Webinar on 10th May 3-30 to 4.30 pm
Strengthening and Sustaining of Industry-AcademicsGovernment Partnership through Continuous Process Improvement
V. Thanikachalam, B.E., M. Tech., Ph.D., M.S., FIE., FIGS vthani2025@yahoo.in
2016 Context: Make in India • Globalization of Indian Economy in 1991 is based on the advice from IMF • Entry of Multinational Companies (MNCs) under foreign direct investment ( FDI) • Emerging needs in product design, prototype development, manufacturing, testing and maintenance • Increased opportunities for undertaking consultancy works, sponsored research projects, and development programs, and incubation centers
New Initiative in 2016: Defence Production in India Helicopters for Navy
Helicopters for Army
Engine for Indian Innovation • When Indian industries and Indian engineering institutions work in tandem to push the frontiers of knowledge, they become a powerful engine for innovation and Indian economic growth. • This would give rise to new technologies at a breakneck pace and transform Indian industries while accelerating the role of the technical universities and autonomous colleges.
Case-1 General Electric • Indian innovations like “GE’s Lullaby Baby Warmer” which has been developed in Bangaluru is now used in 80 countries. • The design enables caregivers to focus on the baby and not on switches. • GE employs over 5300 Indian technologies in its Research Centers in Bangaluru, Chennai, Hyderabad and Mumbai
George Welsh R&D Center in Bangaluru GE is able to improve the design of the jet engine through Bangaluru R&D Center
Case-2 Honeywell • India’s Intellectual Property Rights (IPR ) framework and enforcement are comparable to those in the developed countries • Honeywell has committed time and financial resources to patenting its technologies in India • Its confidence in India’s IPR framework was one of the enablers in the establishment of Honeywell’s Engineering and Technology presence • Honeywell established “ The Honeywell India Technology Centre”
Case-3 Boeing Collaborations in India • Boeing Research and Technology Centre- Bangalore • Jeppesen (Flight Navigation Solution-) Hyderabad • Continental Data Graphics (CDG) – Chennai • Boeing –Tata Aerospace Joint Venture- Manufacturing Centre of Excellence • Boeing Tata Advanced Systems • Bharat Electronics Limited (BEL) - F/A-18 Flight Data Cockpit Panels • Electronics Corporation of India (ECIL) -Speech Secrecy Systems for P-81 • Dynamatic Technologies Ltd- P 81, Manufacturing of Critical Ram and Plylon parts for CH-47
Case - 4 Airbus Collaborations in India • Two engineering centers in Bangaluru • Airbus Biz lab, Bangaluru • Procurement to reach a billion euros from India by 2020 • HAL produces A320 Forward Passenger Aircraft Doors • Also produces the Alouette III helicopter under license • Long-term collaboration with ISRO
Case-5 Automobile Companies • Benz • BMW • GM • Ford • Honda • Hyundai • Iveco • Mitsubishi • Nissan • Suzuki • Toyota
Case-6 L&T Ship Building Venture for Navy • Indian Navy would procure ships from L&T Ship Manufacturing Unit located near Chennai
Case-7 Reliance Defence • Pipav Defence has been taken over by the Reliance Industries • Would produce ships and submarines for Indian Navy in collaboration with MNCs
Reliance Defence System Ltd Collaborates with Rafael Advanced Defence System Ltd • Indian joint venture worth $10 billions in ten years • Naval Utility Helicopters • Light Utility Helicopters • Avro Replacement Program • Industrial licenses for the full spectrum of military platforms • Fastest emerging sector enterprise in the development , manufacture and supply of defence aerospace, land and naval platforms and
equipment
• Needs more engineers in design and manufacturing of the defence related products. • Engineering institutes could plan to update the existing graduate and postgraduate programs in mechanical engineering, electrical engineering, electronic engineering, aeronautical engineering, naval architecture, software engineering and computer science and engineering
Impact of Globalization of Indian Economy • Emerging Industrial Hubs and Corridors (Chennai- Bangaluru; Mumbai-Bangaluru; Delhi-Mumbai, Chennai- Vizag, VizagKolkata etc.) • New concepts “Make in India” and “Digital India” • Innovation Centers • Incubation Centers • Venture Capital • Entrepreneurs • Demand for interdisciplinary and multidisciplinary programs
Needs of Indian Industries and MNCs • Competent Interdisciplinary Engineers, Managers, Technicians and Skilled Workers • Executive Development Centers • Testing Centers • Suppliers of Quality Ancillary Components • Innovation Centers for Developing Prototypes • Engineering Institutions which would undertake Sponsored Research
SWOT Analysis • Strengths: Are you offering postgraduate and doctoral programs? • Have you modernized your labs and workshops? • Have you recruited needed qualified and experienced faculty? • Have you prepared strategic plan? • Have you established “Industry-Institute-Government- National Lab- Partnership” center ? • Are your faculty possessing skills and competencies in planning and developing interdisciplinary consultancy projects?
