QBIC Fab Lab Booklet

CONTENTS: INTRODUCTION | 02 - 22 International & Local Scenario - The Fourth Industrial Revolution.

Qatar National Vision 2030.

Qatar Industrial Strategy.

Fabrication Laboratories (Fab Labs).

Abstract.

Main Stakeholders.

Qatar Business Incubation Center (Qbic).

Background.

JustiďŹ cation.

Philosophy And Vision.

QBIC Fab Lab Principal Outcomes.

Knowledge Based-economy Principle.

GENERAL OVERVIEW | 23 - 30 Fab Labs Levels Of Complexity.

Fab Labs (Principal Outcome).

Role & Scope Of The Fab Lab In The Innovation Value Chain.

Stakeholder (Target Audience).

VALUES | 31 - 32 QBIC Fab Lab Values QBIC FAB LAB SERVICES | 33 - 46 Specialized Training On Digital Fabrication Digital Fabrication Services Qbic Fab Lab Memberships Research & Development On Digital Fabrication QBIC FAB LAB PORTFOLIO | 47-58 QBIC FAB LAB REFERENCES | 59

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INTRODUCTION

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INTERNATIONAL & LOCAL SCENARIO THE FOURTH INDUSTRIAL REVOLUTION According to the World Economic Forum the 4IR represents a fundamental change in the way we live, work and relate to one another. It is a new chapter in human development, enabled by extraordinary technology advances commensurate with those of the ďŹ rst, second and third industrial revolutions. These advances are merging the physical, digital and biological worlds in ways that create both huge promise and potential peril. The speed, breadth and depth of this revolution is forcing us to rethink how countries develop, how organisations create value and even what it means to be human.

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The Fourth Industrial Revolution is about more than just technology-driven change; it is an opportunity to help everyone, including leaders, policy-makers and people from all income groups and nations, to harness converging technologies in order to create an inclusive, human-centred future. The real opportunity is to look beyond technology, and ďŹ nd ways to give the greatest number of people the ability to positively impact their families, organisations and communities.

Values are the basis of personal judgments about what is important in life, inuenced by culture, religion, and laws. They are factors in our decision-making regarding social and political matters, and the best uses of time, money, and valuable materials. One of the most essential values in the midst of the disconcerting changes wrought by the Fourth Industrial Revolution is trust; between the governed and governments, and between civil society and the private sector.

Values are the basis of personal judgments about what is important in life, inuenced by culture, religion, and laws. They are factors in our decision-making regarding social and political matters, and the best uses of time, money, and valuable materials. One of the most essential values in the midst of the disconcerting changes wrought by the Fourth Industrial Revolution is trust; between the governed and governments, and between civil society and the private sector.

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QATAR NATIONAL VISION 2030 “The National Vision aims at transforming Qatar into an advanced country by 2030, capable of sustaining its own development and providing for a high standard of living for all of its people for generations to come.” —Qatar National Vision 2030

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One of the main goals of Qatar National Vision 2030 (QNV 2030) is turning Qatar into a

Competitive Knowledge Based Economy.

Chapters 3 to 6 of QNV 2030 include an assessment of the four interlinked knowledge economy pillars that are essential for helping Qatar to make effective use of knowledge for its development: An appropriate economic incentive and institutional regime that encourages the widespread and efficient use of local and global knowledge in the economy, that fosters entrepreneurship, and that permits and supports related social transformations; A society of skilled, flexible and creative people, with opportunities for quality education, jobs and life-long learning available to all; A dynamic information and telecommunication infrastructure, that provides efficient services and tools available to all sectors of society; and An efficient innovation system comprising firms, science and research centers, universities, and other organizations that can tap into and contribute to global knowledge, adapt it to local needs, and use it to create new products and services.

The human development pillar of QNV 2030 calls for the “development of all [Qatar’s] people to enable them to sustain a prosperous society” and “to meet the needs of this generation without compromising the needs of future generations”.

Qatar will continue to invest in its people so that all can participate fully in the country’s social, economic and political life and function effectively within a competitive knowledge-based international order.

It is putting in place advanced health and education systems that meet the highest global standards.

It is also supporting the productive participation of Qatari men and women in the labour force, while attracting qualified expatriate workers in all fields, with a growing emphasis on the higher skilled.

