0769 Final Report - Institute for Manufacturing (IfM), … engineering capability and efficiency...
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Manufacturing Your Future High Value Manufacturing at Alconbury Enterprise Campus Defining the environment and skills High Value Manufacturing needs locally to compete globally Final report | May 2015
Transcript of 0769 Final Report - Institute for Manufacturing (IfM), … engineering capability and efficiency...
Manufacturing Your FutureHigh Value Manufacturing at Alconbury Enterprise Campus
Defining the environment andskills High Value Manufacturingneeds locally to compete globally
Final report | May 2015
Version 1.8
Date: 05/05/2015
Copyright © IfM Education and Consultancy Services Limited, University of Cambridge. All rights reserved.
17 Charles Babbage Road, Cambridge CB3 0FS
2
14 May 2015This report was funded by:
— Huntingdonshire District Council— Cambridgeshire County Council— Huntingdonshire Regional College— Greater Cambridge Greater Peterborough Enterprise Partnership— Urban&Civic
Contents
Summary 4
1.0 Objective, Deliverables & Approach 7
2.0 Developing the Vision & Identifying Key 12 Industrial Sectors
3.0 Priorities for the Technical & Vocational Centre 16
4.0 Gap Closure Plans 23
5.0 Next Steps 28
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Summary
Objectives & Approach IfM ECS have been working with local industry, Huntingdonshire District Council, Cambridgeshire County Council, Urban&Civic – developers of the Alconbury Enterprise Campus – and the Greater Cambridge and Greater Peterborough Enterprise Partnership (GCGP LEP) to support the development of priorities for the Alconbury Enterprise Campus by: l Agreeing the strategy and key activities required to provide the environment and skills needed for high value manufacturing (HVM) in this area to compete nationally and globally l Defining the kind of facility needed to deliver the skills HVM businesses need: which will be delivered through a £10m technical and vocational centre at Alconbury Enterprise Campus l Providing collaborating companies support to develop their own skills and growth plans in line with the emerging strategy and partner support and funding. The work took place between December 2014 and April 2015 and included a: l Desk study to develop an initial ‘high level landscape’ and potential sector and competency priorities l Workshop on 5th March 2015 with local industry to further the vision, landscape and gap closure plans. Outputs were gathered using the Innovate UK National Competency Framework1 to facilitate integration with national policy. Further interviews and consultation were carried out to validate and develop the initial outputs with stakeholders unable to attend the workshop.
Vision The Enterprise Campus will build on key local strengths, particularly its location between the innovation of Cambridge and the manufacturing, cleantech and financial clusters across Huntingdonshire and Peterborough, and exploit future economic developments including energy and resource security, flexible manufacture and lightweight materials. A key proposition for the Enterprise Campus will be to facilitate market-driven value creation, scale-up and growth, with strong collaboration across specialisms, commercial focus and new business model development: l Providing support to SMEs and start ups l Developing and implementing an extensive skills action plan linked to future local need and national manufacturing priorities l Offering flexible land and bespoke builds with good transport links, at a lower cost than in the immediate Cambridge area.
1 National competency = associated clusters of manufacturing competencies (manufacturing tools, techniques or know-how, whether technical or operational) that support businesses to respond to the key global trends and drivers, be competitive and capture value for the UK in the future.
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The Enterprise Campus will support this vision through:
l Facilitating the development of a skilled and expert workforce for HVM
l Offering scale-up facilities for investor companies, including university spin outs
l Building a local innovation community with mechanisms to link the needs of both established and emerging ‘spin out’ businesses to local, national and international research
l Marketing to attract inward investment and co-location/relocation of businesses to the site.
Key Industrial Sectors Identified
Key sectors identified during the work, as potentially being attracted to the Campus’s offering, include the following:
l Biotechnology l Nuclear
l Agricultural technologies l Oil and gas
l Medical technologies l Modular construction
l Composites l ‘Smart’ products
l Renewable energy l Digital economy It should be noted however that this is not intended as a limiting list as many smaller and medium-sized companies contribute in a variety of end-use value chains.
Priorities for the Technical & Vocational Centre
The table below summarises the emerging HVM competencies, and identifies the approximate timing when skills may be required to deliver value in the market place.
Immediate (2015–20) priorities include Longer-term (2020+) priorities also include
Energy generation, storage, management and security
Design and manufacture for sustainability and through life
Design and manufacture for lightweight vehicles, structures and devices (including composites)
Biotech, biological and synthetic biology processing
‘Plug and play’ manufacturing (including modular construction)
Understanding, designing and manufacturing formulated products
Process engineering capability and efficiency across food, pharmaceuticals and chemicals
Design and manufacture for small-scale and miniaturisation
Systems modelling and integrated design/simulation
Novel mechanical conversion processes for scale, economy and efficiency
Automation, mechanisation and human machine interface
Smart, hybrid and multiple materials
Additive manufacture Intelligent systems and embedded electronics
Net and near net-shape manufacture Development and application of advanced coatings
Building new business models to support HVMManaging fragmented value chains including distributed manufacturing to support HVM
Key: Items in bold were identified by delegates at the 5th March 2015 workshop as particularly important
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Offers should include: education and awareness courses/short courses and workbooks; apprentice-level training; current degree content; seminars, etc. to engage with university research. Emphasis should be placed on leadership and management as well as awareness of the potential for multiple technologies in combination and the ability to integrate them in addressing market and customer needs. A separate annex provides more detail of the associated education offerings.
High level education and training priorities have been proposed, which include:
l Developing educational offerings directed at ‘transition and growth’ for micro- and small enterprises and their leaders who are seeking to grow and exploit new markets
l Linking to the High Value Manufacturing Catapult-based National College for Advanced Manufacturing (NCAM) for competency-based technical skills and basic business skills development and to the National College for Digital Skills (NCDS).
Gap Closure Plans
Specific plans, with input to the priorities of the technical and vocational centre were developed at the workshop on 5th March 2015 in the following areas: industry/academic collaboration alignment; production automation; modular construction; 3D printing (additive manufacturing) and nuclear energy.
Subsequent interviews have developed similar inputs in the following fields: food, lasers; composites; systems modelling; new medtech products and smart products.
Next Steps
Immediate next steps identified to take forward the priorities identified in this report include baselining skills delivery, benchmarking and network building. Specific actions include:
l Mapping of current local/regional training delivery – perhaps using Skills Funding Agency (SFA) ‘Cube’ data to which the LEP has access
l Learning from relevant projects elsewhere – for example, Torbay Electronics and Photonics Innovation Centre allied to South Devon College
l Developing the HVM community through, for example events, including a large-scale event/conference in Summer 2016 in the new Club Facility (itself due for completion early 2016)
l Industrial Venture Centre and/or IfM partnership.