Weaknesses • Are there restrictions in undertaking sponsored consultancy projects in your institute? • Have your faculty members conducted industry relevant multidisciplinary research programs? • Have you established an extension center in the state’s industrial hub/ corridor? • Are you encouraging your faculty to undergo training and development programs in the emrging technology?
Opportunities • Have you identified opportunities for undertaking development projects for the fast growing Indian industries in your region? • Have your faculty prepared technical proposal to bid for an innovative project based on the terms and conditions of project authorities? • Are they motivated to prepare cost effective multidisciplinary projects?
Threats • Who are your competitors? • How many projects that they won in your state which are offered by MNCs? • How do they plan their bidding process? • Do they take national projects under IDAs? • Do they plan global projects under IDAs?
Curriculum Improvement (CIPP) • Update the curriculum based on the context, desired input from the industry partnership, • Learning process based on the current technology, manufacturing practices, standards, safety, quality, maintenance, costing, recycling, feedback from the alumni and employers • Include practicum and optional internship • Choose industry specific projects/ dissertation/ research • Involve the industry in planning, performing and evaluating the outcome • Evaluate the graduates (product) against the industrial needs
International Development Agencies ( World Bank , UNDP, & UNESCO) Assisted Projects • Assistance in Capacity Development, Quality Improvement, & Efficiency Improvement • Project related Faculty Development to improve the skills and competencies in planning and implementing industry related graduate, postgraduate and interdisciplinary postgraduate programs • Interdisciplinary Research Programs needed for Continuous Process Improvement • Modernization of Credit based, Industry relevant, and Flexible Curricula • Focus on “Internal Revenue Generation” • Tracer studies to validate the curricula and their implementation • Impact studies on the Development Projects • Autonomy to the Project Institutes
Needed Focus of the Indian Engineering Education • Developing outcome based curricula for graduate and postgraduate programs • Multidisciplinary Research Programs in Emerging Technology and interdisciplinary projects • Continuous Process Improvement in Program Planning, Implementing in Cooperation with the Industries in the Industrial Hubs and Corridors • Planning Interdisciplinary and Multidisciplinary Courses to Fast Growing
Industries
meet the Demands of the
• Establishing Innovation Centers to take up Joint Research and Product Development • Providing One Stop Solution to the Industries
Strategic Planning of Engineering Institutes • Undertake Strategic Planning to Produce Excellent Multidisciplinary Graduates and Research Engineers and to undertake High End Sponsored Research Projects • Create Appropriate Vision and Mission • Implement the Planning with Deep Impact
Commitment for the Desired
• Form a Consortium of Institutes to develop the Projects
Partnership in Bidding
Desired New Activities • Establish cells / units/ centers for I-I-G –N L Partnership activities • Plan open house programs for the benefit of local companies • Prepare brochures on the capability of the institutes • Plan seminars based on the current advancements in product design, manufacturing and conducting executive development workshops • Form consortium of the institutes in the region • Train the faculty in preparing technical and financial proposals • Enhance their skills in negotiation
Planning for Industrial Partnership • Develop websites for each department, phone numbers & postal address • Present the expertise of the faculty, their qualifications, achievements & projects completed • Include the available modern equipment, software, fabrication facilities, and testing facilities • Add photographs & videos
Industry –Academia- Government Partnership • Network with the industries in the state industrial hubs with the assistance of the Ministry of Industries and Ministry of State Education / MHRD • Conduct joint evaluation of the existing curricula and synthesize needed outcomes • Assess industrial needs and prepare Program Educational Objectives (PEOs) • Synthesize basic, core, applied and advanced courses • Plan elective courses based on the career needs of the engineering students • Plan new industry specific and outcome based curricula • Undertake testing of the materials from the industry •
Offer employee development programs
•
Plan executive development
programs
• Train the students and faculty members in the industry • Enable product development • Support sponsored research projects
State of the Art State of the Art
Contributors
Essential Elements of a Successful 21st Century Corporate Relations Program
Emily Abbott et al. (2011) , NARCO Writing Team & Bench Marking Committee
Best practices for Industry and University Collaboration
Katherine Chudoba, Mary Beth Watson & Kevin Crowston (2010)
Innovations in Academic-Industry Partnerships
Mark L. Gordon
Case Studies of High Return Univ.-Indus. Collaboration
UIDP (2013)
Forging Strategic Business Partnership to develop 21st Century Workforce
Renu Khater (2013)
Corporate Sponsored Research at Penn State, USA
Roger L. Geiger
Guidelines for Large- Scale Collaborations Between Univ.- Indus.-Govt.- Foundation
Senate Task Force on University-Industry Partnership, USA