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QATAR INDUSTRIAL STRATEGY

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Based on Qatar National Vision (QNV 2030) and Qatar’s National Development Strategy 2011 – 2016, the National Strategy for Manufacturing Industries Development has been put together to achieve their goals and objectives through sound planning and a clear vision of the future. Such development is to be made making maximum use of local resources at the highest possible standards of efficiency and effectiveness.

“The industrial strategy of the State of Qatar aims to speed up the growth rate of smalland medium-sized industries, which have a greater ability to increase the contribution of the industrial sector to GDP,” Eng. Yousef al-Emadi, Director of the Department of Industrial Zones at the Ministry of Energy and Industry, told Qatar News Agency (QNA).

The Ministry of Energy and Industry is preparing the manufacturing sector to achieve self-sufficiency and to diversify the sources of income as well as to make this sector a main source of the national income streams.

Economics Diversification Strategy Options: Exports-oriented (small domestic market), High-value added with long-term services opportunities, Knowledge and technology intensive, Growing markets with secure logistics, Inexpensive and abundant energy sources Potential sectors: Advanced manufacturing, Health-Sports-Hospitality and Finance

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FABRICATION LABORATORIES (FAB LABS) The global revolution in digital manufacturing has dramatically expanded access to industrial-grade digital fabrication technology, and is transforming the landscape of business models, value chains, and cross-border trade.

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Fab Labs play a critical role in this new innovation ecosystem by providing the facilities and support services that make it possible for entrepreneurs, researchers, and small businesses to access technologies allowing them to turn innovative ideas into working prototypes.

ABSTRACT Fab Labs are fabrication laboratories equipped with digital fabrication machines.

As digital manufacturing facilities they form the nuclei for collaborative innovation 2 ecologies, based on the paradigm of commons based peer production.

This document aims is to establish a clear work strategy, deďŹ ning the guidelines and rules that the QBIC Fab Lab will develop. The main objective of the QBIC Lab Strategy strategy is to consolidate a series of actions that will allow the QBIC Fab Lab Team to achieve its main objectives: Develop a self-sufďŹ cient business model.

Built and consolidate an innovation ecosystem.

DeďŹ ne, delimit and activate its immersion in the development of the advanced manufacturing sector in Qatar.

Currently, we are living in a highly changing world, as a result of the constant and rapid technological advances. For this reason, the following strategy will be constantly evaluated and updated, in order to generate the necessary adjustments to achieve the objectives that are established.

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MAIN STAKEHOLDERS

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QATAR DEVELOPMENT BANK (QDB): Is a financial entity fully owned by the government, set up by Emiri Decree to invest in and develop local industries by supporting SMEs in Qatar.

QDB’s support of QBIC is directly aligned with the bank’s mission, vision and strategy.

QDB has the mission of accelerating the development of the Qatari private sector in line with the diversification needs of Qatar. The bank’s vision is to be the primary enabler of Qatar’s private sector and economic diversification through strategies to shift the economic focus away from the hydrocarbon industry by stimulating a robust and diversified private sector. QBIC plays an important role in helping fulfil these aims for a thriving and sustainable Qatari economy.

QATAR BUSINESS INCUBATION CENTER (QBIC): Is the largest mixed-use business incubator in the MENA region. QBIC was founded by two of Qatar's leading government institutions supporting local entrepreneurs: Qatar Development Bank (QDB) -sole ownerand Nama. QBIC goal is to develop the next QAR 100 Million companies in Qatar.

QBIC empowers entrepreneurs to start and grow companies by incubating, developing, connecting, and investing.

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ABOUT QBIC FABLAB

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As the conception for makerspaces and digital fabrication is uprising in the middle east region, Qatar Business Incubation Center (QBIC) has made a strategic decision to develop a one-of-its kind fab lab in Qatar, that serves all society layers in Qatar, including enterprise, entrepreneurs, students, makers, etc.

The idea behind QBIC Fab Lab is to introduce the power of digital fabrication to students, empower entrepreneurs to prototype their products, help the industry in Qatar in terms of spare part manufacturing and prototyping as well as raise the awareness of people about the culture of digital fabrication. Creating and inspiring; learning and designing; prototyping and producing; and sharing are the keywords that deďŹ ne the fab lab.

