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  • ManufacturingTV

    This is ManufacturingTV We tell the stories of modern manufacturing that audiences outside the sector rarely see nor understand We aim to change the way manufacturing is perceived by government and the wider population We produce video content for and about manufacturers. News, features, analysis View our content > We are supported by some of the finest institutions and companies in UK manufacturing We promote community, collaboration and continuous improvement. Meet our partners > Join us > We work with great companies whose products support manufacturers Work with us >


    Kaizen Central Kaizen Central is a weekly gathering of manufacturers and friends to discuss issues of importance to the sector, to listen to expert guests and to share knowledge and expertise. We say we meet each week in the spirit of community and 'continuous improvement', which is the customarily accepted translation of the Japanese word Kaizen. Anyone is free to join, or watch the meeting live. Every Thursday at 6pm. And as we roll out tutorials for SME manufacturers, based on the clusters of expertise within our group, these will be accessible here. REGISTER MEMBERS HUB WATCH LIVE LEARNING


    Our strategic partners The strategic partnerships we have formed with the following organisations are a vital part of our development of this service. ​ We are grateful to them for the faith they have in our shared vision. Click on their logos to see some of the content we are developing on their behalf, in gratitude for their support. Xpertrule Software Creators of the Xpertfactory, the result of extensive experience over two decades in applying advanced AI technologies to improve manufacturing and process plants. ​ Automation software for solving complex problems, built on a unified low-code platform. Learn more here The High Value Manufacturing Catapult ​ Providing companies with access to world-class facilities and skills to scale-up and prove-out high value manufacturing technologies. Now leading UK manufacturing’s Green Revolution. Learn more here Innovate UK ​ Driving productivity and economic growth by supporting businesses to develop and realise the potential of new ideas, including those from the UK’s world-class research base. Learn more here Sage UK ​ Sage help manufacturers run smart, faster, more connected businesses with products like Sage 200cloud, managing accounts, customers, manufacturing, supply chain and more. Learn more here


    Case studies from our Strategic Partner For full details of how your company can apply for grant funding from Innovate UK, please click here. Powered by an idea How a company that excelled at making racing yachts go faster saw an opportunity to revolutionise the wind turbine industry. ​ And how a grant from Innovate UK took their idea from drawing board to commercial viability. View Case Study Collaboration by design How the UK's innovation infrastructure works to bring together companies and agencies that create new value out of existing technologies. ​ In this case, how i3D Robotics, experts in 3D vision systems, are working with the University of Sheffield Advanced Manufacturing Centre to create a Digital Operating Theatre capable of remote 3D surgery. View Case Study

  • i3D Robotics Case study | UKMfgTV

    Case Study - i3D Robotics For full details of how your company can apply for grant funding from Innovate UK, please click here. Innovation can be an elusive concept. We think we know what it looks like but how many know how to make it happen? Perhaps one of the keys to that is laying the ground for productive collaboration between two entities who might never otherwise have worked together - and then getting funding to make it happen. This story is about i3D robotics , whose expertise is in 3D vision systems, working with AMRC to create a virtual reality operating theatre, to create not just 3D tele-medicine but, potentially, 3D remote robotic surgery.

  • ACT BLADE Case study | UKMfgTV

    Case Study - ACT Blade For full details of how your company can apply for grant funding from Innovate UK, please click here. Innovation can change our world but it needs a helping hand. This is the story of ACT Blade ( ), a company that used to focus on designing sails for Americas Cup yachts but saw how their technology could transform the way wind turbine blades are made. And it is about how a grant from Innovate UK ( meant that agencies of the UK's High Value Manufacturing Catapult, together with the Offshore Renewable Energy Catapult could help turn that idea into a viable reality.