Future of Japanese Industries (McKinsey , 2015) • Japan reforms the education system to build talent & capabilities, and instill critical thinking skills • Creates a true education- to- employment pipeline • Inculcates risks taking capacities • Fosters a startup culture • Creates an ecosystem that allows entrepreneurship and innovation to flourish • Increases access to funding • Japanese companies help to design curricula • Japanese educators integrate internships into their programs
Indian needs in the 21st the Century • To build stronger networks linking entrepreneurs, investors, educators and business enterprises
Lessons from Silicon valley (Science/Business Innovation Board, AISBL, EU) • Ensure stable environment of funding and regulations for developing partnership • Give universities the autonomy to operate effectively • Reward activists and collaborative universities • Encourage more • Help universities strive for excellence • Create strategy • Develop win-win partnerships
Lessons… • Commit to a long-term partnership • Create time, space and freedom to achieve your partnership goals • Develop a pool of academies with understanding of industry and business experience • Develop student communities to overcome silo thinking • To attract industry, universities must embrace multidisciplinary research • Design a clear IP framework as part of the master agreement • Industry- University collaboration works best with big framework agreements based on broad principles
Lessons… • Tackle the culture gap on campus • Create incentives and bridge the divide • Select deans who can cross university-industry boundaries • Leadership, vision and resolve are essential • Aim at broad spectrum of outcomes • Build an active role for the institute in serving economic growth • Use peer review to build quality control • Engage leaders in the transformation
Key lessons for partnership • University leadership is essential • Long-term partnership with built-in flexibility works best • Start with a shared vision and develop strategy • Put right faculty in-charge • Kick start the dialogue and encourage cross fertilization of ideas • Don’t get hung up on intellectual property (IP) • Promote a multidisciplinary approach to research • Don’t hung up on measuring the results of a strategic alliance • Redefine the role of the technical institute as a source of competence and problem solving for society
Samples for Research • Faculty Experience : Min. 10 years • Qualification: Min. Masters Degree in Engg. • Institutions: State Tech. Univ., NITs., Private Deemed Univ., and Autonomous Colleges (IITs are excluded) • Assistant Professors: 72 • Associate Professors: 53 • Professors: 21
Status of Industry-Academia-Government (I- A- G )Partnership Significant Areas of Achievement
Activity
Percentage
Norms for sharing the project gains
67.12
Offering Testing Services
59.59
Sponsored projects costing over INR One hundred thousand during a period of three years
58.90
Emerging Areas of I-A-G Partnership Activity
Percentage
Developing Websites for Testing Services & Conducting Open Houses
28.78
Trained Senior Faculty Members to prepare Technical and Financial Proposals
26.03
Exclusive Project Related Technical Supporting Staff
21.91
Weak Areas which Require Support Area
Percentage
Establishing Dedicated Consultancy Center for undertaking sponsored research and undertaking development works for industries
18.48
Commissioning external experts/ subconsultants based on the project needs
11.64
Planned sponsored projects in cooperation with two engineering departments in the same institute
10.96
Successfully completed sponsored projects costing above INR one million over a period of three years
10.96
Areas Where no Work has been Started • Networking with other colleges in the region for bidding projects under MNCs • Networking with other colleges in the region for bidding for sponsored projects under IDAs • Successfully completing sponsored projects costing INR over ten million during the period of three years under IDAs • Established satellite consultancy centers in the industrial hubs
Barriers to Overcome • Tunnel vision on large sponsored research and consultancy projects • Over centralization and no delegation to the key performing faculty on project related activities • No empowerment of high performers • Traditional overlook of extension activities
Actions Suggested • Institutional development and networking with national laboratories and state technical universities • Establishing satellite centers for consultancy works in the industrial hubs and corridors • Focused faculty development in planning sponsored projects, preparation of technical and financial proposals colleges, • Formation of consortium with other autonomous state universities, and deemed universities for bidding large scale projects under MNCs and IDAs.
Ecosystem • Policy enhancement through the Directorate of Technical Education and State Government • Focused faculty development through TEQIP/ISTE/AICTE • Facilitating the Departments to launch interdisciplinary programs to meet the growing needs of the industry • Upgrading the curricula of various modernization
branches through
• Appointing adjunct faculty from the industries • Entering into large scale collaboration with the industries in the corridors and hubs • Empowering the departments to undertake research and development projects
Initiatives to be taken by the Faculty Focus on the excellence Remove fear for the failure Form high performing faculty team Be creative Think out of box Learn to solve the problem Acquire interdisciplinary skills Develop technical and viable financial proposals Negotiate Win and Execute
Vision for I-I-G-Partnership • Meticulously plan the activities • Be committed • Execute • Evaluate • Improve
Thank you Your questions, please