make in sweden 2030 · produktion2030 – a strategic innovation programme supported by vinnova,...

Make in Sweden2030

Produktion2030 – a Strategic Innovation Programme supported by VINNOVA, the Swedish Energy Authority and Formas.

Editors Hanna Widell and Karin Lundberg

Teknikföretagen Communication

Graphic design Irons Design

ContentsProduction in Sweden 2030 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Competitiveness, digitalisation, and sustainability in a fast-changing world . . . 8

Our tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Our strengths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Resource-efficient production . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Flexible production. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Virtual production development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

People in the production system . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Circular production systems and maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Integrated product and production development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

We are located all over the country . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Contributors to Produktion2030 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

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Manufacturing industry is a vital part of Sweden’s eco-

nomy and labour market. Companies like Volvo, SKF, Scania,

Atlas Copco together with their subcontractors and industrial

services companies employ one million people, directly and

indirectly. Industrial production is becoming ever more

complex. The demands on digitalisation, sustainability and

competence are increasing quickly and new business models

are being developed where new services are being combined

with physical products. Manufacturing industry and the

growing number of service companies closely associated

with manufacturing create growth and employment, which

is the basis for Swedish welfare. At the same time the

necessary transition to a sustainable society creates new

possibilities for Swedish manufacturing companies.

Global regions are making powerful investments in R&D for

manufacturing, as well as for industrial digitalisation and

education. Digitalisation and smart, sustainable production

is now on the political agenda in the EU, USA, India and

China. Investments in digital value chains are being realized

and new industrial infrastructures are being established.

Sweden must therefore carry out strategic and long-term

investments that will give our manufacturing industry a

chance to be competitive in the new digitalised markets.

Sweden is a successful country in international comparisons

and we place ourselves among the top European nations

when it comes to innovation and digitalisation. Swedish

industry has long experience of digital technology. The use

of automation in Swedish industry is generally high, as is the

capacity for smart co-operation between people, machines,

robots and automation.

The challenges are many, and global competition from new

industrial countries is fierce. Our base of competence is still

good, but the shortage of qualified workers means that the

2020:s will be difficult for the manufacturing industry in

Sweden. The capacity for product and production innovation

must be strengthened and the pace of industrial digitalisa-

tion must increase.

The new industry strategy that the Swedish government

has presented has four focus areas: digitalisation, inno-

vation, competence and sustainability. Investments are

directed to areas necessary to increase competitiveness in

Swedish industry, as well as supporting industry to become

a leader in industrial digitalisation. At the same, investments

in education and qualification are increasing in order to

meet industry’s long-term needs. In order to succeed, co-ope-

ration between the actors is crucial. Industry, academia and

research institutes and the government must act together.

Produktion2030 is the Strategic Innovation Programme for

industrial production in Sweden. Produktion2030’s vision

is that Sweden in 2030 will be one of the world’s leading

countries for sustainable production. Produktion2030

aims to create competitive production, jobs, and growth

in Sweden. Produktion2030 builds on close co-operation

between The Association of Swedish Engineering Industries,

The Swedish Production Academy and the Swedish research

institutes. Together we have developed research and innova-

tion agendas in 2007, 2009 and 2012.

Make in Sweden is our fourth research and innovation

agenda. It is based on the results from three successful years

of the Innovation Programme Produktion2030. The agenda

points towards 2030 and focuses on how Swedish industry

can strengthen its global competitiveness and create new,

attractive jobs. The Programme will give Swedish industry

the necessary injection of knowledge, energy, innovation

and individuals to face the future. It is therefore absolutely

crucial for Swedish industry that the Programme receives

continued financing from the Swedish government.

January 2017

STEERING COMMITTEE (MEMBERS 2013-2016 AND 2016 ONWARDS):

JAN-ERIC SUNDGREN, AB VOLVO, CHAIRMAN

BJÖRN EKELUND, ERICSSON

BENGT LINDBERG, KTH

LARS-HENRIK JÖRNVING, SCANIA

MARCO ZWINKELS, SANDVIK

MARGARETA OZOLINS, ASTRAZENECA

MATS LUNDIN, SWEREA IVF

MONICA BELLGRAN, LKAB

KRISTINA SÄFSTEN, JÖNKÖPING UNIVERSITY

OLA ASPLUND, IF METALL

PETER JOHANSSON, TEKNIKFÖRETAGEN

RIKARD SÖDERBERG, CHALMERS UNIVERSITY OF TECHNOLOGY

THOMAS STETTER, SIEMENS

ULF SJÖBLOM, SKF

ULF SÖDERGREN, ASSA ABLOY

PROGRAMME OFFICE:

CECILIA WARROL, PROGRAMME MANAGER

JOHAN STAHRE, CHALMERS UNIVERSITY, VICE PROGRAMME MANAGER

HANNA WIDELL OCH KARIN LUNDBERG, TEKNIKFÖRETAGEN, COMMUNICATION

Production in Sweden 2030!The manufacturing industry is a corner stone for the Swedish economy and a strong source of employment. Sweden has more global manufacturing compa-nies per capita than any other country in the world. Many Swedish companies were quick to utilise the possibilities of digitalisation. We have so far maintained our competitiveness in an increasingly tough global market, but we must now take action to maintain that position.