    The High Value Manufacturing Catapult Annual Review 2020/2021 ​ The High Value Manufacturing Catapult says it wants to move the UK to be among the top 5 manufacturing nations by GVA by 2030. This significant ambition is part of the Catapult’s Annual Review, just published. The Review reports that the Catapult last year generated close to half a billion pounds’ worth of R&D and worked with close to 6,000 manufacturing companies. The Review’s publication gave us the opportunity to speak to Katherine Bennett CBE, who recently took over as CEO of the HVM Catapult. ​ Full transcript of the interview is below the video. ​ Interview transcript ​ ​ Nick Peters: Hello there. The High Value Manufacturing Catapult achieved near iconic status at the start of the pandemic, when its then CEO, Dick Elsy, led the manufacturing consortium that delivered on the Ventilator Challenge, producing nearly 14,000 of these vital machines for the NHS, even though everyone involved was working in isolation. It was an extraordinary effort made possible by brilliant engineering, Elsy's leadership and, of course, the advanced digital manufacturing technologies that permitted such a wildly successful design, collaboration and production to happen via remote control. Well, today, I'm delighted to be joined by Dick Elsy's successor as CEO of the HVM Catapult, Katherine Bennett. Katherine joins us from the National Composites Centre near Bristol, one of the Catapult's seven national research centres. Katherine, welcome. ​ Katherine Bennett: Thank you very much, Nick. Pleased to be here. NP: Now, you've just released the Catapult's annual report. It's clearly been a heck of a year for the High Value Manufacturing Catapult. KB: Well, it's been a year of rollercoaster for everybody, but certainly for our Catapult. We're really pleased about how the seven centres worked so hard, so diligently and worked on many, many collaborative projects, which we include in our Review, such as working on the Ventilator Challenge and some amazing work with PPE providers, one of whom is now the biggest supplier of PPE to the NHS - in a matter of weeks they ramped up their production. So quite astonishing the results. And I'm very proud to to hear the stories of what they've been working on. NP: You've just mentioned the Ventilator Challenge. Of course, that was an astonishing episode, but the Catapult did more than the PPE and the Ventilator Challenge to aid in the national response to Covid. And I think it demonstrates the the breadth of operations that you have as part of the seven research centres of the Catapult. KB: Yes, of course there's the outstanding work led by CPI up in Darlington, who were part of the Vaccines Task Force, again, who helped to ramp up the vaccine production at very short notice, and the connections and projects and collaboration experiences that the teams have learned through this experience will be super helpful for us in the future to come. NP: Well, I was going to say, do you take for granted that the wider population or perhaps even some in government really understand why the Catapult was uniquely positioned to deliver on this very vital action at a moment of national emergency? KB: Well, it really brought to the fore the scope and breadth of all the capabilities in our centres. You know, we have 18 sites around the UK and seven centres, all of which have incredible capabilities and machinery. We have eight hundred million pounds worth of machinery assets owned by our centres. But more importantly, Nick, going to your question. It's the skills, the capabilities, and also finally, the convening, the collaboration that the Catapult can bring. And that's what really made sure that we were at the fore of bringing people together so quickly in light of this dreadful pandemic. ​ NP: Well, obviously, everything that has happened has added further to the Catapults political capital. What is your strategy now as the new CEO? What are you going to do with that political capital? How are you going to spend it? KB: So we've just marked our 10 years of being in existence. I mean, some of the centres individually have been around for a lot longer, but certainly it's put our name on the map. I maybe want to work hard to ensure that name on the map is in bold and underlined even more! And it's the stories and the case studies that I've been learning about since I've been visiting the different centres since I joined eight weeks ago. That's really helped me understand how I can communicate that better to government audiences and also really importantly to the rest of industry. ​ NP: Now, you've just mentioned the Catapult has been formally in existence for 10 years, and it's grown from that small cluster of innovation and research centres into arguably one of the largest manufacturing capabilities/facilities in Europe. And the report says, your Annual Review, says that the Catapult is a true agent of industrial transformation. What does industrial transformation mean to you and how does the Catapult achieve it? ​ KB: Well, those are the two words that are really my mantra as part of my time as CEO. It's how we can ensure that the capabilities that we've developed, the people we have, the skills, the projects, the ability to convene, people, all of that, we've got very high ambitions can help transform the industrial landscape. ​ So as you may know, the UK is currently about ninth in terms of world manufacturing capability, in terms of the ranking. Here we are just as the Olympics are finished, so we're all about medal tables. And one of the things we want to do as part of our industrial transformation is help the UK reach and maybe move up a few slots to go up to maybe fifth. So