Rapid Tooling Economical and Advanced more than Conventional tooling
1 - ORGANIZATIONS · 1.4 - Portuguese Cluster Engineering & Tooling The Portuguese Engineering &...
Transcript of 1 - ORGANIZATIONS · 1.4 - Portuguese Cluster Engineering & Tooling The Portuguese Engineering &...
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1 - ORGANIZATIONS
COLLABORATION BETWEEN
THE SCHOOL OF MECHANICAL,
AEROSPACE AND CIVIL ENGINEERING
AND
POOL-NET / CLUSTER ENGINEERING & TOOLING
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1.1 - The University of Manchester
The University of Manchester has a rich and proud heritage dating back to 1824. The
University was the birthplace of many discoveries with a major impact on economy and
society, involving the development of the first modern computer, the splitting of the
atom by Rutherford, the first degree in nursing, and the birth of modern economics and
medical ethics.
Twenty-five Nobel Laureates
have worked at the
University, with three
currently working at
Manchester. The University
of Manchester pioneering
track record mirrors the
proud heritage of the city of
Manchester, which was the birthplace of the Industrial Revolution and the worldwide
cooperative movement.
Since the new foundation of The University of Manchester in 2004, resulting from the
merge between the University of Manchester Institute of Science and Technology
(UMIST) and Victoria University, the University achieved many successes:
Manchester is one of the most popular Universities in the UK, attracting students from
all backgrounds;
A striking rise in the University position (from 78th to 34th), in the Shanghai Jiao Tong
Academic Ranking of World Universities;
An outstanding performance in the 2008 UK Research Assessment Exercise (third for
research power);
The award of the 2010 Nobel Prize in Physics;
A formidable track record in commercialisation of research with 1600 invention
disclosures and 17 new companies formed, attracting £173 million in third-party
investment.
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1.2 - The School of Mechanical, Aerospace and Civil Engineering
The School of Mechanical, Aerospace and Civil Engineering (MACE) is one of the largest
Schools of the Faculty of Science and Engineer, with more than 100 academic staff
members. The School focus in conducting academically excellent research contributing
to fundamental knowledge and to major challenges of industrial and societal
importance. To address these, the School maintains strengths across a range of
engineering disciplines including solid mechanics, structures, manufacturing, fluids and
management; engage with users of research spanning academics in diverse fields,
industry, policy makers and wider society to frame the research agenda, and establish
multidisciplinary collaborations, drawing together relevant expertise from across the
academic spectrum. The School collaborates with leading academics, institutions and
organisations both in the UK and internationally, to inspire and advance research
activities.
THE UNIVERSITY OF MANCHESTER IN NUMBERS
39,000
Largest student
community in the
UK
10,000
Most International
students of any UK
Universities
£1.01bn
Annual income
1,000
More than 1,000
degree programmes
£345m
More than £345m
in research income
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More than 100
spin-out companies
£300m
£300m bond issue
to support Campus
Masterplan
34th
Top World University
(34th in the World; 7th
in Europe)
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1.3 - The Manufacturing Group
The Manufacturing Group research activities focus on three key research priorities:
innovative manufacturing focusing on sustainable and high-added value processing for
both new and current
materials or products; smart
manufacturing systems and
digital manufacturing,
addressing emerging aspects
related to factory design;
data-collection and
management, and mass
customisation and mass personalisation involving customers in the manufacturing value
chain. These research priorities, addressing economic, social and environmental
challenges, are enabled by advanced manufacturing process, namely laser-based
processes, additive manufacturing and multi scale manufacturing;
mechatronics/automation and modelling and simulation. Research activities are
supported by three research centres (The Laser Processing Research Laboratory, The
Manchester Biomanufacturing Centre and a recently established Industry 4.0 Research
Centre, conducting both fundamental and applied research, addressing key challenges
from industries as diverse as nuclear, aerospace, automotive, tooling, medical, security
and domestic appliances. The Manufacturing Group has strong research collaborations
with a wide range of companies, including Rolls Royce, Airbus, Jaguar Land Rover,
Procter & Gamble, BP, EDF, Siemens, National Instruments, etc. The Manufacturing
Group has also strong research links with Universities and Research Centres all over the
world, and its members hold visiting Academic Positions in Portugal, Brazil, Singapore,
China, Indonesia, Mexico and South Africa.
