive industry are becoming much more restrictive quickly (i.e. automobile fuel efficiency and safety). Design space for automobiles is important. As a result, innovation is absolutely key and advanced materials are core to GM’s business. Manufacturing and engineering challenges about where and what material is used in the automobile becomes challenging. Advanced material and nanoscience are important contributors. Major trends: minaturtization or scale are important and become a manufacturing challenge as new technology is added to automobiles in soving connectivity challenges to satisfy customers; differentiation is also key where options add personality to automobiles creating an emotional connection between the automobile and the consumer; urban mobility options – what are these solutions (shared vehicles, bicycles, etc)?; and advanced manufacturing at a global level and differences between mature and emerging markets. Scale and best practices may be the same but demands will be different. All represent greater opportunity.


IBM Analytics: Mr. Kal Gyimesi, Automotive Industry Marketing Leader


  1. The focus of this presentation is also on the automobile industry. IBM launched “Automotive 2025”, an independent research project to better understand IBM’s involvement the automobile industry. The project included interviews with 175 executives from various participants in the industry including Original Equipment Manufacturers (OEMs), suppliers, dealers, new mobility innovators, organizations/associations, academia, government and others, 21 countries around the world and accounted for over 250 hours of deep, insightful discussions about the future of the industry. Three big areas if disruption emerged: consumer power through digitization (i.e. self-managed information by consumer and self-enabling vehicles: vehicle help and assist itself, its passengers and work with other vehicles); mobility (i.e. multi-modal systems of mobility and external players entering the automotive industry business – health monitoring or pay-as-you go insurance); and the automotive ecosystem (i.e. Automobile executives don’t believe manufacturing will be very disruptive into the future but suppliers do – this highlights the requirement for forums such as the Future of Advanced Manufacturing). There are few in the automotive industry who believes they are ready for 2025.

COMMENTS/QUESTIONS





  1. Comment: Information gathered by sensors in the automobile is a privacy concern. What are the rights of the consumers and what is the automotive industry doing with the information gathered by the sensors in the automobile? This is an important issue and consumers should be aware.




  1. Question: “Mobility”. There is a belief that automotive companies that are most successful with “mobility” continue with traditional manufacturing processes because of its proven success.


Response. There is tremendous opportunity around mobility space. Customer first is the way the GM approaches such issues. Resources are then allocated towards options such as (urban) mobility.


  1. Question: “Business to Business Economy” and “Packaging”. Environment is rapidly shifting (i.e. Millennials and brand loyalty, etc.) and how might small manufacturing adapt to this shift? What role can additive manufacturing play in aiding this adaptation?


Response James Janeteas. Re: packaging. Additive manufacturing will best play a role in “rapid response” to ever changing requirements of clients (i.e. simulate end product before going into production). Also, customization of packaging rather than mass production is important.
Response Brian Tossan. Agility is key competency to maintain. Pace of change has increased and personalization through agility and cross functional competency application is important.
Response Kal Gyimesi. Digitization and personalization are key issues today. IBM initiated an IT study and developed maturity model to measure agility of companies. We discovered that firms close to consumer and customization were more nimble and successful than those that are not (i.e. insurance industry). Change is very difficult and often space opens for new companies to exploit (i.e. Uber Taxi – 3 years, net worth of $40B and company does not own a taxi or manufacture anything).


  1. Question: “Public Policy Development”. Question focused on the research components of advanced manufacturing. There is a sense that research has to be done in small and medium size companies. Is this correct?


Response Mo Elbestawi. Emphasis is on small and medium size enterprises. Smaller companies are challenging larger research organizations such as universities. Universities have trouble responding in the short term as it does not match the educational structure. What are practical models for universities to provide certain types of R&D and how do they interact with industry in a practical way? Universities are trying to maintain relevance to industry. A recommended reference from the Brookings Institute: “Skills and Innovation Strategies to Strengthen U.S. Manufacturing - Lessons from Germany”. Available at: http://www.brookings.edu/research/reports/2015/02/26-germany-skills-innovation-manufacturing-parilla-trujillo-berube.