FOREWORD

4 Make in Sweden | Strategic Innovation Agenda | Produktion2030 Make in Sweden | Strategic Innovation Agenda | Produktion2030 5

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OUR CHALLENGES

»In Sweden we manufacture sustainably« CECILIA WARROL, PROGRAMME MANAGER Produktion2030

Make in Sweden | Strategic Innovation Agenda | Produktion2030 76 Make in Sweden | Strategic Innovation Agenda | Produktion2030

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Sweden is an advanced country when it comes to manu-

facturing, and a large number of companies have their

most advanced operations here. Production in Sweden is

resource-effective and flexible. Many companies are mature

in their use of IT from an international perspective. But

with increasing possibilities with digitalisation on a global

scale, Sweden’s comparative advantages are being reduced.

We need to make significant investments in our innovation

capability and competence in order to continue to develop

manufacturing industry. Technical developments in small

and medium-sized manufacturing industry is also central

for Sweden’s competitiveness.

Produktion2030 invests in five main activities: (i) projects,

(ii) small and medium sized companies (SMEs), (iii) educa-

tion, (iv) mobility and (v) internationalisation and analysis.

Competitive production in SwedenThe tools are described in more detail further on in the

agenda.

In order to make a difference, Produktion2030 has

prioritized six areas of strength where industry, academia

and research institutes are competitive, but where continued

investments are necessary so that production in Sweden

can remain sustainable and competitive in the long term:

1. Resource-efficient production

2. Flexible production

3. Virtual production development

4. People in the production system

5. Circular production systems and maintenance

6. Integrated product and production development

Sustainable productionEcological, social, and economic sustainabili-

ty are fundamental for our society. Produc-

tion is an important enabler to increase

sustainability in a broad societal perspec-

tive. Sustainability is therefore the first of

two cross cutting themes. The effective use

of materials, energy optimisation, circular

material flows, and re-manufacturing are

some examples of activities that contribute

to environmental and economically sus-

tainable production. Social sustainability

involves creating attractive workplaces as

well as designing collaboration between

people and robots and support for human

decision-making.

DigitalisationDigitalisation is the second cross cutting theme Produktion2030.

All projects, in fact, encompass increased use of digitalisation.

In an industrial context digitalisation means that all resources,

namely products, machines, infrastructure, and people, can be

described in a digital form through scanning, modelling and

simulation. In its digital form production can be optimised to

create added value for manufacturing companies, e.g. through

increased productivity, quality and flexibility. The term digi-

talisation also includes an increased amount of connectivity.

This will be possible through the Industrial Internet of Things.

Connection and communication standards such as 5G will play an

important role in the internet-enabled factory. It enables extre-

mely fast transfer of large amounts of data and communication

in real time. The internet-enabling of all parts of the production

process is a prerequisite in order for customers and suppliers to

be integrated into digital value chains.

Competitiveness, digitalisation and sustainability in a fast changing world

OUR CHALLENGES

Make in Sweden | Strategic Innovation Agenda | Produktion2030 9

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4.Mobility

5.Internationali- sation and analysis

2.Small and medium- sized companies

3.Education1.

Projects

OUR TOOLS

Our five instruments

Investments need to be made broadly across the research

and innovation system to secure the long-term competitive-

ness of Swedish production. The five instruments offer five

different ways to co-operate with Produktion2030, which

means that stakeholders can participate in different ways,

based on their vantage points.

The five instruments can be combined so that the results

will be implemented in companies as well as in education

and research organisations.

The instruments are the operations of Produktion2030

and involve industry, universities, and research institutes

all over Sweden.

1. ProjectsResearch and innovation projects These projects involve several players from industry, academia, and research institutes. Research and innovation projects normally take two to three years to complete. Co- financing from companies must amount to at least 50%. The projects can involve both early and late stage knowledge phases.

Test and demonstration projects Test and demonstration projects can be carried out in laboratory or industrial environments and should result in a high level of technology maturity. The industrial co-financing should therefore be high, at least 60%. The projects focus on testing or demonstrating new technologies and methods in realistic environments. Test and demonstration projects usually have a larger budget compared to research and innovation projects.