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1.4 - Portuguese Cluster Engineering & Tooling
The Portuguese Engineering &
Tooling Cluster, coordinated by
POOL-NET – Portuguese Tooling &
Plastics Association, created in 2008,
is internationally recognized as
one of the top producers of
precision moulds for the plastics
industry, a n d i s increasingly
extending its value chain both up
and downstream with specialized
skills from design and engineering to
the production of final parts. This Industrial community has around 500 tool ing
companies employing approximately 8,000 workers in two main locations (Marinha
Grande and Oliveira de Azeméis).
The Cluster originated from a collaboration between Portuguese companies
active in the Moulds, Special Tooling and Injection Molding Industry, and is
characterized by its highly developed infrastructure and ability to operate as a
multidisciplinary partner, thanks to a strategic positioning in the development of
complex and sophisticated industrial products.
Cooperation, Innovation and Internationalization are the companies’ main drivers to
promote their competitiveness supported on the collective brand “ENGINEERING &
TOOLING FROM PORTUGAL”, which represents the Coopetition model they are
promoting globally. The high-level standard of the Portuguese offer is recognized by
Multinationals and OEMs all over the world, these companies export more than 90% of
their production and one can find Portuguese Moulds in more than 120 Countries.
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The Portuguese Engineering & Tooling Cluster, is a special supplier for the Automotive
sector (78% of the production), and also to other demanding sectors such as
Aerospace/Aeronautics, Houseware, Packaging, Electronics, etc. Spain, German and
France are the main client countries, representing 60% of the Cluster Exports, and the
production increased 90% in the last six years, confirming the strong competitiveness of
the Cluster companies, globally.
The Cooperation model to promote the Engineering & Tooling Cluster competences and
the collective brand “ENGINEERING & TOOLING FROM PORTUGAL”, has been
implemented involving exhibitions & trade shows, missions, newsletters, publicity, media,
B2B meetings, workshops, open houses, etc. For this, the Cluster is supported by two
main pillars, CEFAMOL – Portuguese Mouldmaking and Special Tooling Association, and
CENTIMFE – The Technological Centre for Mouldmaking, Special Tooling and Plastics
Industries.
Portugal’s Engineering & Tooling companies gained international recognition as
global solution providers for innovative products, considering their skills and
capability in interpreting their customers’ requirements, building a reputation for
versatility and advanced t e c h n o l o g y , while also offering an excellent price/quality
ratio. The Cluster provides excellence in all fields, streamlining innovation and
helping customers to find new solutions, while building reliability, precision &
efficiency with special emphasis on trust & commitment as core values.
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In this context, Innovation is critical for the Engineering & Tooling Cluster, which has
been coordinating the European Tooling Platform / MANUFUTURE
(www.toolingplatform.manufuturenet.eu ) since 2008, with the leadership of
CENTIMFE, promoting Technological Roadmaps, B2B Events and the participating at
the European Calls at the different European Framework Programs (FP 7 th
, HORIZON
2020, and now preparing 2030).
Organization and Human Resources competences development, are assumed as
critical for the success of the Cluster. In fact, between 1998 and 2005, two outdoors
Master Degrees (Product Design & Tooling Production, and Polymers Engineering) have been
developed by the University of Minho in closeness to the Industry (at CENTIMFE
facilities), creating a strong basis for innovation within the Cluster.
More and more, Portuguese Engineering & Tooling Cluster firms are transforming
themselves from labor-intensive to capital - intensive, focusing their efforts on big
investments in the latest technology and machinery towards INDUSTRY 4.0
(digitizing Industry). The interaction between companies and Universities and
Research Centers is greatly increasing, promoting collaborative R&D projects, trying
to accelerate modernity and improving their role as global solution providers for the
future innovative products.
As such, HUMAN CENTERED MANUFACTURING is considered a very important and critical
path for the future development of the Portuguese Tooling & Plastics companies. These
companies need to be prepared and adapted for uncertainty, reinforcing their capacity to
manage their emotional intelligence, to better benefit from their R&D projects by the
improvement of the competences of their Human Resources.
Leadership, multidisciplinarity, data security and ethics are crucial topics in the Cluster’s
strategy and within it, coaching and new methods to retain, develop, evaluate and
manage people in the new learning, global and collaborative organizations, become more
and more critical, especially for SMEs, considering their fragile and informal structure.
Such approaches concur to continue reinforcing the international Cluster competitiveness
in the future.