Longer term themes to be developed in support of education provision include:
l Developing educational offerings directed at ‘transition and growth’ for micro- and small enterprises and their leaders who are seeking to grow and exploit new markets
l Linking to NCAM for competency-based technical skills and basic business skills development
l Linking to NCDS.
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1.0 Objective, Deliverables & Approach
1.1 Objectives
This report summarises the work to support the development of strategic priorities for the Alconbury Enterprise Campus. IfM ECS have been working with local industry, Huntingdonshire District Council, Cambridgeshire County Council, Urban and Civic and GCGP LEP to:
l Agree the strategy and key activities required to provide the environment and skills needed for high value manufacturing (HVM) in this area to compete nationally and globally
l Define the kind of facility needed to deliver the skills HVM businesses need, which will be delivered through the Alconbury Enterprise Campus
l Provide support to collaborating companies to develop their own skills and growth plans in line with the emerging strategy and partner support and funding.
A key development for the Enterprise Campus is the £10 million secured by GCGP LEP to develop a bespoke technical and vocational centre onsite to support manufacturing, engineering, management and leadership skills in the region.
1.2 Deliverables
The deliverables of the work were to:
l Affirm the sub sectors/target sectors for the Enterprise Campus, in support of the HVM aspects of the local economy
l List the key activities required to prepare the regional innovation structures (including links to education establishments in particular the technical and vocational centre)
l With reference to the technical and vocational centre specifically, define the kind of facility and associated outputs, including higher level apprenticeships, required for ‘winning’ in HVM
l Identify short-, medium- and long-term strategies for business capability development in the context of the Innovate UK HVM strategy and UK manufacturing practice
l Provide collaborating companies with an opportunity to start planning specific developments in line with the emerging strategy.
1.3 Approach
The work, which took place between December 2014 and April 2015, employed the Innovate UK National Competency Framework for High Value Manufacturing (developed with IfM support 2011–12) in order to facilitate integration of the work with national policy. A national competency is a cluster of associated manufacturing competencies – manufacturing tools, techniques or know-how, whether technical or operational – that support businesses to respond to the key global trends and drivers, be competitive and capture value for the UK in the future. Table 1 shows the twenty-two national competencies, grouped by strategic theme.
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The work developed – through a series of stages involving different stakeholders – an HVM ‘landscape’ relevant to the Enterprise Campus showing potential priority sector developments and associated priorities for competencies development by the technical and vocational centre. The stages of the work comprised:
1. A desk study to create a first-pass HVM landscape to identify target sectors and competency priorities
2. Presentation of emerging target (sub)-sectors and competency priorities to key stakeholders
3. Local industry input to further develop vision, landscape and competency requirements
4. Additional stakeholder input and validation through interview and report circulation
Figure 1 shows the components of the landscaping process.
Strategic theme National competency
Securing UK manufacturing technologies against scarcity of energy and other resources
• Energy generation, storage, management and security• Design and manufacture for sustainability and through life• Biotech, biological and synthetic biology processing• Design & manufacture for lightweight vehicles, structures and devices
Increasing the global competitiveness of UK manufacturing technologies by creating more efficient and effective manufacturing systems
• Understanding designing and manufacturing formulated products• ‘Plug and play’ manufacturing• Design and manufacture for small-scale and miniaturisation• Process engineering capability and efficiency across food, pharmaceuticals and chemicals• Novel mechanical conversion processes for scale economy and efficiency• Systems modelling and integrated design/ simulation• Automation, mechanisation and human machine interface
Creating innovative products, through the integration of new materials, coatings and electronics with new manufacturing technologies
• Smart, hybrid and multiple materials• Intelligent systems and embedded electronics• Development and application of advanced coatings
Developing new, agile, more cost-effective manufacturing processes
• Flexible and adaptive manufacturing• Combining product development steps in parallel/concurrent engineering• Additive manufacturing• Net and near net-shape manufacture
Building new business models to realise superior value systems
• Managing fragmented value chains including distributed manufacturing to support HVM• Building new business models to support HVM• Developing and retaining skills to support HVM• Managing risk and resilience to support HVM
Table 1. HVM national competencies A landscape for the future of high value manufacturing in the UK (IfM for Technology Strategy Board (TSB), 2012)
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nd0th
rough0life
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devic
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Net0and0near0n
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manufacture
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mod
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my0(inclu
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communica
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Activity Deliverables
Phase 1• Desk study generating output in the form of a ‘high level landscape’
• Draft local HVM priorities for the region showing how priority developments in the HVM sector and industrial competency developments might potentially be linked• First-pass indication of the educational impact of the identified national competencies
Phase 2• Presentation to programme partners
Brief PowerPoint presentation to key stakeholders summarising the work to date and confirming:
• Key stakeholders based on first-pass identification of potential opportunity areas• Approach to phase 3
Phase 3
• Workshop with collaborating companies to refine landscape and develop skills gap closure plans • Draft report
• Draft vision statement for HVM in the region• Updated landscape with confirmation of key gaps and priorities that the technical and vocational centre should address• Business cases and high level roadmaps for the closure of key gaps• Individual action plans developed by participating companies as ‘takeaways’ in return for their input to the process
Finalisation• Selected follow- up interviews• Finalisation meetings
• Validated report• Additional interviews inputs where Identified priorities were not developed in the workshop
Table 2 outlines the focus for each phase of the work, stakeholder involvement and deliverables.
Table 2 - Staged deliverables, Alconbury Enterprise Campus project, December 2014–April 2015
Phase 1: desk study
The desk study was a four-step process:
1. Employing initial data sources2, trends and drivers were identified which will have significant impact on the Alconbury Enterprise Campus.
2. Sectors of potential interest were examined, alongside possible products and services, which might match the future of the Enterprise Campus. This was done largely through interviews3, as well as research on current activities in the region.
3. Links to the existing HVM competencies were made with a combination of the information used above and work done by the IfM for BIS and other LEPs. An initial landscape was developed – a first pass at representing these outputs in a single document.
4. First-pass education requirements were summarised from initial IfM work in this area.
An interim report and review meeting confirmed the results of the desk study in preparation for phase 2.
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Phase 2: presentation to key stakeholders
The initial landscape developed by the desk study and presented to key stakeholders on 5th January is shown in the Appendix on page A3.
Confirmation of first-pass opportunity areas enabled the design and planning of the phase 3 workshop to refine HVM vision, landscape and key gaps and priorities for the technical and vocational centre.