3. EducationPhD programmeThe national PhD programme Produk-tion2030 provides a national platform for PhD students in the production area. Students can choose freely among the more than 30 available courses within the field of production. New courses are added regularly and the range of courses are also available to industry.

Masters courses Produktion2030 is currently developing a portfolio of cours modules at Masters Level in the production field, with a focus on industrial digitalisation.

4. Mobility Personal exchange projectsParticipants in Produktion2030’s projects can apply for up to 200,000 SEK for exchange programmes where people from industry or research organisations can learn from each other and access new methods and technologies. People can rotate from industry to academia or research institutes, or from academia/research institutes to industry.

Study visitsProduction2030 organises study visits for groups within industry, academia and institutes. The aim of the visits is to give the participants knowledge and insight in ongoing investments with a focus on increased sustainability and the digitalisation of production in Sweden.

5. Internationalisation and analysisInternationalisation is a theme in Production2030’s toolsProduktion2030 continuosly analys and gives input to EU research programmes relevant for industry, such as the Factories of the Future programme. The aim is to increase the relevance of European research financing for Swedish players in the production area. Produktion2030 also helps Swedish industry and research actors approach EU programmes.Produktion2030 is also active in European efforts in digitalisation, small and medium- sized companie,s and testbeds.

AnalysisProduktion2030 analyses trends and challenges that affect production and the manufacturing industry. It is central to the programme’s calls and initiatives to have a relevant focus and to achieve desired effects analysis are carried out continuously through international networks, study visits around the world, and workshops with industry, academia, and institutes. Produktion2030 has visited India, Singapore, South Korea, Japan, USA, and Germany.

Produktion2030 is based on five instru-ments: Projects, Small and medium-sized companies, Education, Mobility, and Inter-nationalisation and analysis. Together, these instruments secure that the Programme will have a sustainable long-term effect.

2. Small and medium sized companiesPackaging projectresultsPackaging results from projects is a way to increase the dissemination of new knowledge and technology to SMEs. Each project is tasked with packaging its results in a way that is usable and easily available for companies outside the project consortium.

Dissemination and distribution of resultsThe distribution of results is made possible through collaboration with local and regional industry clusters and networks.

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OUR STRENGTHS

Areas of strength

The challenges are important foundations for development

and expansion of research, education and development. To

ensure a long-term development approach of the strength

areas. Produktion2030 have created six expert groups,

one for each strength area. These groups are open forums

where companies, academia, research institutes, and other

players with an interest in the strength area can participate.

Produktion2030 builds on Sweden’s strengths in production and the manufacturing industry. Six areas of strength have been chosen through an extensive process with participation from industry, academia, and research institutes. The six areas of strength are major industrial challenges, but also areas where Swedish manufacturing companies, academia and research institutes rate well internationally.

STRENGTH AREAS 1:Resource- efficient production

STRENGTH AREAS 2: Flexible production

STRENGTH AREAS 3: Virtual production development

STRENGTH AREAS 4: People in the production system

STRENGTH AREAS 5: Circular production systems and maintenance

STRENGTH AREAS 6: Integrated product and production development

CROSS-FUNCTIONAL THEME: Sustainability

CROSS-FUNCTIONAL THEME: Digitalisation


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STRENGTH AREA 1:

Resource-efficient productionResource-efficient production is a prerequisite in order to maintain cost-effective manufacturing in a high cost country like Sweden. Resources and time must be used efficiently for production to be competitive. Research and innovation aimed at resource-efficient production needs to have a holistic perspective.


STRENGTH AREA 2:

Flexible productionFlexibility is fundamental for customized products and one-off-a-kind production. Flexible production has an impact in flexible volume changes, variations, new materials, and new material combinations, which demands innovative manufacturing methods, automation solutions, and knowledge. Automation, digitalisation, and advanced simulation models create possibilities for flexibility through the integration of systems to achieve decentralised management and monitoring of production processes.


Photo Jonathan Berglund, Chalmers University of technology.

STRENGTH AREA 3:

Virtual productionVirtual tools and digital models are fundamental to develop the next generation of complex products and production systems. In tomorrow’s factories, a large number of the production resources and machines will be connected to the Internet. Data collection, analysis and the communication and handling of large quantities of data will enable the creation of “digital twins” of production systems. Virtual factory gives the company the ability to make correct decision by using complex data to achieve optimisation and by the development of smart production strategies. Although many Swedish companies have introduced virtual technologies the technology is still used as isolated islands in production and preparation processes. The main challenge is to optimise the whole digital value chain and implement data collection, data management, visualisation, and strategy.

