rolls-royce in partnership with academia
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Rolls-Royce in partnership with Academia
Presented by Phil Ruffles
Engineering Professors Congress, Cardiff University
6th April 2004
Why do research in academia ?
Industry benefits - Access to high intellectual capability Continuity and independence of thought Cost - partially funded overheads/leverage
Academia benefits – Opportunity to work on technically challenging, real problems across a broad data base
Attractive cross-cultural working environment for University staff and students
Academy - Industry collaboration - Why a better approach was needed
Pre-1990
– >80 Rolls-Royce / university links in the UK (different departments / research teams)
– Largely based on ‘personal’ links, with no security of future funding
– Few with real ‘critical mass’ - staff or investment
– Supporting infrastructure / facilities limited - difficult to argue for priority investment in any one academic group
– Duplication between research teams…inevitable ?
– Additional - but low - level of activity in mainland Europe and USA
(‘critical mass’ taken to mean a minimum of 6 researchers involved in a single field of relevant study preferably co-located)
Strategic Research– Emerging or as yet unproven technologies
– Beyond scope of current business plans
– Often applicable to range of products and services
Applied Research– Development of generic capability
– Product focused research
– Testing of real components
Technology Validation– Validation of integrated packages of technology
– Aims to provide “off-the-shelf” capability
Blended Wing Body
ANTLE Demonstrator
Types of research
Fuel Cells
RESEARCH AND
TECHNOLOGY PROGRAMME
Technology Validation
• Generic• Project Specific
Research and Technology Management
Product Realisation
Full Concept
Definition
NewProduct Planning
ProductionService Support
Disposal
New Capability Realisation
• Facilities• People/skills• Supply Chain• Infrastructure
R&T Strategy Planning
Rolls-Royce Strategic
Intent
UNIVERSITYTECHNOLOGY
CENTRES
AppliedApplied
ResearchResearch
Global Academic Network
StrategicStrategic
ResearchResearch
Rolls-Royce University Technology Centres
Centres of Excellence in specific technology fields– Concentration of activity into fewer, larger centres
– Based around groups with proven track records
– May be a partnership between institutes
5 year rolling contract covering business and technical goals– Security of funding enables recruitment of high quality staff– Formal IPR agreement to meet needs of both RR and UTC – Formal performance review by joint RR / UTC group
Close working enables effective technology transfer– Staff exchanges / secondments / recruitment– UTC staff involved in RR training courses and staff development
activities
“…“…a case study model for the benefits of effective a case study model for the benefits of effective Industry/University collaboration.” – Richard Lambert Industry/University collaboration.” – Richard Lambert
North AmericaNorth America
UTC at PurdueUTC at Purdue
SStrong links to MIT, trong links to MIT, Georgia Tech, Stanford, Georgia Tech, Stanford, Penn StatePenn State
Developing Canadian Developing Canadian relationshipsrelationships
AsiaAsia
China - NPU, BIAM, China - NPU, BIAM, BUAA, SEDRI, TsinghuaBUAA, SEDRI, Tsinghua
Japan - NALJapan - NAL
Singapore - iHPCSingapore - iHPC
EuropeEurope
20 University Technology 20 University Technology Centres (UTCs) in the UKCentres (UTCs) in the UK
1 UTC in Sweden, other Nordic 1 UTC in Sweden, other Nordic links being developedlinks being developed
1 UTC and 1 Prime 1 UTC and 1 Prime Partnership in GermanyPartnership in Germany
1 UTC in Italy1 UTC in Italy
strong links in other countriesstrong links in other countries
Global research base
What has been necessary to make it work well ?
Central control - policy and direction and budgets– Advisory boards– Annual Conference
Cessation of involvement with some research teams– Breaking of personal links
Acceptance of lead time to get to useful output– Up front agreement on IPR, publication, etc – Establishment of new teams – Industry commitment to fund in advance of results
Flexibility - on both sides– Mutual acceptance that long term research may be deflected - temporarily
- to work on immediate, production issues – Feeds back into research areas
Focus - ensuring research targeted at ‘real’ applications– Validation and production vehicles
University Technology Centres
Imperial CollegeVibration
Imperial CollegeVibration
LoughboroughCombustion Aerodynamics
LoughboroughCombustion Aerodynamics
Cambridge Design Partnership (with BAE)
Materials Partnership University Gas Turbine Partnership (UGTP)
Cambridge Design Partnership (with BAE)
Materials Partnership University Gas Turbine Partnership (UGTP)
CranfieldPerformance
CranfieldPerformance
BirminghamMaterials Partnership
BirminghamMaterials Partnership
SussexAero-Thermal Systems
SussexAero-Thermal Systems
Strathclyde Electrical Power Systems
Strathclyde Electrical Power Systems
YorkSystems & Software Engineering
YorkSystems & Software Engineering
SouthamptonDesign Partnership (with BAE)
Noise
SouthamptonDesign Partnership (with BAE)
Noise
OxfordComputational Fluid Dynamics
Solid MechanicsHeat Transfer and Aerodynamics (Osney lab)
OxfordComputational Fluid Dynamics
Solid MechanicsHeat Transfer and Aerodynamics (Osney lab)
NottinghamManufacturing Technology
Gas Turbine Transmission Systems
NottinghamManufacturing Technology
Gas Turbine Transmission Systems
SurreyThermo-Fluid Systems
SurreyThermo-Fluid Systems
UMIST Electrical Systems for Extreme Environments
UMIST Electrical Systems for Extreme Environments
SheffieldControl & Systems Engineering Materials Damping Technology
Advanced Electrical Machines and DrivesDesign Partnership (with BAE)
SheffieldControl & Systems Engineering Materials Damping Technology
Advanced Electrical Machines and DrivesDesign Partnership (with BAE)
SwanseaMaterials Partnership
SwanseaMaterials Partnership
Purdue, USA High-Mach Propulsion
Purdue, USA High-Mach Propulsion
CottbusTurbomachinery
CottbusTurbomachinery
Chalmers, GothenbergHydrodynamics
Chalmers, GothenbergHydrodynamics
Rolls-Royce Research & Technology funding
UTC Funding today: Rolls-Royce – PV Money guaranteed for a number of years
EPSRC – paid directly to the University
DTI – paid into a holding account and matched approx. 50% by Rolls-Royce
European – 100% funded by EC, paid directly to the University
MoD – paid directly to the University, some contribution from Rolls-Royce
Rolls-Royce funding geared by 2 or 3 times
Overhead rate similar to Research council levelsGood Value …however
=
Significant increase in overhead rates
DTI move away from sectoral funding
Since 1992 Rolls-Royce R&T expenditure has doubled with all of this increase occurring outside the UK
Future challenges…
University Technology Centres
Cambridge
Cambridge
Cambridge
Sheffield
Sheffield
SheffieldSheffield
Swansea
Swansea
Engineering perspectivesSome specific examples of success…
AU3D model
JSF LiftSystemCombustion technologies
Cambridge
Summary
Rolls-Royce is proud to recognise that the company’s success in the market place today
can be directly linked to our close relationship with academia
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