Phase 3: workshop and draft report
The workshop with collaborating companies and other key stakeholders took place on 5th March. The main outputs of this phase are described in the following sections:
l Vision and key industrial sectors identified (see 2.0)
l Priorities for the technical and vocational centre (see 3.0)
l Gap closure plans (see 4.0)
The Appendix gives further details about the workshop (pages A3–A23): delegates; structure; landscape and linkage chart development; detailed gap closure plans (syndicate outputs); delegate feedback.
Phase 4: finalisation
Follow-up interviews during March and April gathered the views of workshop invitees who had been unable to attend. A mid-April finalisation meeting of key stakeholders reviewed the combined workshop and interview outputs and confirmed contents for the final report.
2 Including Huntingdonshire District Council Huntingdonshire Economic Growth Plan 2013–20123 (July 2013); Alconbury Enterprise Zone Implementation Plan (November 2011); Alconbury Enterprise Zone Skills Action Plan: Skills Make Huntingdon Grow (final draft, undated); Huntingdonshire District Council Local Economic Assessment (Deloitte, November 2012); Greater Cambridge & Greater Peterborough Enterprise Partnership website: www.gcgp.co.uk/
3 Principally with: Tony Raven, CEO Cambridge Enterprise; Philip Guildford, Director of Research and Finance, University of Cambridge Department of Engineering (CUED); Tom Ridgman, Director External Education, CUED; Tim Minshall, IfM Open Innovation; Derek Ford and Nicky Athanassopoulou, IfM ECS SME local team
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2.0 Developing the Vision & Identifying Key Industrial Sectors
2.1 Vision
To support this vision, the Enterprise Campus will deliver on skills, facilities, innovation community-building and inward investment:
l Facilitating the development of a skilled and expert workforce for HVM
l Providing scale-up facilities for investor companies, including University spin outs (including but not exclusively from the University of Cambridge)
l Building a local innovation community with mechanisms to link the needs of both established and emerging ‘spin out’ business to research both locally and nationally
l Marketing the Campus to attract inward investment and co-location/relocation of businesses to the site.
2.2 Swot Analysis
This HVM vision is informed by key stakeholder analysis of strengths, weaknesses, opportunities and threats for the Enterprise Campus as a whole4:
Strengths
l Proximity to the A1 and A14
l Low cost land, relatively close to high-cost Cambridge
l At the heart of agriculture and the food industry.
4 Review meeting, end of phase 1, 1st December 2014
Draft vision
The Enterprise Campus will build on key local strengths linked to its location between the innovation of Cambridge and the manufacturing, cleantech and financial clusters across Huntingdonshire and Peterborough, and maximise the benefits of future economic developments in the Cambridge – Peterborough area including flexible manufacture, lightweight materials and energy and resource security.
12
Weaknesses
l A broad vision but not enough detail for industrial/academic engagement
l No surrounding infrastructure/critical mass of companies
l Lack of good east/west transport links (road and rail)
l Gap in the medium-sized business sector.
Opportunities
l Flexible provision of manufacturing-based industry facilities
l SME start-up and scale-up
l Established companies’ expansion
l Enabling university spin-outs to expand for production
l Providing university facilities where space is tight in Cambridge.
Threats
l Potential reluctance of Cambridge IP to migrate from the immediate Cambridge area
l Draw of competing special zones, for example on the East Coast
l Decline in manufacturing employment as traditional companies change their manufacturing footprint and profile.
The Campus has the opportunity to attract and support HVM industry across the spectrum from spinouts and start-ups to established companies, with particular emphasis as a ‘location that interfaces between innovation and commercialisation’5.
5 GCGP LEP Strategic Economic Plan, p.53.
13
2.3 Strategy
A key proposition for the Enterprise Campus will be to facilitate market-driven value creation through scale up and growth, with strong collaboration across specialisms, commercial focus and new business model development.
The SWOT analysis confirms that the overall strategy for HVM at the Enterprise Campus should:
l Exploit local strengths in skills and established manufacturing base to provide support to SMEs and start ups
l Develop and implement an extensive skills action plan linked to national manufacturing priorities
l Employ as its unique selling point (USP) the advantage of lower cost land than in the immediate Cambridge area, combined with flexible use (no limit on the size of an entity or cluster of entities, and bespoke builds).
2.4 Key Industrial Sectors
Table 3 shows key HVM sectors identified by the desk study as first-pass areas of opportunity. The comments in the second column summarise how the sector relates to the Enterprise Campus USP, including:
l Proximity to Cambridge
l Lower cost of land compared to the Cambridge City area
l Flexibility in size of entity
l Good transport links, particularly North/South
l Located at the heart of UK arable agriculture
l Offering effective innovation, prototyping and scale-up facilities.
HVM sector Links to Enterprise Campus USP and other key selling points
Agricultural technologiesClose to leading research in agritech, and potential proving ground to new ‘precision agriculture’ deployment in arable farming
Food*Well placed to provide a proving ground for the ‘field to fork’ agenda and food industry sustainability and efficiency
BiotechnologyThere is space for biotreatment ‘clean technology’ developments; bio based waste may be attractive as may facilities for smarter, automated sifting of waste
MedicalIP-related developments will be clustered immediately round the Cambridge Biomedical Campus (Addenbrooke’s site), but pilot and scale-up plants may be established at Alconbury
CompositesLocal manufacturers are already strong in this field, supplying the aerospace and automotive sectors
14
Transport Local companies have strength in new, unconventional transport developments6
NuclearNational nuclear rebuild (Sizewell C) and decommissioning offers supply chain opportunities for local companies
EnergyRenewable energy generation and equipment design and build, supporting offshore wind, etc. and energy storage such as battery installations and hot gravel beds
Oil and gas There is a specialised oil and gas industry cluster in the Ely area
Built environment
This includes smart infrastructure and modular and factory build, new ways of managing construction sites, augmented reality test beds and piloting on new building sites. There is significant infrastructure build in the local area.
Retail, entertainment and consumer goods
Retail facilities with ‘essential services’ and conference and meeting facilities
Digital economy (including information, production control, ‘smart products’, infrastructure, communications and security)*
May offer opportunity for ‘new tech’ production facilities and the site could showcase leading examples of digital economy. Interest from small software developing companies which are small/start up and as incubators.
6 E.g.: transporting freight by magnetic propulsion (Mole Solutions)
Table 3 - Key HVM sectors identified, Alconbury Enterprise Campus ‘Manufacturing Your Future’, IfM desk study, 2015. Key: *Subject to further validation
While these sectors may potentially be attracted to the Campus, companies in other sectors will be attracted too. It is important not to create a closed list of sectors, which thereby potentially limits the HVM strategy for the Campus. Many small and medium-sized companies contribute in a variety of end-use value chains.