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1.5 - Collaboration between the School of MACE and POOL-NET
The Portuguese Engineering & Tooling Cluster, namely the Mouldmaking Industry
represents a key technological sector highly relevant for the MACE in general and for
the Manufacturing Group, in particular for different reasons including:
This is one of the most dynamic industries in Portugal, playing an international leading role by
exporting 90% of its production;
Major tool suppliers of large multinationals (from automotive, aerospace, electronics, home
appliances and packaging industries);
Equipped with state-of-the-art technology, comprising additive manufacturing and laser
manufacturing.
Focusing on establishing Strategic, Technological and Business Partnerships on a global scale.
This CPD programme in Human-Centred Manufacturing (2nd edition) is developed under
a Memorandum of Understanding (MoU) of collaboration between the University of
Manchester and POOL-NET, targeting to develop an online MSc programme to be
launched in 2020.
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2 - CPD in Human-Centred Manufacturing
2.1 – Introduction
In the context of the globalization process People make the difference in the
competitiveness of the industrial companies. Performance results of the companies,
especially for SMEs is increasing dramatically when they assume the engagement of
People as target to answer efficiently to the global client’s requirements. Competent
and motivated Human Resources create the success of the organizations. People
management demands for talents development, motivation and coaching, attention
and support, consistent with the continuous technical training, to develop a culture of
Innovation and competitiveness. World business is changing dramatically and people
adaptation to the new reality is a must for the knowledge society.
Industrial leaders, entrepreneurs and employees need to up-grade their capacity to
adapt themselves to the challenges of the future, reinforcing their capacity,
competences, and skills, to take advantages of their teams.
Companies are enlarging their network and cooperation, reinforcing their offer to their
global clients, trying to offer final and complete solutions (as one-stop-shop) to
integrate their participation in their client’s value-chain. Relationship skills, knowledge,
data security and trust, are becoming strategic requirements for industrial leaders to
develop their companies for the new era of INDUSTRY 4.0 (Digitising Industry).
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2.2 - Objectives
CPD in Human-Centred Manufacturing, is oriented to help managers and companies
decision makers to:
Develop modern skills for Human Resources management;
Look to Human Resources as a strategic and differentiation capacity of the companies, improving a new culture adapted for leadership;
Take advantage of the companies’ Human Resources (which are more and more creative, skilled and exigent);
Prepare the organization for adaptability in a changing world;
2.3 – Target Audience
CPD in Human-Centred Manufacturing, is dedicated to Leaders, Entrepreneurs,
Managers and Company Owners, Team Leaders, Engineers, from private and public
organizations, who want to develop skills to manage people, in the framework of
INDUSTRY 4.0.
Requirements for participation: Degree on Management, Economics or Engineering, or
proved experience on team management (minimum 2 years). Fluency of English
(minimum level b2).
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2.4 – Global Programme
CPD in Human-Centred Manufacturing, will be developed under the program:
2.5 - Methodology
As part of the Human-Centred Manufacturing programme offered by POOL-NET/Cluster
Engineering & Tooling, The University of Manchester will deliver a set of seminars aiming
to facilitate high-level strategic discussions on how best to capitalise on human-centred
manufacturing in the emerging context of Industry 4.0. A total of nine (9) Seminars will
cover emerging social-technical trends, the changing role of creativity and innovation in
manufacturing, human capital development, and leadership in a changing world
context.
All the lectures will be organized at POOL-NET facilities (Edificio OPEN, Zona Industrial, Rua da
Bélgica, Lote 18, 2430–028 Marinha Grande, Portugal), at Fridays (after-noon) and Saturdays in a
way to be suitable for the participants from industrial companies.
Seminars Modules Title Hours Names Entity
I Human-Centred Manufacturing: New Organizational Environment 4 Callum KiddThe Manchester
University
A The Indústry 4.0 and the new differentiating competences 12Rui Tocha Artur
FerrazPOOL-NET
II Technological Strategic Thinking 4 Jillian YeowThe Manchester
University
B The new organizations and the role of the Leaders 16Manuel Laranja Luis
CordeiroPOOL-NET
III Developing the Digital Thread in INDUSTRY 4.0 4 Callum KiddThe Manchester
University
IV Social Responsibility and Sustainability 8 Paul Mativenga The Manchester
University
C Social Responsibility and Business Ethics 4 Artur Ferraz POOL-NET
V Design Thinking and the Role of End-Users in Democratising Innovation 4 Glenn CooperUniversidade
Manchester
VI The Designer: Changing Skills and Competency Profiles 4 Moray KiddThe Manchester
University
D Changing processes in organizations 16Artur Ferraz
Patricia BatistaPOOL-NET
VII Stakeholder Engagement and the Design/Product Development Process 4 April BryanThe Manchester
University
E Develop and retain talents to create Value 12Artur Ferraz
Patricia BatistaPOOL-NET
VIII Adaptability & Leading Change 4 Paulo Bártolo Callum KiddThe Manchester
University
F Practical Tools for Human Ressources Management 16 Artur Ferraz POOL-NET
IX Action Learning Set: Synthesis & Oral Presentations 8 Paulo Bártolo Callum KiddThe Manchester
University
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120
Nº Hours for Seminars
Nº Hours for Moduls
Total Hours
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2.5.1 – Seminars Content
Seminars will be delivered by academics from the Manufacturing Group lead by Prof.