The idea of this fab lab is to become a place of exchange and creation for a wide audience: from college students to innovative companies, including artists, DIY enthusiasts and researchers. As a matter of fact, ibTECHar Digital Solutions Co. is responsible for the setting-up and operation of QBIC Fab Lab.

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JUSTIFICATION Inuencing the population through the use of information and knowledge is the main force of social transformation. (UNESCO, 2005).

A few years ago, computers were conceived and developed as large objects, which were complex to understand and difďŹ cult to assimilate by anyone in our society, relegating their use to a very select group of experts.

Their personal use and learning were not conceivable as citizens' rights.

However, today computers are part of our daily lives, as an indispensable tool for the

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development of diverse capacities and daily activities, and as generators of new experiences.

In our present, we live a digital era / revolution that presents a phenomenon very similar to that of computers in its early years, but with a marked difference in the speed and immediacy in which this knowledge is shared and assimilated by our society, allowing to reduce the gap between what can be conceived and what can be produced.

Within this highlighted digital era, a revolution characterized by"digital manufacturing" is generated, which is reflected in the exponential development of knowledge and shared technological development, becoming more than a set of tools for the advanced industry.

On the contrary, these are increasingly accessible to ordinary people and are being distributed all over the world.

This creates great opportunities to restructure the relationship between citizens, cities, countries and their public - private entities.

The Fab Foundation determines within its philosophy, as a slogan, the relationship between what can be conceived and what can be produced, like the production process from the bits to the atoms (from the digital to the real), a relationship defined in the Fab City Whitepaper, as “a new urban model of transforming and shaping cities that shifts how they source and

use materials from ‘Products In Trash Out’ (PITO) to ‘Data In Data Out’ (DIDO). This means that more production occurs inside the city, along with recycling materials and meeting local needs through local inventiveness.

A city’s imports and exports would mostly be found in the form of data (information, knowledge, design, code)”.

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PHILOSOPHY AND VISION

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WHAT IS A FAB LAB? Fab Lab is the educational outreach component of MIT’s Center for Bits and Atoms (CBA), an extension of its research into digital fabrication and computation. A Fab Lab is a technical prototyping platform for innovation and invention, providing stimulus for local entrepreneurship. A Fab Lab is also a platform for learning and innovation: A place to play, to create, to learn, to mentor, to invent.

WHAT IS QBIC FAB LAB? It's a Digital Fabrication Laboratory open to everybody who wants to turn ideas into reality through shared knowledge. The space and facilities allows and inspires people and entrepreneurs to turn their ideas into new prototypes, products and businesses by giving them access to a range of advanced digital manufacturing technologies and methodologies such as: Laser cutters, 3D printers, 3D scanners, CNC routers and electronics.

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OUR MISSION To support, promote and accelerate ideas into products, which allow the development of high-value local entrepreneurships and businesses.

OUR VISION To be referenced internationally as one of the best centers in digital fabrication in the Middle East, for managing, developing and promoting social innovation processes through digital manufacturing and open knowledge.

OUR ACTIONS LINES As a management strategy, three action lines are established searching for processes that happen through collaboration, co-creation and incubation of multidisciplinary projects:

.EDU | Educational: Promote and encourage the development of educational programs and pedagogical research.

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.ORG | Institutional: Promote and encourage the link with sectors of interest for the development of socio-cultural projects.

.COM | Commercial: Promote and encourage innovative products and services focused on technology-based design.

VALUE PROPOSITION: Is providing the best outcome for its users and their innovation journey using the right mix of ingredients determined by the facilities and (networked) competencies available.

CONTEXTUAL PROBLEMS TO SOLVE Lack of (digital) manufacturing know-how and expertise required for the entire value chain in Qatar, Lack of (digital) manufacturing facilities/ infrastructure, and required technology and equipment, Lack of the making and creation culture and lack of faith in local capabilities.

SOLUTIONS FOR CONTEXTUAL PROBLEMS Provide turn-key solutions and consultation services that would: Create an awareness program among stakeholders to raise awareness on digital fabrication, Provide (and nurture) experts in establishing and managing small to medium scale digital manufacturing facilities, Establishing a prototyping and medium-scale-production additive manufacturing and digital fab facility.