that's one of our ambitions. So what we're doing is building on the experience we've got amongst our different centres, working together more collaboratively. So the seven centres at several different sites around the UK, but myself and the other CEOs of these centres, really it's all about working closer together. And that's maybe more an internal fact. But actually, we want the outside world to see that if you come and knock on the door here at the NCC, you can also access the centres around the UK. And that's part of the spirit and ingenuity that we want to continue with. NP: The annual report is very keen to point out the numbers of SME manufacturers you've worked with. It says that 56 percent of the nearly 6,000 companies the Catapult worked with were indeed SMEs. But actually SMEs are 95 percent plus of the manufacturing sector. So actually, I would argue that seems quite low. Is it because the Catapult tends to be geared towards the needs of larger companies, or do you think it's because SMEs are frankly unaware of all that the Catapult has to offer? ​ KB: I think the best way of answering that question, Nick, is to look at where we've come from. So we started, as you said earlier, by a series of smaller innovation centres, mainly clustered around universities, and that there's a sector expertise. One of the big mantras of the government at the moment is talking about place and levelling up. And actually the Catapult that is that writ large, and it's building up from that clustering, that meant that, yes, larger companies were our partners, but also it meant that smaller companies midcaps and also SMEs can learn more about how partnerships between universities and academia and other industrial partners can work. But absolutely, there's a whole world out there of SMEs who have yet to be reached by our Catapult. And this is one of the reasons why I'm happy to talk to ManufacturingTV today, to ensure that SMEs know more about our capabilities. And we've got teams working at each one of our centres who are 100 percent focused on the SME dialog. And we know that's the lifeblood of our industry. And we want to help those SMEs who may need help with putting business plans together and making sure they've got the right management skills, but also, really importantly, learning how to turn their business, perhaps to more digital manufacturing methodologies, learning more about different materials and, you know, just learning from each other. Because one of the things, as I said earlier, is that we can convene organisations together. NP: A few moments ago, you mentioned the leveling up agenda of the government. Do you think manufacturing should be regarded as the spearpoint of that drive to level up the regions of the UK? KB: Well, we absolutely tick the box of leveling up, we're based around the UK, up in Scotland, down here in Bristol, and, of course, in the Midlands extensively, and Darlington up in the North East. We have sites also in Liverpool. And I just read recently over the weekend that actually many parts of the North and North West are improving, productivity is improving, and manufacturing is absolutely a core part of that. We certainly can see that manufacturing and ensuring that people learn more about designing and making things is the future that we need to ensure the UK is strong at. We're all in this together. It's not just learning how to do manufacturing or how to do it better. It's also about having the right skills. And that's another part of the work that we're doing here at the Catapults to help ensure that different parts of the UK also can have access to the right skills and talent. NP: A final point. You join the HVM Catapult following a brilliant career at Airbus and before that at General Motors. How will your experiences at these very large companies inform your leadership of the Catapult? KB: Well, I feel very lucky, actually. Very early on in my career, I also worked for a short time in the nuclear industry. As you said, I worked in automotive and then latterly in aerospace. So these are three key sectors that are really important for the Catapult. And I'm actually really enjoying, Nick, learning more about other sectors that I didn't know so much about: construction, pharma, food and drink. So there's so many opportunities. But yes, I will bring hopefully all the experience I've had in those other large international companies to bear, to bring examples of of good working practices. But actually, at the moment, I'm learning more from others than I'm bringing. But I'm sure I'll be able to bring some of my experience in the next few weeks and months as I get to know everybody and learn more about the opportunities the Catapult can provide. NP: Katherine, it's wonderful to see you taking over the reins from Dick Elsey at the Catapult. All the very best of luck to you and the teams around the country. KB: Thank you, Nick, and good luck with ManufacturingTV. NP: Thanks very much, Katherine. ​ Download the High Value Manufacturing Catapult's full Annual Review 2020/2021 here


    A series that focuses on some of the great companies in British manufacturing. ​ Some you will have heard of - iconic consumer brands, like Brompton Bicycle. ​ Others you may not have, but nonetheless they are massive success stories whose stories are of immense significance to UKplc on a global scale. ​ All represent the best of British ingenuity, innovation and determination. ​ Our first report is on a company whose name will be familiar to just about everyone! The Best of British

  • HVMC | UKMfgTV

    The High Value Manufacturing Catapult Annual Review 2020/2021 An interview with Catapult CEO Katherine Bennett CBE Click here to view interview