Paulo Bártolo and the Project Management Group, lead by Callum Kidd, and supported
by Dr. Glenn Cooper, Dr. Moray Kidd, Dr. Jillian Yeow, Prof Paul Mativenga, and Dr. April
Bryan namely:
Seminar I: Human-Centred Manufacturing: New Organizational Environment
This is an introductory seminar to trace historical perspectives and present trends in
manufacturing technological development, with a view to identify future projections of
human-centric manufacturing. The facilitators will outline developments from the first
industrial revolution with the advent of the steam engine and mechanisation, to the
second industrial revolution with intense mechanisation allowing the creation of
production lines, to the use of more electronic power in the third industrial revolution,
which culminate in the fourth industrial revolution with a focus on cyber-physical
relationships. The workshop will also prompt participants to identify opportunities and
challenges faced at their respective organisations.
4-hour workshop format:
1 hour introduction and ice-breaker 1.5 hours of lecture 1 hour of group discussion 0.5 hour of plenary feedback
Seminar II: Technological Strategic Thinking
The second seminar builds on the first one to get participants to develop their
technological visions and foresight. The seminar will cover some key concepts in
strategic thinking in terms of corporate strategy, project/programme strategy, and
technology strategy with a view to identify points of alignment and misalignment in
their respective organisations. Using the STEEP (Social, Technological, Economic,
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Environmental, and Political) framework of analysis, participants will work out and work
through their human-centric manufacturing strategy.
4-hour workshop format:
1.5 hours of lecture 2 hours of visioning exercise 0.5 hour of plenary feedback
Seminar III: Developing the Digital Thread in INDUSTRY 4.0
The concepts of the digital thread and the digital twin are the bedrock of the Industry
4.0 and Smart Manufacturing platform. The ability to develop and exchange valid data
across the extended enterprise, and the ability to capture, and manage through life, the
data that is unique to a single unit or asset, is still the hallmark of success in a modern
manufacturing environment. So, why is this so problematic for the majority of
companies around the world. The digital thread is the corner stone of the Smart
Manufacturing model. It is the communications’ framework that allows a connected
data flow and integrated view of the asset’s data throughout its lifecycle across
traditionally silo based functional perspectives. The digital thread concept raises the bar
for delivering ‘the right information, to the right place, in the right format at the right
time’. Digital Twin refers to the digital model of a particular asset that encompasses
design specifications and engineering models describing geometry, materials,
components and behaviour.
More importantly, it also includes the as-built and operational data, including changes,
unique to the physical asset that it represents. Of course, this is just the first challenge
for the smart manufacturer. The real challenge involves maintaining integrity in these
digital forms. For all but the few, this is still the greatest barrier in creating a truly
digital enterprise. This seminar explores the reasons why managing change and
maintaining integrity in data is such a challenge, and examines what we have to focus
on, if we are to create value in a smart manufacturing world.
4-hour Workshop Format:
1 hour – Introduction and examination of evidence based problems in managing data integrity across the extended enterprise
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1 hour – Workshop on defining the Digital Thread 1 hour – Group-led discussion on the critical issues and benefits of the Digital
Twin concept 1 hour – Wrap up discussion – where do we go from here?
Seminar IV: Social Responsibility and Sustainability
Sustainability and Social responsibility is a comprehensive approach to management of
organizations which is focused on creating and maximizing long-term economic, social
and environmental value. It is a response to the challenges which transforms potential
threats and risks into development opportunities for organisations and therefore
contributes to the development of World Class Manufacturing.
8-hour Workshop Format:
Ethics in business and engineering The case for industrial sustainability The energy intensity of machine tools and sustainable machining Circular economy and recycling technologies Oil-free micro machining
Seminar V: Design Thinking and the Role of End-Users in Democratising Innovation
Design thinking has evolved from the traditional view of the professional designer who
pushes the product into market, to more contemporary perspectives around the
everyday designer pulling information and ideas from end-users. How can
manufacturing organisations maximise the creative potential from user-centered design
and develop a sustainable business model from such thinking? This is the topic of this
seminar.