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QBIC FAB LAB PRINCIPAL OUTCOME According to the paper: “Developing a Business Model for Concurrent Enterprising at the Fab Lab”,

by Peter Troxler and Simone Schweikert, defines that the mainly revenue of the Fab Labs (worldwide) came from public sources or from a hosting institution.

Revenue from sponsoring or from users so far remained the exception. However, all labs indicated that they needed to become self sufficient within two to three years.

Also, the paper indicates that Labs that more explicitly saw themselves as providing access to the knowledge in the Fab Lab network tended to have more network partners in their innovation ecology and were more often asked by users to support their projects.

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KNOWLEDGE BASEDECONOMY PRINCIPLE Those who focus on offering innovation support provided a complete product-servicesystem that delivered the experience of effective and fast innovation to their users. Such Fab Labs accompanied their users on a certain section of their innovation journey – as opposed to the facility approach, which accompanies users merely during the time of their stay at the lab, their use of the equipment, and their experience of a well-run personal production process.

From the above we define that the QBIC Fab Lab will provide two types of outcomes: •FAB LAB AS FACILITY: The value proposition is providing the best value in terms of the digital production processes.

•INNOVATION FAB LAB: The value proposition is providing the best outcome for its users and their innovation journey using the right mix of ingredients determined by the facilities and (networked) competencies available.

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GENERAL OVERVIEW

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FAB LABS LEVELS OF COMPLEXITY QBIC Fab Lab strategy establishes a step-by-step growth in the levels of complexity of machines and equipment, facilities, services, and staff. Any investment will be driven by the needs of the local market.

BASIC: Focuses on core equipment Fundamental activities, tech-based Basic introductory courses Principal aim is to encourage the use of technology

INTERMEDIATE: More advanced machines and capabilities Connected to business incubators Generates revenues through workshops and new products development Promote the growth of new business based on digital fabrication

ADVANCED: Industry level (quantity and investment) of facilities and staff Consultancy partners locally and international Strong focus on product development and go-to-market services Innovation research through funding and grants

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ROLE & SCOPE OF THE FAB LAB IN THE INNOVATION VALUE CHAIN Rapid advances in new disruptive technology like 3D printing, advanced robotics, and others, have made it possible to create prototypes quickly and cheaply using digital designs. These capabilities, made available through the Fab Lab, enable individual entrepreneurs and researchers to prototype, change and actualize ideas into finished products.

Overall, the Fab Lab can change patterns of fabrication, promote science, technology, engineering and mathematics (STEM) skills, create businesses and jobs, and drive economic growth and productivity. They do this by providing the opportunity for practically anyone in the broader public with creative ideas to participate in the design, production, and distribution of products and services.

A growing global network of Fab Labs have generated an entire new realm of possibilities at the local level to stimulate innovations, inventions and applied research across industries.

The QBIC Fab Lab do this by providing ready public access to “disruptive” technologies (digital fabrication), which allows users to make products cheaper, faster and more efficiently.

Based on best practices worldwide, rapid proliferation of the Fab Labs over the past few years demonstrates the panoply of benefits for competitiveness and innovation.

Fab Labs are equipped with digital manufacturing tools that enable people to: build “almost anything”, learn new skills in STEM disciplines, in entrepreneurship and in go-to-market concepts.

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The following table shows the wide range of cross-cutting contribution and the possible economic, innovative and social outcomes through the Fab Lab: QBIC FAB LAB FUTURE OUTCOMES IN DIFFERENT FIELDS ECONOMY, EXPORTS, COMPETITIVENESS

INNOVATION

Increase product innovation

Engaging broader public in innovation stimulates new economic development

Induce disruptive and design thinking

Increase of manufacturing

Rapid prototyping to test products and ideas

Exports and shift from low-skill to medium and high-technology intensity products Diversify export portfolio

Opens opportunities to advances in innovation

Puts Qatar on par with more developed nations in digital fabrication potential

Strengthen Qatari’s competitive advantage

Igniting early technology adoption Collaborative and distributive innovation Multidisciplinary and applied R&D National, region, city innovation Increase innovation output Tap into global manufacturing on the cloud Increasing the stock of useful knowledge Active catalyst to Qataris creativity and builds capacity to execute ideas commercially

