Uts miicrc sector sustainability
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Program 4: DRIVING SECTOR SUSTAINABILITY
Precarious future
Contributions to average incomes growth: Treasury
Unit labour cost comparisons
COUNTRY CPI % CHANGE
Average Annual % Change 2000-2009
MANUFACTURING HOURLY LABOUR PRODUCTIVITY
Average Annual % Change 2000-2010
UNIT LABOUR COST
Average Annual % Change 2000-2010
UNITED STATES 2.50% 5.18% -1.41%
SWEDEN 3.00% 4.42% -1.01%
FINLAND 1.82% 4.54% -0.99%
GERMANY 1.60% 1.82% 0.23%
CANADA 2.00% 0.89 1.63%
AUSTRALIA 3.00% 1.93% 2.48%
Source: US Bureau of Labor Statistics: Employers Total Costs of Labor Including Direct Pay and All On Costs
OECD MANUFACTURING COMPETIVENESS INDEX: AUSTRALIA VS USA AND EURO AREA 1993-2010 (INDEX 2005=100 WHERE AN INCREASE IN THE INDEX VALUE REPRESENTS A DECLINE IN COMPETITIVENESS )
60.0
70.0
80.0
90.0
100.0
110.0
120.0
AUSTRALIA
UNITED STATES
EURO AREA
Source: OECD Manufacturing Competitiveness Index: Australia vs USA and Euro Area, 1993-2010 (2005=100); increase in index represents decline
Competitiveness challenge
Manufacturing matters
R&D
SKILLS
TRADE
1. Short-term adjustmento Industry participation, retraining
2. Economy-wide measureso Infrastructure, ‘clean energy future’
3. ‘Innovation precincts’o Industry-led, universities, start-ups
4. SME ‘absorptive capacity’o Enterprise Connect, ICN, Austrade
5. Workplace performanceo Engaging talent and creativity
“Improving management practice is associated with large increases in productivity and output.”
Australian management performance gaps
2
2.2
2.4
2.6
2.8
3
3.2
3.4
3.6
3.8
4
Australian score
Global best performing country score
OperationsManagement
Performance Management
PeopleManagement
OperationsMetrics
PerformanceMetrics
PeopleMetrics
Australia
Global best
Australian management performance gaps
2
2.2
2.4
2.6
2.8
3
3.2
3.4
3.6
3.8
4
Australian score
Global best performing country score
OperationsManagement
Performance Management
PeopleManagement
OperationsMetrics
PerformanceMetrics
PeopleMetrics
Australia
Global best
2
2.2
2.4
2.6
2.8
3
3.2
3.4
3.6
3.8
4
Australian score
Global best performing country score
OperationsManagement
Performance Management
PeopleManagement
2
2.2
2.4
2.6
2.8
3
3.2
3.4
3.6
3.8
4
Australian score
Global best performing country score
OperationsManagement
Performance Management
PeopleManagement
‘Instilling a talent mindset’
Program 4: Driving Sector SustainabilityDriving Sector Sustainability researches the essential components of the manufacturing innovation system, bringing new knowledge on workplace, firm, cluster/supply/value/sector networks, industry support services and investment capabilities together.
Objective & benefit: To improve the agility, competitiveness and resilience of Australian manufacturers by working on:
What connects the prospects and activities of individual firms to national-scale aspirations of innovation, productivity, sustainability and competitiveness and how can gaps and barriers be bridged?
How can cooperation among SMEs be purposefully designed and managed to build scale without compromising agility?
How can key capabilities in absorptive capacity, leadership and design-led thinking drive innovation to increase workplace productivity?
What new investment models will support the SME innovation that is essential to sustained growth of Australian manufacturing?
Building Industrial CompetitivenessTo identify the barriers and gaps to competitiveness for Australian manufacturers, in particular, for SMEs, and to develop flexible enablers for performance improvement in the context of faster changing business environments
Description Year 1(2015)
Year 2(2016)
Year 3(2017)
Year 4(2018)
Year 5(2019)
Year 6(2020)
Year 7(2021)
Research Outputs
(i) Dynamic measures of competitiveness that attend to the specifics of Australian manufactures, spillover effects and issues of difference for SMEs. These new indicators can be tracked and improved over time and will guide investors, policy-makers and value chain/sector/cluster leaders on the points of intervention that offer the greatest gains.