4-hour Workshop Format:
20 minutes – Introduction 40 minutes – Current Practices: Interactive workshop on their current design
and manufacturing process 1 hour – User-Centered Design 1 hour – Design for Function and Creativity 40 minutes – Business Application: Interactive workshop exploring application of
these principles to their companies
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20mins – Reflective discussion and questions
Seminar VI: The Designer: Changing Skills and Competency Profiles
This seminar follows on from the previous workshop to get participants to rethink the
changing skills and competency profiles of the ‘designer’, with a view to develop better
recruitment, selection and incentive systems.
4-hour Workshop Format:
2 hours lecture 2 hours designing improvements to recruitment, selection and incentive systems
Seminar VII: Stakeholder Engagement and the Design/Product Development
Process
This will be an interactive workshop based on a cognitive mapping approach to identify
key issues, problems and solutions for developing more effective stakeholder
engagement in the product development process. The seminar will help participants
articulate who the key stakeholders are (including B2C and B2B relationships), and areas
for improving relationships with these key stakeholders.
4-hour Workshop Format:
3 hours cognitive mapping exercise 1 hour discussion on emotional intelligence
Seminar VIII: Adaptability & Leading Change
This seminar presents an overview of current thinking in leadership and motivation. In
this session, we will facilitate a discussion around appropriate styles of leadership in the
context of human-centred manufacturing systems. How do organisations lead and
motivate change especially in an increasingly distributed, globally dispersed supply
system? What are some of the myths around what motivates individuals especially in
the age of the knowledge economy?
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4-hour Workshop Format:
1.5 hours lecture 2 hours interactive workshop 0.5 hour plenary discussion
Seminar IX: Action Learning Set: Synthesis & Oral Presentations
In this final seminar, participants will synthesise their learning across the 8 seminars and
develop an action plan, which they will share with other participants. Participants will have
around 8 hours to prepare their action / development plans, which will be delivered to the
plenary group at the end.
2.6 - Modules Content
These Seminars will be followed by specific Modules, delivered by reputed specialists or
Industry consultants, selected by POOL-NET / Cluster Engineering & Tooling, namely:
Module A – The INDUSTRY 4.0 and the new differentiating competences
Stimulate and promote the development of the relational skills that most impact from
the 4th Industrial Revolution, on the Team leaders and decision makers. Develop
management and dynamic work competences. Promote and develop Human Resources
management competences for leadership in the new industrial environments. Reinforce
communication competences.
Contents (12 Hours):
a) The competences for the 4th Industrial Revolution;
b) Stress Management and Conflicts;
c) Assertiveness & persuasion on communication;
d) Work Management & time management;
e) Communication & presentation technics.
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Module B – The New Organizations and the Role of the Leaders
Stimulate and develop the leadership competences (community leadership). Stimulate
to recognize the most important challenges of the organizations; Improve de capacity
to influence and persuasion involving erudite techniques. Develop strategies to
motivate teams and inspire people. Develop communication strategies with individual
persons and teams to leadership.
Contents (16 Hours):
a) Concepts and tools for Leadership;
b) Building Leadership competences;
c) Promote Leadership as motor of organizational transformation.
Module C – Social responsibility and business ethics
Reflect about legal, ethic and deontological values and standards of conduct of
professional practices regulators. Demonstrate capacity for argumentation and ethics
decisions for concrete situation analyses in the day by day of the organizations.
Promote professional and personal behavior analyses in a framework ethic-
deontological and legal, of professions, with respect with the culture and values of the
organizations.
Contents (4 Hours):
a) Ethic and Moral;
b) Codes of conduct and deontological;
c) Intervention zone for business ethic;
d) The principals of ethic power in companies.
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Module D – Changing processes in organizations
Diagnose of the reasons for problems in organizations. Reflection about the changing
cycle in companies. Motivation and people stimulation to not be dependent for the
formal authority. Identification of high impact behaviors to achieve results. Recognize
the individual influence as a leader for organizational changes.
Contents (16 Hours):
a) Organizational Changes;
b) Goals and changes targets;
c) Types of organizational changes;
d) Resistance to change;
e) Prevention technics and conflicts management.
Module E – Develop and retain talents to create value
Develop a management model based on critical competences for the organization
success. Promote people mobilized actions around common objectives.