Having identified these sectors in the desk research phase of the project, companies across those sectors were particularly targeted for engagement in the subsequent phases of the project, although care was taken not to make this exclusively the attendee list to avoid a ‘self-fulfilling prophesy’ in what may inevitably be a potentially broad focus for the campus.
15
3.0 Priorities for the Technical & Vocational Centre
3.1 Workshop Delegate Priorities
Delegate priorities were derived from the workshop’s landscape development process. Delegates identified that opportunities are driven by a number of trends and needs, especially by:
l Energy security and need to reduce energy usage
l Ageing population
l The need to develop cost effective lightweight structural components
l UK nuclear programme (including decommissioning)
l Joining up presently disconnected training and employment opportunities.
The need to provide effective links between, and support to, companies in the region was also stressed:
l Extending the ‘Cambridge phenomenon’ facilitating effective networking
l Creating an international draw and reputation
l Working with national institutions (KTN, Innovate UK, Catapults)
l Developing the supply chain and the associated systems integration to strengthen innovation.
Delegates emphasised that the opportunities identified/confirmed at the workshop require significant development of manufacturing competencies, most of these aligned with national priorities. Particular attention was drawn to: l Systems modelling and integration l Big data
l Automation and human machine interface l Electronics and materials engineering
l Additive manufacturing/3D printing l Technology integration
l Modular system design l Mechanical and production engineering
l Productivity monitoring l Business and integration skills for value capture
Their exploitation will require an expert workforce with cross-functional and business skills:
l Different skills, knowledge and attitudes are required across the range of size and innovation maturity of firms, and this needs to accommodated in the building of workforce skills
l The education agenda should develop the identified manufacturing competency requirements, readiness for work and employability, leadership and management and a positive attitude to working in manufacturing
16
l Cross-functional/technical discipline studies, with business management are important in generating the necessary potential to generate real value from technology
l Offering clear links to job and career opportunities with industry reaching out to schools and ‘through career’ development.
Delegates further stressed that the Enterprise Campus should support manufacturing scale up and integrate the supply chain linking research, industrial needs (of both existing and spin out companies) and the national innovation infrastructure:
l Existing companies need to collaborate in addressing common issues and join with spin outs and access the national innovation infrastructure
l Spin outs will emerge from the ‘Cambridge Phenomenon’ and require continued links to the University, networking and supply chain integration with existing companies as well as demonstrating the value of research
l Provision of ‘scale up’ and innovation facilities will greatly support these needs.
Further details of workshop delegate input to the landscape are shown in the Appendix on pages A6–A10.
3.2 Mapping Local Priorities to National HVM Competencies
Table 4 (page 18) shows the HVM competencies prioritised by collaborating companies and other stakeholders together with additional ones identified by the IfM desk study. The competencies were identified by mapping the outputs from the desk study and landscaping workshop onto the national HVM competency definitions. It also identifies the approximate timing of when related skills may be required in place delivering value in the market place.
Table 5 (page 19) indicates how these priority competencies are spread across key industrial sectors identified by the work.
17
Co
mp
ete
ncy
/Te
chn
olo
gy
Sh
ort
te
rm: 2
015–
20M
ed
ium
te
rm 2
020–
25Lo
ng
te
rm 2
025–
30
En
erg
y g
ener
atio
n, s
tora
ge,
man
agem
ent
and
sec
uri
ty
Des
ign
and
man
ufac
ture
for
sus
tain
abili
ty a
nd t
hrou
gh
life
Bio
tech
, bio
log
ical
and
syn
thet
ic b
iolo
gy
pro
cess
ing
Des
ign
and
man
ufac
ture
for
lig
htw
eig
ht v
ehic
les,
str
uctu
res
and
dev
ices
(in
clu
din
g c
om
po
site
s)
Und
erst
and
ing
des
igni
ng a
nd m
anuf
actu
ring
-for
mul
ated
pro
duc
ts
‘Plu
g a
nd p
lay’
man
ufac
turi
ng (i
ncl
ud
ing
mo
du
lar
con
stru
ctio
n)
Des
ign
and
man
ufac
ture
for
sm
all s
cale
and
min
iatu
risa
tion
Pro
cess
eng
inee
ring
cap
abili
ty a
nd e
ffici
ency
acr
oss
food
, p
harm
aceu
tica
ls a
nd c
hem
ical
s
Nov
el m
echa
nica
l con
vers
ion
pro
cess
es f
or s
cale
eco
nom
y an
d e
ffici
ency
Sys
tem
s m
od
ellin
g a
nd
inte
gra
ted
des
ign
/sim
ula
tio
n
Au
tom
atio
n, m
ech
anis
atio
n a
nd
hu
man
mac
hin
e in
terf
ace
Smar
t, h
ybri
d a
nd m
ulti
ple
mat
eria
ls
Inte
llig
ent
syst
ems
and
em
bed
ded
ele
ctro
nics
Dev
elop
men
t an
d a
pp
licat
ion
of a
dva
nced
coa
ting
s (a
nd m
ater
ials
)
Ad
dit
ive
man
ufa
ctu
rin
g
Net
and
nea
r-ne
t sh
ape
man
ufac
ture
Man
agin
g f
rag
men
ted
val
ue c
hain
s in
clud
ing
dis
trib
uted
man
ufac
turi
ng
to s
upp
ort
HV
M
Bu
ildin
g n
ew b
usi
nes
s m
od
els
to s
up
po
rt H
VM
Tab
le 4
- E
mer
gin
g n
atio
nal H
VM
com
pet
ency
foc
us o
f th
e te
chni
cal a
nd v
ocat
iona
l cen
tre
and
tim
ing
Ke
y: R
ed =
5th
Mar
ch w
orks
hop
and
des
k st
udy
outp
ut; D
ark
amb
er =
des
k st
udy
outp
ut. C
olum
n 1
item
s in
bo
ld w
ere
also
iden
tifie
d b
y d
eleg
ates
as
par
ticu
larl
y im
por
tant
18
Nat
ion
al c
om
pe
ten
cie
s S
Ag
rite
ch, F
oo
d,
Bio
tech
Nu
cle
ar, E
ne
rgy,
an
d
Tra
nsp
ort
, Oil
& G
asB
uilt
En
viro
nm
en
t,
Re
tail
& D
igit
al
Ene
rgy
gen
erat
ion,
sto
rag
e, m
anag
emen
t an
d s
ecur
ity
Des
ign
and
man
ufac
ture
for
sus
tain
abili
ty a
nd t
hrou