(ii) In combination with outputs from Theme 1, inform business utilisation of CRC outputs via a consolidated view of opportunities, constraints and their interdependencies. Industry focus groups and international comparisons will validate these findings.
(iii) Develop pathways for ‘innovation fitness’ leading to updated excellence models (through Standards Australia).
(iv) Develop enablers that lower the barriers for business agility, dealing with, for example, legacies in the form of assets, approvals processes and barriers for entry to global supply networks: an SME efficiency and innovation index; a B2B supply network relationship enabling platform; and a cost-effective approvals roadmap tool.
Resources x full time equivalent researchers and a program coordinator per yearA total of x PhD / Masters students trained over the course of the seven year programA total of $xxM in operational expenditure invested over the seven year period
Participants
Addressing Challenges of SMEs through CooperationTo develop new knowledge about why, when, where, on what and how cooperation among SMEs can generate competitive advantage through the strength of more and agility of many
Description Year 1(2015)
Year 2(2016)
Year 3(2017)
Year 4(2018)
Year 5(2019)
Year 6(2020)
Year 7(2021)
Research Outputs
(i) Lessons from enduring examples of collaboration, identifying the domains and conditions that define and sustain purposeful collaborative efforts. For example, SMEs may cooperate to establish sufficient scale for bids and join venture strategies in global supply networks, to diversify risk for potential investors/lenders, or to develop new business/technology models.
(ii) Drawing on existing datasets and action research with CRC clusters, identify the practices and relationships that determine cluster competitiveness.
(iii) Integrate the above new knowledge in a novel and enabling cluster formation tool to support cluster development, recruitment, partnering and competitiveness. This tool complements the B2B relationship building platform in Project 1.
Resources x full time equivalent researchersA total of x PhD / Masters students trained over the course of the seven year programA total of $xxM in operational expenditure invested over the seven year period
Participants
Making Change for Productive WorkplacesTo ensure innovation can cut-through to increase workplace productivity by identifying and implementing improved practices in absorptive capacity, leadership and design-led thinking
Description Year 1(2015)
Year 2(2016)
Year 3(2017)
Year 4(2018)
Year 5(2019)
Year 6(2020)
Year 7(2021)
Research Outputs
(i) Identify how new technologies can extend worker capacity and the pre-conditions in terms of skills, leadership and culture change to gain these benefits – these findings complement Theme 2 for specific intentions of assistive automation.
(ii) Identify more broadly the skills, leadership and culture change required to support agile technologies/business models in the workplace.
(iii) Identify triggers for a focus on design-led thinking to support a more dynamic and responsive interface between manufacturing and its customers.
(iv) Develop guidance and assessment tools to support workplace absorptive capacity and agility. These will be trialled in industry sectors identified in Theme 1, such as aged care, and also in established demonstration sites (e.g. Tonsley Park in Adelaide and ULab in Sydney). They will also build on excellence models developed in Project 1.
Resources x full time equivalent researchersA total of x PhD / Masters students trained over the course of the seven year programA total of $xxM in operational expenditure invested over the seven year period
Participants
Investing in Sustainable Industrial FuturesTo explore how sources of investment funds can be utilised more effectively to support manufacturing innovation
Description Year 1(2015)
Year 2(2016)
Year 3(2017)
Year 4(2018)
Year 5(2019)
Year 6(2020)
Year 7(2021)
Research Outputs
(i) Report series and discussion forums on new investment models, focusing on regulatory, institutional and public interest issues.
(ii) Case studies of international investment models, focusing on rationale, risk and take-up.(iii) Comparison of short-listed investment model alternatives which may increase access to funds
for manufacturing innovation.(iv) Identify SME issues and opportunities for short-listed models. For example, perspectives on
sharing equity, and increasing information.(v) Pilot or experimental evaluation of preferred options.(vi) Using outputs from Theme 1 and from Project 1, develop methods for firms to provide
prospective risk-return information. These methods can be codified (in conjunction with Standards Australia) as principles-based or verifiable standards, generating information on which investors can readily rely.
(vii) Using outputs from Project 2, examine the prospect for mutual forms to present a more diversified risk-return proposition for investment.
Resources x full time equivalent researchersA total of x PhD / Masters students trained over the course of the seven year programA total of $xxM in operational expenditure invested over the seven year period
Participants