Dr Simon Ford, from IfM's Centre for Technology Management, explains why we need to take a clear-eyed view of this much hyped technology if it is to realise its potential.
Governments around the world have high hopes for Additive Manufacturing (AM) also widely referred to as 3D printing. But if it is to have the economic impact they are looking for, there needs to be a better understanding of both the huge opportunities AM presents as well as the barriers that may prevent it realising its potential.
Method can produce strong, lightweight materials with specific surface properties.
Today, we commence a month-long focus on research on advanced materials. To begin, materials scientist Professor Mark Blamire and engineer Professor Bill O'Neill discuss how research in Cambridge is helping to advance the material world.
Head of NanoManufacturing at the IfM, Dr Michael de Volder explains why manufacturing carbon nanotubes is so difficult and so important.
Are you happy with your smartphone? Bill O'Neill, Professor of Laser Engineering and Director of the IfM's Centre for Industrial Photonics isn't.
Professor Bill O’Neill, Head of the Centre for Industrial Photonics, discusses the current role that precision industrial lasers and other technologies are playing in increasing capability and productivity in manufacturing.
From wind farms to data storage, from deodorants to floor tiles, tribology is involved in many aspects of modern life yet most people have never heard of the word, let alone know what it means.
Dr Ronan Daly, from the IfM?s Inkjet Research Centre and founder of the new Fluids in Advanced Manufacturing Group, explains why taking a cross-disciplinary approach to advanced manufacturing research has the potential to deliver solutions to some of the world?s most pressing problems.
Friction is immensely important to us ? without it, for example, we could not walk or even crawl yet it is only 50 years since a special word tribology was first coined to describe its study. Professor Ian Hutchings who leads the Inkjet Research Centre at the IfM has recently had a paper published on Leonardo da Vinci and his studies of Friction.
Understanding fluids and their behaviour is key to developing new manufacturing processes and a wide range of applications.
Where will we make things in the future and how will the concept of a factory evolve? IfM's Professor Duncan McFarlane says that how we answer these questions is changing and is affecting our priorities for automation.
Big Data and the new analytics
Big data has been touted as the 'new oil for business', representing incredible potential financial rewards. How should they go about using it, asks Professor Andy Neely.
The internet, social media, cloud computing and mobile devices have created previously unimaginable quantities of data. People talk about 'data being the new oil', a natural resource that companies need to exploit and refine. But is this really true or are we in the realm of hype?
Aircraft that work together to solve complicated mathematical problems and airports with more flexibly used runways could be the future of flying, according to studies by University of Cambridge engineers and their industrial and academic partners.
Failing to jump aboard the Big Data train will leave businesses in the dust of newer, smarter start-ups, says Andy Neely in a blog article in The Telegraph.
Dr Mohamed Zaki discusses the pitfalls of relying on simplistic numerical values to measure customer loyalty.
The Distributed Information and Automation Laboratory (DIAL) at the IfM are working with companies such as Boeing, Exxon, Electrolux and Laing O'Rourke to develop smart ways of using data to improve performance and increase resilience.
Business model innovation
Dr Doroteya Vladimirova from the Centre for Industrial Sustainability contends that manufacturers need to start doing business differently if they are to create value for themselves and for society as a whole ? even if that means working with some of their competitors.
The Cambridge Value Mapping Tool has been developed and refined over the last five years. It uses a structured and visual approach to identify 'value uncaptured' in the form of failed value exchanges: value missed, destroyed, surplus, and absence.
Dr Chander Velu, head of the IfM's Business Model Innovation research programme, explains why the time has come to put business model innovation under the microscope.
New digital technologies are supposed to bring us unprecedented efficiencies and new opportunities for value creation. So why has the productivity of major economies been slowing down over the past 10 years?
Business strategy & performance
Small firms with big ideas are a critical component in driving the nation towards a knowledge economy – but SMEs are often left out of the innovation system. Dr Nicky Athanassopoulou discusses how universities can work with small businesses to boost innovation.
Dr Imoh Ilevbare, Product Manager for IfM Education and Consultancy Services, describes the IfM's approach to developing business tools and processes from cutting-edge research.
Dr Clive Kerr and Dr Rob Phaal from the IfM?s Centre for Technology Management (CTM) are looking at better ways to design and use management tools and toolkits.
Design for transformation
James Moultrie looks for universal appeal when beauty in is the eye of the beholder.
Additive manufacturing (AM) technologies have resulted in significant changes to the way we design complex components. But the uptake beyond prototyping and small scale production remains slow.