gh
life
Bio
tech
, bio
log
ical
and
syn
thet
ic b
iolo
gy
pro
cess
ing
Des
ign
and
man
ufac
ture
for
lig
htw
eig
ht v
ehic
les,
str
uctu
res
and
dev
ices
(in
clud
ing
com
pos
ites
)
Und
erst
and
ing
des
igni
ng a
nd m
anuf
actu
ring
-for
mul
ated
pro
duc
ts
‘Plu
g a
nd p
lay’
man
ufac
turi
ng (i
nclu
din
g m
odul
ar c
onst
ruct
ion)
Des
ign
and
man
ufac
ture
for
sm
all s
cale
and
min
iatu
risa
tion
Pro
cess
eng
inee
ring
cap
abili
ty a
nd e
ffici
ency
acr
oss
food
, pha
rmac
euti
cals
and
ch
emic
als
Nov
el m
echa
nica
l con
vers
ion
pro
cess
es f
or s
cale
eco
nom
y an
d e
ffici
ency
Syst
ems
mod
ellin
g a
nd in
teg
rate
d d
esig
n/si
mul
atio
n
Aut
omat
ion,
mec
hani
sati
on a
nd h
uman
mac
hine
inte
rfac
e
Smar
t, h
ybri
d a
nd m
ulti
ple
mat
eria
ls
Inte
llig
ent
syst
ems
and
em
bed
ded
ele
ctro
nics
Dev
elop
men
t an
d a
pp
licat
ion
of a
dva
nced
coa
ting
s (a
nd m
ater
ials
)
Ad
dit
ive
man
ufac
turi
ng
Net
and
nea
r-ne
t sh
ape
man
ufac
ture
Man
agin
g f
rag
men
ted
val
ue c
hain
s in
clud
ing
dis
trib
uted
man
ufac
turi
ng t
o su
pp
ort
HV
M
Bui
ldin
g n
ew b
usin
ess
mod
els
to s
upp
ort
HV
M
Ke
y: H
VM
nat
iona
l com
pet
ency
foc
us o
f th
e te
chni
cal a
nd v
ocat
iona
l cen
tre
by
sect
or c
lust
er, u
pd
ated
pos
t 5t
h M
arch
201
5 w
orks
hop
. Com
pet
ency
foc
us s
how
n in
red
19
3.3 Education & Training Requirements
In the separate annex IfM have presented high level education and training proposals, which include:
l Developing educational offerings directed at ‘transition and growth’ for micro- and small enterprises and their leaders who are seeking to grow and exploit new markets
l Linking to the High Value Manufacturing Catapult-based ‘National College for Advanced Manufacturing’ (NCAM) for competency-based technical skills and basic business skills development and to the National College for Digital Skills (NCDS).
As regards offerings directed at ‘transition and growth’, these are summarised in Table 6 below which segments company types and their potential high-level requirements. It should be noted that this summary is a ‘straw man’ subject to further development in the next stage of the programme.
Factor Maturity Education requirement
Multinationals Typically of high maturity
Development of product, process, service business process and business model innovation processes and external benchmarking for ‘best practice’. Location analysis, network design and management, change programme design and management
Mid-size firms (i.e. £50 million – £1 billion turnover)
Typically fairly high maturity at the top end, with low levels exhibited at the lower end
Top end as above plus multi-site management processes, integration and trade-offs between site/functional strategies and overall strategy. Bottom end require strategy and organisation development to integrate innovation and commercial priorities
Small/medium-size enterprises
Usually low maturity
Strategies for growth, functional process improvement, product and process innovation, sales and market development, support/infrastructure improvement
Early stage ventures stage three: Scale-up
Low
As below but in greater depth and with investor exit strategies, supply networks, logistics, process optimisation, growth management, scale-up of the business model (this includes the whole business, not just production)
Early stage ventures stage two: Start-up
Low
As below but in greater depth and with business basics – company law, finance, infrastructure, HR, operational process design. Validate the business model through successful trading
Early stage ventures stage one: Concept development
Low
Development of the business model, comprising the customer and other (e.g. investor) value propositions; configuration of key capabilities (resources and processes); and financial modelsMarket and Customer Value proposition, investor value proposition, business model/case development, pitching and networking
Table 6 - Straw man educational requirements for innovation: Source IfM desktop review
20
As regards linkages to NCAM and NCDS, these would facilitate the development of educational programmes aimed at supporting the key national competencies identified in this study. The annex shows in more detail how local education offerings associated with each national competency are identified, together with an analysis of educational inputs (apprenticeships, short courses, workbooks, etc.) to be offered by the technical and vocational centre.
Workshop delegates agreed that the offers by the technical and vocational centre, together with other local providers and partners (principally the University of Cambridge) should include:
l Education and awareness courses/short courses and workbooks
l Apprentice training
l Adapting current degree content
l Seminars, etc. for those needing to be aware of what is available in university degrees and university research.
Table 8 on pages 24 and 25 outlines delegates’ recommendations for specific actions in these areas.
Emphasis should be placed on leadership and management skills as well as awareness of the potential for applying multiple technologies in combination and the ability to integrate them in addressing market and customer needs.
A significant need was noted for the composites sector for lightweighting competencies, as was the potential for the Enterprise Campus to support its selling point of ‘scale-up and market-driven innovation’ across a wide range of new technologies by means of a broad-based education and training offer.
Table 7 shows a first-pass mapping of education and training requirements against priority national competencies over the short, medium and long term.
21
Fir
st-P
ass
Ed
uca
tio
n R
eq
uir
em
en
ts
Co
mp
ete
ncy
/Te
chn
olo
gy
Re
qu
ire
d
tim
ing
S =
201
5–20
M =
202
0–25
L =
2025
–30
Ed
uca
tio
n a
nd
aw
are
ne
ss
cou
rse
s/sh
ort
co
urs
es
and
w
ork
bo
ok
s
Ap
pre
nti
cesh
ips
(ad
dit
ion
al t
o
trad
itio
nal
)
Cu
rre
nt
de
gre
e
con
ten
t
Sti
ll in
re
sear
ch
(se
min
ars,
e
tc.)