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STRENGTH AREA 4:

People in the production systemPeople have a key role in the digitalised industry and future production systems. The complexity of production demands that competent people can collaborate with advanced, automated production systems, robots, and manufacturing processes. Employees must handle production processes and systems in virtual, digital, global networks. Digitalisation, sensors, and large quantities of data create new demands on security, advanced communication, interfaces, and the distribution of tasks between people and production systems. Advanced technical solutions enable the development of work stations, production and assembly methods, ergonomics as well as access to information independent of language.

STRENGTH AREA 5 – CIRCUL AR PRODUCTION SYSTEMS AND MAINTENANCE

STRENGTH AREA 5:

Circular production systems and maintenanceCircular systems for products and production systems are essential to realise re-manufacturing. Products, components, materials, and data can be re-used and re-manufactured in several cycles through smart maintenance and reconditioning. The production system is the back-bone of a manufacturing company and smart maintenance, sensor technology, and data analytics play a big role in predictive and smart maintenance. The transition to a circular economy will require a new type of design thinking at product and production level to enable services like “on-demand production capacity”.

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STRENGTH AREA 6:

Integrated product and production developmentProducts must create value for all companies in a supply-chain. The development of products and production systems needs to be done in parallel, in an integrated way, involving all suppliers simultaneously. This difficult challenge of “concurrent engineering” is vital in order to generate customer based products and services, flexibility and short time to market. Integration of product and production development requires digital product models and information from each part of the development stage. With the help of large quantities of data (”big data”), digital models of new materials, and simulation of advance product and production systems, increased integration can be achieved and the sped of development and output can increase manifold.

Make in Sweden | Strategic Innovation Agenda | Produktion2030 21

Universities Blekinge Institute of TechnologyCHALMERS UNIVERSITY OF TECHNOLOGYUNIVERSITY OF GOTHENBURGUniversity of GävleHalmstad UniversityUniversity WestUniversity of SkövdeJönköping UniversityKARLSTAD UNIVERSITYKTH Royal Institute of TechnologyLinnaeus UniversityLinköping UniversityLuleå University of TechnologyLUND UNIVERSITY - Faculty of EngineeringMälardalen UniversityMID Sweden University Umeå UniversityUPPSALA UNIVERSITYÖrebro University

Research institutesAcreoFraunhofer-Chalmers Research Centre forComputational Mathematics Swerea IVFSwerea KimabSwerea SicompSICS Swedish ICTRISE – Research Institutes of Sweden

ClusterAutomation RegionAutomation SmålandASC Arctic Steel Circle CAM – growth in established small businessesCompraser Labs Incitia Innovatum Industrial DynamicsP3 Network – The Network for practical product planningTin ForumNetwork for the Environment product development

Steel and EngineeringTechtankSwedish Composite CompoundSwedish mounting forumSwedish Powder coating Technical Association – SPFSwerea IVF stakeholder AssociationThe Swedish Manufacturing R&D ClustersHeat treatment forum

IndustryABBAB Volvo

Volvo Cars CorporationVolvo Construction EquipmentVolvo PentaVolvo PartsVolvo Truck Corporation

AltranAlkit CommunicationsArcamBosch RexrothBrogrens IndustriesCapGeminiCEJNCEVT (China Electrical Vehicle Technology)CGMCombitechDassault Systemes ABEkan ABElektrokopparEskilstuna Factory CompoundExamec GroupG2 MetricGestamp HardtechGKN Aerospace Sweden ABHaldexHexagonHuman Factors & Risk Management Group ABHöganäsIAC SwedenLundin Mining National Electric Vehicle Sweden AB

NexansMechanical engineering in OskarshamnMetsoMMAMVVModul-System HH ABOptronicOriflamePennyPermanova Laser SystemsPRODTEK LundRD&T TechRFR SolutionsQlean ScandinaviaSAAB AB

Saab AeronauticsSaab Dynamics

Sandvik CoromantSandvik Mining & ConstructionScania CV ABSeco ToolsSekvensaSemconSiemens Industrial Turbo MachinerySKBSKFSSABFoundation drivhuset at University WestThe Foundation Industry TechnologySwecoTeknikforetagenTetra PakToyota Material HandlingUBD CleantechVTT Industrial SystemsÅF

Contributors to Produktion2030

»To secure long-term competitiveness in production, investments need to be made broadly across the research and innovation system«

Large numbers of companies, universities, and research institutes all over Sweden are involved in Produktion2030

20 Make in Sweden | Strategic Innovation Agenda | Produktion2030

STRATEGISKA

INNOVATIONS-

PROGRAM

Med stöd från:

Produktion2030 is a Strategic Innovation Programme. The aim is to increase competitiveness in Swedish manufacturing industry, through co-operation between industry, academia and research institutes.

produktion2030.se

make in sweden 2030 · produktion2030 – a strategic innovation programme supported by vinnova,...

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