STEM EDUCATION, HUMAN CAPITAL

Attract students to STEM Education Attract more citizens (students, entrepreneurs, professionals) into STEM professions Shift from low-skill intensity to medium/high Introduce public to hightech and disruptive technologies Mitigate ‘brain drain’ of STEM-focused researchers, graduates, and professionals Educating the community Teaching skills in computing (CAD/CAM), digital fabrication, engineering, electronics, programming, design, creative thinking

INNOVATION AND TECH-BASED BUSINESS DEVELOPMENT

JOB CREATION AND SOCIAL DEVELOPMENT

Generating a critical mass of enterprises (SMEs) that combine engineering and entrepreneurship modalities

Relevance of skill training

Networks formation and multidisciplinary collaboration (researchers, engineers, entrepreneurs, etc) New business opportunities, commercialization Incubation of business ideas Creative entrepreneurship Creation of new businesses, enterprises or firms Combines Qatari’s inherent strengths in STEM with an invigorated entrepreneurial spirit Job

Create new opportunities for employment Improving income stability Train new skilled personnel New skill sets in Qatar to use the latest most advanced ‘disruptive technologies’ such as 3D printers and related equipment in new ways Social development Community building in the underserved or remote areas Skill building Provides a platform for jobs and expanded employment opportunities in diverse new SMEs

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QBIC FAB LAB IN THE ENTREPRENEURSHIP SCOPE Effective innovation incubators are business demand driven and respond to the sector speciďŹ c needs of start-ups by providing a range of services, nurturing business ideas through all stages of product/service development.

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STAKEHOLDER (TARGET AUDIENCE) Stakeholder analysis examines potential demand for Fab Lab services, identifying current gaps in services and a composition of the potential deal ow.

One of the most important tasks is to start implementing strategies that build a local community of constant and committed users for the use of the Fab Lab, who are driven by the opportunities it offers.

The following composition of stakeholders will be considered for conducting market research and consultations:

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Companies and entrepreneurs (business tenants from Tech and Industrial parks; existing tech firms (manufacturing/ICT/design firms); start-ups and individual entrepreneurs; Business incubators; makers (tech shops, makerspaces, hackerspaces) Academia (STEM university students, faculty,) Innovation Infrastructure (Research and Innovation Centers, Technology Transfer Offices (TTOs) Individuals (Professionals from industries, technologists; Designers; Artists, crafters; Architects; Hobbyists) Community social groups (e.g., since Fab Lab is a community maker space that encourages creativity and innovation, it’s open for users from various communities, including rehabilitation programs, etc.)

Each of these groups can pay for their services or a third party can sponsor them.

Database development of possible external sponsors, evaluated and approved by the Qatar Development Bank.

In order to map the potential user demand for QBIC Fab Lab, the Quadruple Helix model of innovation was used.

Quadruple Helix represents academia, industry, government, and society that work in tandem to achieve a knowledge economy.

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QBIC FAB LAB VALUES

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OPENNESS

INTERDISCIPLINARY COLLABORATION

EFFECTIVENESS

TRANSFER POTENTIAL 32

QBIC FAB LAB SERVICES

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SPECIALIZED TRAINING ON DIGITAL FABRICATION

DIGITAL FABRICATION SERVICES

RESEARCH & DEVELOPMENT ON DIGITAL FABRICATION

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SPECIALIZED TRAINING ON DIGITAL FABRICATION

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INTERNATIONAL CERTIFICATIONS

Fabacademy Consists of a 6 month part-time student commitment, from January to June every year. The Fab Academy is a fast paced, hands-on learning experience where students learn rapid-prototyping by planning and executing a new project each week, resulting in a personal portfolio of technical accomplishments.

For more information go to www.fabacademy.org

Fabricademy Transdisciplinary course that focuses on the development of new technologies applied in the textile industry, in its broad range of applications, from the fashion industry to the upcoming wearable market. The two phase program will last 6 months, with approximately 3 months of seminars and learning modules and three months focusing on individual in depth applied project research.

For more information go to www.textile-academy.org

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DIGITAL FABRICATION WORKSHOPS (MEMBERSHIP PACKAGES) BASIC: Introduction to digital fabrication (no background needed) INTERMEDIATE: QBIC Fab Lab certification as “Machine operator” ADVANCED: specialized workshops in different areas of digital fabrication and its implications and applications, such as: manufacture, design, fashion, bio-teach and beyond.