Ene
rgy
gen
erat
ion,
sto
rag
e, m
anag
emen
t an
d s
ecur
ity
S
Des
ign
and
man
ufac
ture
for
sus
tain
abili
ty a
nd t
hrou
gh
life
M-L
Bio
tech
, bio
log
ical
and
syn
thet
ic b
iolo
gy
pro
cess
ing
M-L
Des
ign
and
man
ufac
ture
for
lig
htw
eig
ht v
ehic
les,
str
uctu
res
and
dev
ices
(in
clud
ing
com
pos
ites
)S
Und
erst
and
ing
des
igni
ng a
nd m
anuf
actu
ring
for
mul
ated
pro
duc
ts
M-L
Litt
le A
vaila
ble
Litt
le A
vaila
ble
Litt
le A
vaila
ble
‘Plu
g a
nd p
lay’
man
ufac
turi
ng (i
nclu
din
g m
odul
ar c
onst
ruct
ion)
S
Des
ign
and
man
ufac
ture
for
sm
all-
scal
e an
d m
inia
turi
sati
on
M-L
Pro
cess
eng
inee
ring
cap
abili
ty a
nd e
ffici
ency
acr
oss
food
, p
harm
aceu
tica
ls a
nd c
hem
ical
s S
Nov
el m
echa
nica
l con
vers
ion
pro
cess
es f
or s
cale
eco
nom
y an
d e
ffici
ency
M
-L
Syst
ems
mod
elin
g a
nd in
teg
rate
d d
esig
n/si
mul
atio
n S
Aut
omat
ion,
mec
hani
sati
on a
nd h
uman
mac
hine
inte
rfac
eS
Smar
t, h
ybri
d a
nd m
ulti
ple
mat
eria
lsM
-L
Inte
llig
ent
syst
ems
and
em
bed
ded
ele
ctro
nics
M-L
Dev
elop
men
t an
d a
pp
licat
ion
of a
dva
nced
coa
ting
sM
-L
Ad
dit
ive
man
ufac
turi
ngS
Net
and
nea
r ne
t-sh
ape
man
ufac
ture
S
Man
agin
g f
rag
men
ted
val
ue c
hain
s in
clud
ing
dis
trib
uted
man
ufac
turi
ng
to s
upp
ort
HV
MM
-L
Bui
ldin
g n
ew b
usin
ess
mod
els
to s
upp
ort
HV
MS
Dev
elop
ing
and
ret
aini
ng s
kills
to
sup
por
t H
VM
S
Tab
le 7
- Im
plic
atio
ns f
or e
duc
atio
n an
d t
rain
ing
of
emer
gin
g H
VM
com
pet
ency
foc
us o
f th
e te
chni
cal a
nd v
ocat
iona
l cen
tre
upd
ated
fro
m d
esk
stud
y fo
llow
ing
5th
Mar
ch 2
015
wor
ksho
p. E
duc
atio
n re
qui
rem
ents
are
sho
wn
in r
ed
22
4.0 Gap Closure Plans
Specific plans, with input to the priorities of the technical and vocational centre, were developed at the workshop on 5th March 2015 in five areas: industry/academic collaboration alignment; production automation; modular construction; 3D printing (additive manufacturing) and nuclear energy. Summaries of these plans are shown in Table 8 below. Plans are shown in full in the Appendix on pages A11–A21.
Similar inputs in the following fields: Food; lasers; composites; systems modelling; new medtech products; and smart products were gathered by consultation with industrial stakeholders following the workshop. These are summarised in Table 9 (pages 26–27) and shown in full in the Appendix, pages A24–A30.
23
Top
icO
pp
ort
un
ity/
Be
ne
fits
Ke
y P
rio
riti
es
For
Th
e T
ech
nic
al &
V
oca
tio
nal
Ce
ntr
eR
eco
mm
en
de
d A
ctio
ns
Ind
ust
ry/
acad
emic
co
llab
ora
tio
n a
lign
men
t
• E
xpan
d ‘C
amb
rid
ge’
bra
nd
bey
ond
res
earc
h an
d
bey
ond
Cam
bri
dg
e, t
o in
clud
e m
anuf
actu
ring
and
co
mm
erci
aliz
atio
n•
Alig
n lo
cal r
esea
rch
and
in
dus
tria
l nee
ds
and
op
por
tuni
ties
to
gen
erat
e va
lue
(GD
P, jo
bs,
exp
orts
, fo
reig
n d
irec
t in
vest
men
t)
• A
war
enes
s of
pot
enti
al lo
cal e
mp
loym
ent
opp
ortu
niti
es•
Bro
ad t
echn
ical
eng
inee
ring
, m
anuf
actu
ring
and
ICT
syst
ems
inte
gra
tion
• B
usin
ess
cap
abili
ty d
evel
opm
ent
acro
ss
valu
e ch
ain
(acr
oss
the
full
rang
e of
Te
chno
log
y R
ead
ines
s Le
vels
)•
Acc
essi
bili
ty o
f se
rvic
es w
ith
tailo
red
, bit
e si
ze if
ap
pro
pri
ate
offer
s•
Info
rmat
ion
serv
ices
to
pub
licis
e op
por
tuni
ties
mor
e eff
ecti
vely
• Se
t up
mec
hani
sms
(nat
iona
l, lo
cal,
ind
ivid
ual r
esea
rch
pro
ject
s) t
o al
ign
rese
arch
and
ind
ustr
ial n
eed
s an
d
opp
ortu
niti
es
• In
dus
tria
l ven
ture
cen
tre
to p
rovi
de
foca
l p
oint
for
ind
ustr
y-re
sear
ch (e
.g.:
‘anc
hor
pro
ject
s(s)
’)•
Tech
nica
l and
voc
atio
nal c
entr
e to
p
rovi
de
trai
ning
and
ind
ustr
ial p
roje
ct-
bas
ed le
arni
ng f
or n
ew p
rod
ucts
and
p
roce
sses
• H
VM
Cat
apul
ts t
o ha
ve lo
cal
rep
rese
ntat
ion
Pro
du
ctio
n a
uto
mat
ion
• Im
pro
ve p
rod
ucti
on e
ffici
ency
an
d s
usta
inab
ility
thr
oug
h au
tom
atio
n an
d h
uman
m
achi
ne in
terf
ace
(HM
I)•
To m
ake
loca
l ind
ustr
y/b
usin
ess
effic
ient
, and
mor
e su
cces
sful
long
ter
m w
ith
sust
aina
ble
em
plo
ymen
t an
d
gro
wth
• St
uden
t p
roje
cts
to d
evel
op s
mal
l sc
ale
auto
mat
ion
and
sus
tain
abili
ty
opp
ortu
niti
es•
Lead
ersh
ip a
nd m
anag
emen
t, IS
O90
01/
HTS
/dat
a an
alys
is•
Ap
pre
ntic
eshi
ps
in a
utom
atio
n/H
MI,
sust
aina
bili
ty a
nd r
elat
ed fi
eld
s•
Rig
ht s
kills
for
sup
por
t in
dus
trie
s:
mai
nten
ance
/bre
akd
own
cove
r
• In
vest
men
t in
ed
ucat
iona
l•
Link
s to
nat
iona
l res
earc
h b
odie
s if
avai
lab
le t
o in
vest
in r
enew
able
ene
rgy
app
licat
ion
dev
elop
men
ts•
Gra
nt f
und
ing
as
avai
lab
le t
o su
pp
ort
‘full
auto
mat
ion’
imp
lem
enta
tion
pro
gra
mm
es
Mo
du
lar
con
stru
ctio
n
• In
crea
se n
atio
nal u
se o
f m
odul
aris
ed s
yste
ms
in
cons
truc
tion
ind
ustr
y•
Cre
ate
a na
tion
al C
entr
e of
E
xcel
lenc
e in
Alc
onb
ury
• C
ross
ski
lling
fro
m o
ther
dis
cip
lines
- P
rod
ucti
on
-
Des
ign
- Lo
gis
tics
• Su
pp
ort
dev
elop
men
ts t
o ad
dre
ss
per
ceiv
ed q
ualit
y an
d e
cono
mic
s is
sues
• In
vest
in m
anuf
actu
re o
f m
odul
ar
cons
truc
tion
sys
tem
s, p
erha
ps
thro
ugh
pat
ron
clie
nt (i
.e. C
ounc
il an
d/o
r jo
int
vent
ure?