Response James Janeteas. Cimetrix works with both academic institutions and commercial institutions. There is great willingness on both parts until the question of “who pays” enters into the discussion. Institutions looking for industry to pay and industry are looking to unload high cost of R&D onto university. As a result, a disconnect emerges between industry and universities and the relationship fails. Industry is looking for a quick response and it was suggested that a “SWAT team-like” concept in universities is needed to support industry research requirements. Customers state that universities articulate that they are only interested in research and not commercialization. Industry often ends up going to Community Colleges who have a greater reaction time to industry needs. Universities need to be more agile and flexible in responding to industry needs.
Response Robert Hardt. In Canada support to local SMEs is weak. Small and medium sized companies play a big role in Germany and they are often niche players or very innovative companies. They have access to partners in universities and conduct exchanges of personnel between universities and companies which in turn strengthens the university-industry relationship. Also, access to capital for innovation is difficult in Canada. Due to the lengthy return on innovation programs, it is often difficult to get investment. Canada needs more support to SMEs (resources, networks, access to capital) so that they can globalize immediately with a product. There is a need to look at the long term and it’s a culture change around collaboration that is required. Networking with big companies remains important as they have global access and can introduce smaller companies into new markets.
Response Kal Gyimesi. Big companies remain relevant. IBM is interested as they provide good opportunities for collaboration.
Response Brian Tossan. Large enterprises remain important and will remain so in the future. Thinking about real innovation will require multi-stakeholder interaction. Large scale companies and university relationships will require more collaboration around commercialization and industry can perhaps do a better job at communicating this requirement. Perhaps ecosystem-level thinking is required.


  1. Question/Comment: We can’t forget that there is a requirement for a deep domain expertise in certain areas; that is, requirement for “experts”. Universities must not only develop personnel with deep domain expertise but also leverage responsive applied research for industry.


Response Mo Elbestawi. I agree with comment but it is an issue of education at an undergraduate level – are we creating generalists or experts? Both generalists and experts are needed. We need people who have ability to communicate, express ideas, have the ability for flexible thinking, move easily from one technology to other; in essence, we need those who can have immediate impact. Solutions rest with level of education – undergrad, masters or doctorate.
Response Robert Hardt. Industry needs to be proactive and add in-house training by bringing students early into their industry. Industry can also communicate to universities on what they need. Siemen’s Canada is actually doing this today.
Response Kal Gyimesi. The gap between industry and academia concerning advanced manufacturing is huge. Knowing the gap exits presents an opportunity for new ways universities can approach industry with solutions for greater collaboration.

FINAL PANEL SPEAKER’S REMARKS





  1. Brian Tossan. A forum such as this is extremely important. We need openness and collaboration with advanced manufacturing and a great opportunity exists but it will not be without hurdles. Diversity of thought around advanced manufacturing has significant potential.




  1. Mo Elbestawai. This forum was an outstanding opportunity and congratulations to UOIT for taking the lead. We need more of these symposiums and hope there are further forums and I am grateful for the opportunity to engage in this dialogue.




  1. James Janeteas. Very appreciative of the opportunity and future outlook is positive. Lots of work ahead of us and we need an action plan on how we are going to meet our objectives, getting community and industry together – proactive collaboration is required. UOIT needs to be proactive in this endeavour and let industry know of their capabilities as many industries are busy creating and not engaged with innovation; nonetheless, the opportunities are there.




  1. Michael Owen. This brings to a close our first forum of a series that are designed to initiate and continue the conversation between industry and academia on different topics that are important to society and the economy of Durham Region and Ontario. UOIT will continue with these forums a couple of times a year on different topics. UOIT will also continue to reach out through Partnerships and External Relations offices so that we can better respond to the needs of industry from preparing our graduates better for employment to our research, innovation and commercialization approach which are indeed a part of UOIT’s mandate.


ATTACHMENTS

A. Keynote Presentation by Robert Hardt, CEO and President of Siemens Canada Ltd. “The Future of Advanced Manufacturing – April 16, 2015.

B. Panel Presentation: James Janeteas, “Advanced Manufacturing - 3D Printing: Advanced Applications”.

C. Panel Presentation: Kal Gyimesi, “Automotive 2025: Industry without Borders - Engage with consumers, embrace mobility, exploit the ecosystem”.

D. UOIT Communications, “A catalyst for the future of advanced manufacturing”, Canadian Manufacturers and Exporters Magazine.




1 Nicholas Bloom, M. Ayhan Kose, and Marco E. Terrones, “Held Back by Uncertainty”, IMF, Finance and development, March 2013, Vol. 50, No. 1 viewed 18 Aug 14. .

2 The International Bank for Reconstruction and Development / The World Bank, “Global Economic Prospects: Managing the Next Wave of Globalization”, (Washington, DC: The World Bank, 2007): xii, 39, 46.