Contents (12 Hours):
a) Competences System;
b) Implementation of an effective information system: from the identification of
competences to people development;
c) Motivation system: Careers and Benefits;
d) Develop effective leaning systems.
Module F – Practical tools for Human Resources Management
Develop analytic capacity and the strategic perception for relationship management.
Prepare people to lead in a practical way with several situations and challenges in the
Human Resources management. Develop competences for process improvement in
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Human Resources management, especially in disruptive environments, project
proposals, use of resources, implementation and project management.
Contents (16 Hours):
f) People evaluation system: from potential to performance;
g) Evaluation to develop;
h) Share values and promote team work;
i) Organizational design.
2.7 – Criteria and evaluation methodology
The trainee to fulfil the presence rules need to participate in the minimum of 50% of
the total hours of the CPD in Human-Centred Manufacturing. The trainer will evaluate
the trainee considering the criteria for the learning process, namely: subject domain
(continuous evaluation), generalization of knowledge (final evaluation). Additionally, we
will have behaviour criteria for evaluation: motivation, participation, relationship,
responsibility, presence, punctuality, promoting a global evaluation of the trainee
performance and involvement. The final classification will be from 0 to 100 and
comprises two components: an integrated final report (80% of the final mark) and a
"progress diary" corresponding to a continuous reflection on each core element of the
training program (20% of the final mark).
2.8 – Progression
The number of hours of this CPD program will be converted into ECTS1 credits and,
together with the corresponding contents, considered for equivalence in a full master's
degree program in preparation between the University of Manchester and POOL-NET.
1 European Credit Transfer and Accumulation System
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2.9 – Calendar 2019
The CPD HUMAN-CENTRED MANUFACTURING will follow a calendar. Nevertheless, the
proposed calendar can have some adjustments, for uninspected reasons.
M T W T F S S
1 2 3
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16 Module A
(4H) Rui
Tocha + A.
Ferraz
17
15 Sem.I (4H)
Callum Kidd
16 Module A
(4H)
Artur Ferraz
2223
Sem. II (4H)
Jillian Yeow
22 Module A
(4H)
Artur Ferraz
23 Sem. III (4H)
Callum Kidd
29
30 Module B
(4H) L.
Cordeiro
29 Module B (4H)
L. Cordeiro
30 Module B
(4H) M.
Laranja
11 12 13 14
March 2019
25 26 27 28 31
84 C 6 7
24
9
18 19 20 21
10
M T W T F S S
5
6 Sem. IV (4H)
Paul
Mativenga
5 Module B (4H)
M. Laranja
6 Sem. IV (4H)
Paul
Mativenga
12
13 Sem. V (4H)
Glenn
Cooper
12 Module C (4H)
Artur Ferraz
13 Sem. VI (4H)
Moray Kidd
15 16 17 18 F 20 P
26
26 Module D (4H)
Artur Ferraz
29 30
14
2 3 4
8 9 10 11
April 2019
27 Module D
(8H)
Artur
Ferraz/Patric
ia Batista
22 23 24 F 28
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M T W T F S S
34
Module D
(4H) Patricia
3 Sem. VII (4H)
April Bryan
4 Module E
(4H) Patricia
Batista
1011
Module E
(4H) Artur
Ferraz10 Module E (4H)
Patricia
Batista
11 Sem. VIII (4H)
P. Bártolo
Callum Kidd
13 14 15 16 17 18 19
24
24 Module F (4H)
Artur Ferraz
27 28 29 F (MG) 31
Module F (4H)
Artur Ferraz
5
126 7 8 9
20 21 22 23 26
25 Module F
(8H)
Artur Ferraz
May 2019
2F
M T W T F S
1
7
8 Sem. IX (4H)
Paulo
Bartolo +
Callum Kidd
7 Sem. IX (4H)
Paulo Bartolo
+ Callum Kidd
8
F 11 12 13 14 15
17 18 19 F 21 22
24 25 26 27 28 29
3 4 5 6
June 2019
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Contacts:
Professor Paulo Bártolo The University of Manchester Oxford Rd Manchester, M13 9 PL UK Phone: +44 (0) 161 306 6000 www.manchester.ac.uk E-mail: [email protected]
Rui Tocha Edifício OPEN, Zona Industrial Rua da Bélgica, Lote 18, P.O. Box 78 2431 – 903 Marinha Grande Portugal www.toolingportugal.com E-mail: [email protected]
Supported by:
www.ibc.pt