)•
Dev
elop
pro
duc
ts a
nd im
pro
ve
stak
ehol
der
per
cep
tion
24
3D p
rin
tin
g
• A
lcon
bur
y as
a C
entr
e of
Inn
ovat
ion
in a
dd
itiv
e m
anuf
actu
ring
(AM
)•
Ena
ble
inno
vato
rs t
o m
ake
the
rig
ht t
hing
at
the
rig
ht
tim
e at
the
rig
ht p
rice
usi
ng
hig
h sp
eed
and
acc
urat
e 3D
pri
nter
s an
d a
ssoc
iate
d
mat
eria
ls
• C
onne
ct b
usin
esse
s to
the
ind
ustr
y an
d
rese
arch
• Sk
ills
trai
ning
(ap
pre
ntic
e an
d g
rad
uate
)
-
Soft
war
e d
esig
n
-
Pri
nter
dev
elop
men
t an
d
app
licat
ion
- P
rod
uct
des
ign
• P
artn
erin
g w
ith
the
nati
onal
inno
vati
on
infr
astr
uctu
re in
AM
• F
ind
ing
the
rig
ht p
rod
ucts
to
dri
ve t
he
tech
nolo
gy
• D
esig
n of
hig
h sp
eed
and
acc
urat
e p
rint
ers
and
‘ink
s’
Nu
clea
r en
erg
y
• C
apit
alis
e on
the
nuc
lear
m
arke
t, p
arti
cula
rly
in U
K,
max
imis
ing
the
rol
e of
in
nova
tion
fro
m U
K c
omp
anie
s
-
Nat
iona
l nuc
lear
new
Bui
ld
-
Dec
omm
issi
onin
g
-
Life
ext
ensi
on
• C
omm
erci
al s
kills
• P
roje
ct m
anag
emen
t sk
ills
• Le
ader
ship
and
man
agem
ent
• Q
ualit
y as
sura
nce:
a k
ey is
sue
– cr
oss
cutt
ing
to
Aer
osp
ace
and
Med
Tech
• G
aug
e in
tere
st a
nd a
pp
etit
e fo
r lo
cal
ind
ustr
y•
Dev
elop
men
t of
pot
enti
al c
olla
bor
atio
n•
Iden
tific
atio
n of
sp
ecifi
c ne
eds
Tab
le 8
- S
umm
ary
of g
ap c
losu
re p
lans
, Alc
onb
ury
Ent
erp
rise
Cam
pus
wor
ksho
p, 5
th M
arch
201
5
25
Top
icO
pp
ort
un
ity/
Be
ne
fits
Ke
y P
rio
riti
es
For
Th
e T
ech
nic
al &
V
oca
tio
nal
Ce
ntr
eR
eco
mm
en
de
d A
ctio
ns
Lase
rs
• E
nab
ling
UK
con
text
(nat
iona
l st
rate
gy
for
lase
r-b
ased
m
anuf
actu
ring
link
ed w
ith
the
UK
ad
dit
ive
man
ufac
turi
ng
nati
onal
str
ateg
y)•
Maj
or t
rend
tow
ard
s to
ol-l
ess,
no
n-co
ntac
t, fl
exib
le a
nd h
igh-
pre
cisi
on m
anuf
actu
ring
• R
aisi
ng a
war
enes
s an
d u
nder
stan
din
g
of w
hat
lase
rs c
an a
chie
ve (b
ound
ary-
pus
hing
ap
pro
ach)
to
educ
ate
peo
ple
ab
out
lase
rs’ p
ossi
bili
ties
in n
umer
ous
sect
ors,
e.g
. in
des
ign
• In
vest
men
t su
pp
orti
ng t
he
com
mer
cial
isat
ion
of t
he n
ovel
idea
s ex
plo
red
at
the
lab
leve
l (U
K c
urre
ntly
lo
ses
gro
und
to
coun
trie
s w
hich
are
b
ette
r at
cap
ital
isin
g o
n th
eir
lase
r-re
late
d r
esea
rch
like
the
US,
Ger
man
y or
ev
en It
aly)
Ad
van
ced
mat
eria
ls
(par
ticu
larl
y co
mp
osi
tes)
• P
re-e
xist
ing
UK
str
ateg
y fo
r co
mp
osit
es (e
.g. N
atio
nal
Com
pos
ites
Cen
tre,
in
vest
men
t fr
om t
he U
K
gov
ernm
ent)
• In
crea
sed
dem
and
for
co
mp
osit
e m
ater
ials
• Tr
aini
ng t
o su
pp
ort
the
skill
s b
ase
nece
ssar
y fo
r ap
ply
ing
ad
vanc
ed a
nd
spec
ialis
t co
mp
osit
e te
chno
log
ies
• E
xplo
ring
re-
trai
ning
op
por
tuni
ties
(e.g
. p
eop
le d
esig
ning
in s
teel
re-
trai
ned
to
des
ign
wit
h p
olym
er c
omp
osit
es)
• R
aisi
ng t
he p
rofil
e of
pla
stic
s en
gin
eers
Sys
tem
s m
od
ellin
g
• A
dd
ress
ing
the
incr
ease
d
req
uire
men
t of
‘mak
ing
it r
ight
th
e fir
st t
ime’
• R
isk
red
ucti
on in
the
ind
ustr
ial
pro
cess
• D
evel
opm
ent
of a
cou
rse
teac
hing
the
‘e
xtre
mes
’ of
Exc
el t
o su
pp
ort
syst
ems
mod
ellin
g (fi
nanc
ial a
nd e
ngin
eeri
ng)
• D
evel
opm
ent
of a
cou
rse
insp
ired
by
the
Bri
tish
Com
put
er S
ocie
ty (B
CS)
cou
rse
on
syst
ems
mod
ellin
g
• R
aisi
ng t
he p
rofil
e of
sys
tem
s m
odel
ling
an
d e
xpla
inin
g w
here
it fi
ts in
to t
he
des
ign
pro
cess
• St
ress
ing
its
key
role
in r
educ
ing
un
cert
aint
y in
ind
ustr
y
New
med
tech
pro
du
cts
• H
igh
turn
over
& s
tron
g
cont
rib
utio
n to
UK
em
plo
ymen
t, w
ith
med
te
ch c
omp
anie
s g
ener
atin
g
a tu
rnov
er o
f £1
8.1b
n an
d
emp
loyi
ng 8
8,00
0 p
eop
le7
•
Del
iver
y of
bet
ter
heal
thca
re
• La
rge
rang
e of
issu
es/p
rior
itie
s g
iven
th
e d
iver
sity
of
the
ind
ustr
y an
d v
alue
in
focu
sing
on
a p
arti
cula
r su
b-s
ecto
r (e
.g.