3 Industry Canada, “Sate of Advanced Manufacturing: A Canadian Perspective”, (Ottawa, Industry Canada, 2012), 2.

4 Ontario’s Centres of Excellence, “Advanced Manufacturing” viewed 21 Aug 14 < http://www.oce-ontario.org/about-us/focus-on-sectors/advanced-manufacturing>.

5 Olivier de Weck, Darci Reed, Sanjay Sarma and Martin Schmidt, “Trends in Advanced Manufacturing Technology Innovation”, A chapter submitted to the Production in the Innovation Economy (PIE) study Version 1.1 (Boston, MIT, 2000), 23.

6 Industry Canada, “Sate of Advanced Manufacturing: A Canadian Perspective”, (Ottawa, Industry Canada, 2012), 2.

7 Ibid.

8 John Coten, “A Revolution in the Making: Digital technology is transforming manufacturing, making it leaner and smarter—and raising the prospect of an American industrial revival”, Wall Street Journal, 2013 viewed 21 Aug 14 < http://online.wsj.com/news/articles/SB10001424127887324063304578522812684722382?mg=reno64-wsj&url=http%3A%2F%2Fonline.wsj.com%2Farticle%2FSB10001424127887324063304578522812684722382.html>.

9 Ibid.

10 John P. Holdren, Eric Lander, Shirley Ann Jackson and Eric Schmidt, “Report to the President on Ensuring American Leadership in Advanced Manufacturing”, (Washington: President’s Council of Advisors on Science and Technology, 2011), ii.

11 Stephanie S. Shipp, et al, “Emerging Global trends in Advanced Manufacturing”, (Alexandria, Institute for Defense Analysis, 2012), iv.

12 Ibid.

13 Olivier de Weck, Darci Reed, Sanjay Sarma and Martin Schmidt, “Trends in Advanced Manufacturing Technology Innovation”, A chapter submitted to the Production in the Innovation Economy (PIE) study Version 1.1 (Boston, MIT, 2000), 28.

14 Industry Canada, “Sate of Advanced Manufacturing…, 10.

15 Ibid, 11.

16 Katrin Nikolaus, “Self Organizing Factories”, Pictures of the Future” Spring 2013, viewed 15 Oct 14 .

17 Ibid.

18 Government of Canada, “Advanced Manufacturing Fund” viewed 22 Sep 14 .

19 Ontario PC Caucus White Paper, “Paths to Prosperity, Ontario: Advanced Manufacturing for a Better Ontario”, Preamble, July 2013.

20 Ibid.

21 Advanced Manufacturing In Durham, viewed 22 Sep 14 .

22 National Intelligence Council, Global Trends 2030: Alternative Worlds, (Washington: Office of the National Intelligence Council, 2012), 28.

23 Regional Municipality of Durham, “Overview of Durham Region”, viewed 23 Sep 14 .

24 James Manyika, et al, ‘Manufacturing the future: The next era of global growth and innovation”, (Washington: McKinsey Global Institute, 2012), 4.

25 Advanced Manufacturing In Durham, viewed 23 Sep 14 .

26 Adapted from Council on Competitiveness - U.S. Manufacturing Competitiveness Initiative: Make an American Manufacturing Movement (December 2011)(www.compete.org/images/uploads/File/.../USMCI_Make.pdf)

27 There has been a growing acknowledgement of the need to practice a more coordinated and holistic approach to contemporary challenges. To this end, a new form of collective action has emerged known as the Comprehensive Approach (CA). Such an approach recognizes that the bounds of collective action often need to be extended beyond core stakeholders traditionally associated with a complex challenge such as the future of advanced manufacturing. As noted in the Government of Canada’s publication, “Seizing Canada’s Moment: Moving Forward in Science Technology and Innovation 2014, “…it is a call to action for the players in the Canadian innovation system – whether they be in the research community, the business community, or different levels of government – to work together to achieve the goal of making Canada a scientifically and technologically innovative nation”.capable of leading the world.”

28 The CDIO™ INITIATIVE is an innovative educational framework for producing the next generation of engineers. The framework provides students with an education stressing engineering fundamentals set in the context of Conceiving — Designing — Implementing — Operating (CDIO) real-world systems and products. Throughout the world, CDIO Initiative collaborators have adopted CDIO as the framework of their curricular planning and outcome-based assessment. See: http://www.cdio.org/about.


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