Find out how IfM’s Executive & Professional Development (EPD) team, in partnership with Atos and Paderborn University, has developed an award-winning programme to develop technology experts as business leaders.
New digital technologies are radically changing the ways firms manufacture products, the business models they adopt, and even how they innovate. At a national level, digital technologies promise to reshape national manufacturing systems and redefine sources of competitive advantage.
Professor Andy Neely, Head of the IfM and the Cambridge Service Alliance, on how industry leaders should focus on five key areas if they want to survive the journey to a digital future.
Most of you have probably heard the Internet of Things, or the IoT, mentioned but have you ever wondered what it means and where it all began?
The speed at which technologies are now evolving and computational power is increasing means that digital manufacturing is now coming of age and with it widespread innovation and disruption.
Dr Jag Srai, Head of the IfM's Centre for International Manufacturing (CIM), and his team have developed a new way to help companies embrace the challenges and opportunities of digitalising the extended supply chain.
Professor Duncan McFarlane introduces a new research project into low-cost digital solutions for manufacturing SMEs.
Dr Florian Urmetzer explains how Transport for London has used ecosystem mapping to identify relationships and value exchanges for better results in planning a large infrastructure project.
Georgina (George) Rose graduated with an MEng in Manufacturing Engineering in 2010.
In 2003 Richard Joseph set up Joseph Joseph, the innovative kitchenware company, with his twin brother Anthony. It now has a turnover of ?40 million, sells its products in 104 countries and has 80 employees.
Jonathan Duck took the Production Engineering Tripos (PET) 1981-1983, when it was only in its third year. It was renamed the Manufacturing Engineering Tripos (MET) soon after.
Two MET graduates, Susan Long and Abi Bush, are changing the face of humanitarian aid using innovative manufacturing engineering solutions to help people around the world that are affected by disaster or war through their work with non-profit organisation Field Ready.
Two key aspects of developing industry readiness are preparing graduates to solve real, rather than academic problems, and giving them experience of a range of industrial working environments.
To acquire and develop a skill, we first need to unpick and describe what it involves more closely. But describing a skill is more challenging that we might expect. Dr Judith Shawcross from the IfM explains some insights from her research into this.
Graduate student Ben Proyer has been part of an IfM research team testing the effectiveness of wearable technologies for industrial skills development. He shares his perspective on the project.
Tom Ridgman explores the history of engineering education and how we should be educating the engineers of the future to effectively harness the rapid technological changes driving the next production revolution.
Global supply chains
The Centre for International Manufacturing (CIM) is leading the research programme in REMEDIES, a £23m sector-wide initiative to understand how pharmaceutical supply chains in the UK are set to change.
In this age of rapid and escalating change, what can businesses do to flourish? Take a look at their supply chains, say researchers in the Centre for International Manufacturing, part of the IfM, based on their research in the UK and India.
The globalization of manufacturing has radically transformed how supply chains are built. As a result, tomorrow's supply networks will need to be more strategic, resilient, sustainable, and customer-focused.
Revolutionising pharmaceutical supply chains - from how a pill is made to the moment it is swallowed by the patient.
As the annual Cambridge International Manufacturing Symposium marks its twentieth year Dr Tomas Harrington, Dr Jag Srai and Paul Christodoulou from the IfM?s Centre for International Manufacturing (CIM) reflect on the new supply chain thinking that is emerging from companies such as Cisco, Coca-Cola, Jaguar Land Rover, Johnson Matthey, Cambridge University Press and Schneider Electric.
With the advent of new technologies, a changing geopolitical context and ever more pressing concerns about sustainability, are we seeing the emergence of a new form of globalisation? Dr Jagjit Singh Srai examines the current state of globalisation in this article for The Manufacturer.
Dr Jag Srai explains how ReMediES, a 23-million funded, 4-year project has forged a new model for cross-sector collaboration in UK medicines manufacturing. As the project concludes, he describes some of the innovations it has delivered.
Innovation and IP management
Frank Tietze knows more than most about IP and hopes to help Cambridge and the UK do a lot better in the global IP charts.
As manufacturers transition into digitally driven business models, there are significant implications for intellectual property (IP). Dr Frank Tietze considers five key challenges, and some strategies to address them.
Dr Mukesh Kumar from the Centre for International Manufacturing suggests that multinational manufacturers are taking unnecessary risks with their industrial investments and he offers a solution.