wou
nd c
are
as f
aste
st p
rod
uct
seg
men
t;
in-v
itro
dia
gno
stic
for
em
plo
ymen
t)•
Rai
sing
aw
aren
ess
abou
t ex
isti
ng
stru
ctur
es (K
TN, e
tc.)
• Su
pp
orti
ng b
ette
r en
gag
emen
t an
d
coop
erat
ion
wit
h lo
cal c
omm
unit
ies
• A
ssis
tanc
e to
com
pan
ies
in g
ener
atin
g
clin
ical
dat
a to
val
idat
e th
eir
dia
gno
stic
te
sts
(e.g
. Aca
dem
ic H
ealt
h Sc
ienc
e N
etw
orks
-typ
e in
itia
tive
)•
Sett
ing
up
of
a un
ique
por
tal t
hat
com
pan
ies
coul
d g
o to
get
info
rmat
ion
abou
t N
HS
need
s, e
.g. u
nmet
clin
ical
ne
eds
7 B
IS, S
tren
gth
and
Op
por
tuni
ty, 2
014.
26
Sm
art
pro
du
cts
• G
lob
al c
halle
nges
due
to
chan
ges
in d
emog
rap
hics
, w
ealt
h, m
obili
ty a
nd
avai
lab
ility
of
reso
urce
s•
Rob
ust
clea
ntec
h-re
late
d
exp
erti
se a
nd s
upp
orti
ng
tech
nolo
gie
s in
the
Cam
bri
dg
e ar
ea
• In
form
atio
n-sh
arin
g p
latf
orm
ab
out
rang
e of
exi
stin
g fi
nanc
ial r
esou
rces
and
p
roce
dur
es t
o ac
cess
the
m•
Rai
sing
inte
rest
am
ong
stu
den
ts t
o b
ecom
e la
b t
echn
icia
ns (s
ee g
ood
p
ract
ices
fro
m t
he U
nive
rsit
y Te
chni
cal
Col
leg
e (U
TC) C
amb
rid
ge)
• La
unch
ing
of
a na
tion
al in
itia
tive
insp
ired
b
y th
e C
amb
rid
ge
Cle
ante
ch a
pp
roac
h (c
omm
unit
y b
uild
ing
& n
etw
orki
ng,
bus
ines
s su
pp
ort)
• M
ore
pub
lic in
vest
men
t in
sup
por
t of
the
p
ortf
olio
of
div
erse
tec
hnol
ogie
s in
volv
ed
in t
he d
evel
opm
ent
of s
mar
t p
rod
ucts
Foo
d
• C
onst
antl
y d
evel
opin
g a
nd
hiri
ng s
ecto
r•
Pre
ssur
e to
war
ds
chea
per
, he
alth
ier,
and
mor
e re
spon
sib
ly s
ourc
ed p
rod
ucts
• Tr
aini
ng o
f a
div
erse
and
ski
lled
w
orkf
orce
, fro
m e
ngin
eers
and
hig
h-ab
ility
op
erat
ors
to f
ood
man
ufac
turi
ng
pla
nt t
echn
icia
ns a
nd h
ealt
h-an
d-s
afet
y m
anag
ers
• A
dve
rtis
ing
how
hig
h-te
ch a
nd in
nova
tive
th
e fo
od in
dus
try
has
bec
ome
• D
evel
opm
ent
of t
each
ing
pro
gra
mm
es
emb
raci
ng t
he f
ull s
pec
trum
of
skill
s re
qui
red
in t
he f
ood
ind
ustr
y
Tab
le 9
- S
umm
ary
of g
ap c
losu
re p
lans
, tec
hnic
al a
nd v
ocat
iona
l cen
tre,
pos
t-w
orks
hop
con
sult
atio
n
27
5.0 Next Steps
Immediate next steps identified to take forward the priorities identified in this report include skills deliver baselining, benchmarking and network building. Specific actions include:
l Learning from relevant projects elsewhere – for example, Torbay Electronics and Photonics Innovation Centre allied to South Devon College
l Developing the HVM community through, for example, planning events, including a large-scale event/conference in Summer 2016 in the new Club Facility (itself due for completion early 2016)
l Developing connections to both the National HVM and IT Colleges
l Industrial Venture Centre and/or IfM partnership
l Developing links further with the University of Cambridge.
In addition to the specific educational priorities identified by delegates and interviewees during the engagement process, IfM has developed a general summary of the educational priorities for the technical and vocational centre. In a context of linking with the University of Cambridge, particularly IfM but also potentially Cambridge Judge Business School and other institutions, for example Lord Ashcroft International Business School, these priorities divide into three themes:
l Developing educational offerings directed at ‘transition and growth’ for micro- and small enterprises and their leaders who are seeking to grow and exploit new markets
l Linking to NCAM for competency-based technical skills and basic business skills development
l Linking to NCDS.
28
Institute for ManufacturingDepartment of Engineering17 Charles Babbage RoadCambridge CB3 0FSUnited Kingdom
T: +44 (0)1223 766141E: [email protected]