DIGITAL FABRICATION ADVISORY UNIVERSITIES PUBLIC INSTITUTIONS PRIVATE COMPANIES Customized training program that includes the application of digital fabrication in different topics through phases, techniques, methods, prototyping, challenges and competitions.

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DIGITAL FABRICATION SERVICES

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PROTOTYPING (FACILITIES USE)

2D and 3D Modeling Laboratory

3D Printing

3D Scanning

Computer Controlling Cutting

Computer Controlled Machining

Electronics design and production

CONSULTANCY (PROJECT REQUEST) Ideation Design (CAD-CAM) Fabrication Assembly

Programing Interface Development Product Optimization

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CONSULTANCY PHASES

FREE

A

C

DESIGN

Problem | Needs | Requirements Definitions

Plan | Process | Detail Design

1. Definition + analysis of need 2. Identification of necessary functions 3. Development of function structure 4. Development of functional requirements 5. Determination of performance requirements

1. Concept design 2. concept review (according to B3) 3. Design proposal 4. Material / components description 5. Prototyping budget

B

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DEFINE

PAYED

SELECT

D

TEST

concept | Ideas | Design Selection

Prototipe | validation | User Testing

1. References selection 2. Generation of conceptual design (design alternatives) that satisfy requirements 3. Evaluation of designs (no more than 3) 4. Development of selection criteria (no more than 5) 5. Selection of “best” design in light of criteria

1. Prototype No.1 2. Internal and adjustments 3. Prototype presentation 4. prototype evaluation (client + user) 5. Prototype report

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QBIC FAB LAB MEMBERSHIP PACKAGES

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TRAINING & CONSULTANCY BENEFITS

25%

DISCOUNT

15%

DISCOUNT

5%

DISCOUNT

The discount is on all digital manufacturing courses provided by the fab lab, including any of the intermediate and advanced levels ( except for international diplomas.)

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R&D ON DIGITAL FABRICATION

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Research & Development on Digital Fabrication (Design and Prototyping) The R&D aim is to provide the opportunity for practically anyone public or private sector with creative ideas to participate together in the design, production, and distribution of innovative products and services.

The QBIC Fab Lab will reinforce several types of innovation research through digital fabrication , such as “Catalytic’ or ‘Inclusive Innovation”: enables and encourages the public to participate in the process of innovation and contributes to the creation of affordable products or processes.

“Distributed” or “Open Innovation”: encourages using both external and internal knowledge to generate innovative ideas.

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‫اﻟﻤﺸــﺎرﻳﻊ‬

‫‪PROJECTS‬‬

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WORKSHOPS ‫ورش اﻟﻌﻤﻞ‬

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‫اﻟﻔﻌﺎﻟﻴﺎت‬

‫‪EVENTS‬‬

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THIS DOCUMENT IS BASED ON THE FOLLOWING REFERENCES: Reimbursable Advisory Services Program on Innovation. (2013). Innovation Infrastructure Flagship Projects: Pre-feasibility Study. 2018, The World Bank website: www.mi.government.bg/files/useruploads/files/innovations/reportinnovationflagships.pdf Peter Troxler and Simone Schweikert . (2010). Developing a business model for concurrent enterprising at the Fab Lab. 2018, de University of Applied Sciences, Zentralstrasse, Luzern, Switzerland website: www.researchgate.net/publication/305092106_Developing_a_business_model _for_concurrent_enterprising_ at_the_Fab_Lab Planning Council . (2007). Turning Qatar into a Competitive Knowledge-Based Economy . 2018, Government of Qatar website: www.siteresources.worldbank.org/KFDLP/Resources/QatarKnowledgeEconomyAssessment.pdf Ministry of Development Planning and Statistics. (2018). Qatar Second National Development Strategy 2018-2022. 2018, de Government of Qatar website: www.mdps.gov.qa/en/knowledge/Documents/NDS2Final.pdf General Secretariat for Development Planning. (2008). Qatar National Vision 2030.

2018, de Government of Qatar website: www.mdps.gov.qa/en/qnv/Documents/QNV2030_English_v2.pdf Fab City Collective. (2018). Fab City White Paper Locally productive, globally connected self-sufficient cities. 2018, de Fab Foundation website: www.cowerk.org/data/cowerk/user_upload/Dateien/Tomas_Diez_whitepaper_fablab_barcelona.pdf

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