Manufacturing a better world
Dr Maria Holgado from the IfM?s Centre for Industrial Sustainability (CIS) has been researching maintenance and particularly how it can make a vital contribution to a company?s long-term sustainability.
Earthquakes, tsunamis, floods and droughts: when a natural disaster strikes, relief organisations react by providing medical treatment, food, water and shelter. However, in these difficult and chaotic circumstances supply networks often prove to be insufficiently resilient.
IfM's Centre for Industrial Sustainability is focused on increasing our understanding of how to transform industrial behaviour to develop more sustainable environments, economies and societies.
IfM research is helping to contribute to global industrial sustainability - economic, environmental and societal - by addressing global "Grand Challenges".
The IfM?s NanoManufacturing group is developing nanotechnologies to supply clean water for developing nations and build better batteries for renewable energy.
Engineers and scientists from Fluids in Advanced Manufacturing and Cambridge Analytical Biotechnology groups have joined forces to develop an on-the-spot low-cost tool for the rapid diagnosis of infectious diseases.
Dr Mukesh Kumar leads research in supply chain resilience at the IfM. He describes how his work is helping to tackle one of this century's most important challenges: food safety.
2015 is an important year for the IfM. This October sees the 50th annual intake of students on its MPhil in Industrial Systems, Manufacture and Management.
In a sector characterised by the need to reduce time to market and find new ideas to generate new products, firms are constantly searching for ideas and innovations that will give them a competitive edge. Open innovation (OI) can facilitate this process.
How can major industry challenges be better addressed with astute approaches to innovation and design? Find out about a recent Forum challenge to rethink food packaging for improved sustainability.
The companies most likely to thrive in the complexity, speed and uncertainty of today’s global business environment are those who are able to innovate effectively. Dominic Oughton explains why Open Innovation is a compelling strategy for businesses in the FMCG sector and beyond…
Dr Rob Phaal gives seven ways organisations can improve their approach to roadmapping, providing an excellent foundation for planning strategic technology and innovation activities.
Professor Andy Neely, Director of the Cambridge Service Alliance and the Royal Academy of Engineering Professor of Complex Services at the University of Cambridge, reflects on some of the key trends in servitization and the strategic choices facing today's manufacturers.
New research led by Prefessor Andy Neely, Director of the Cambridge Service Alliance (CSA) argues that a shift to services is vital for UK industry.
At the Cambridge Service Alliance we are exploring new service-based business models and, in particular, what the business to business (B2B) world needs to learn from consumer-focused companies.
Co-creation is a core capability for unleashing the immense resourcefulness of outsiders. Yet ten common co-creation myths prevent companies from seeing the potential to innovate better.
The term innovate or die is now a mantra for business. But sometimes innovating without fully understanding your business ecosystem, or before your ecosystem is ready, can be a massive blunder. Dr Florian Urmetzer from the Cambridge Service Alliance explains why.
Strategic asset management
Dr Ajith Parlikad, Head of the IfM's Asset Management Group, explains how effective asset management can deliver significant value both for manufacturers and for infrastructure owners and operators.
The key to long-term management of infrastructure lies in futureproofing, say Duncan McFarlane and Tariq Masood.
What would it take to enable a piece of infrastructure to take care of itself, asks Duncan McFarlane of the Cambridge Centre for Smart Infrastructure?
Dr Dai Morgan from the IfM's Centre for Industrial Sustainability (CIS) reflects on the UK government's recent Foresight report on the future of manufacturing.
Dr Doroteya Vladimirova from the IfM's Centre for Industrial Sustainability contends that manufacturers need to start doing business differently if they are to create value for themselves and for society as a whole.
Technology and innovation policy
QUESTION: How do we get better at taking the research knowledge from our science and engineering base and turning it into technologies, industries and economic wealth?
As manufacturing becomes more complex, distributed and interdependent, policy makers around the world are looking for new ways to ensure national competitiveness for the so-called ‘next production revolution’.
IfM briefings and case studies provide a two-page summary of management, technology and policy issues.
Innovation is key to growth but how do you manage it efficiently and how do you go about deciding what new product or process to invest in?
Dr Thomas Bohné shares insights from current research into the potential for using cyber-human technology for industrial skills training.
With new technologies appearing more rapidly than ever before, Dr Letizia Mortara discusses how technology intelligence could help pick the ones that will deliver competitive advantage and spot the threats.
How can organisations take a more strategic approach to managing innovation, and why could this be beneficial? John Saiz and Dr Clemens Chaskel share their insights.