tci 2014 cluster academy workshop: learning from a “cluster region”
DESCRIPTION
By Werner Pamminger, presented at the 17th TCI Global Conference, Monterrey 2014.TRANSCRIPT
Cluster Academy Workshop: Learning from a
“cluster region” Werner Pamminger Cluster Labs
11 November 2014
Cluster Academy Workshop:
Learning from a “cluster region”
© Clusterland Upper Austria Ltd. Seite 2
© Clusterland Upper Austria Ltd.
What happens when Austrians do not
perform in Mexico …..
page 3
© Clusterland Upper Austria Ltd. Seite 4
26 November 2014
Upper Austria – leading Austrian region
in industry, technology and export
1.4 mil. inhabitants / 17 % of the population
11,982 km² / 14.0 % of area
32,800 € gross domestic product
/per capita
24.3 % of Austrian production value
26.8 % of Austrian exports
4.0 % unemployment rate*
Source: TMG, Upper Austrian Statistics Office,
AMS Linz, Upper Austrian Chamber of
Commerce
*) National definition: all registered
unemployed (including seasonal
unemployed) as a percentage of the
workforce potential (employed +
unemployed), 2012
© Clusterland Upper Austria Ltd. page 6
Leading branches in Upper Austria
• voestalpine, AMAG, Borbet Austria
• Softwarepark Hagenberg
• pez, Kornspitz, Nestlè
• 6 of 7 large kitchen-manufacturer
are based in Upper Austria
• Borealis, Greiner, Polytec
• Trumpf Maschinen, ENGEL
• BMW Motoren, MAN Nutzfahrzeuge
Steel, aluminium, metal
Vehicles, engines,
components
Mechanical, plant and
environmental engineering
Plastic products,
chemicals, paper
Wood, furniture,
windows, doors
Food, premium food
I&C-technologies
© Clusterland Upper Austria Ltd. page 7
The „value-chain“ of cluster
organisations
Cluster
Mapping
Cluster
Management
Cluster
Policies
Focus of Clusterland
Upper Austria
Upper Austria has a systematic
innovation strategyStrategic programme „Upper Austria 2000+“
1998 – 2003
3 strategic areas
Programme volume: € 300 m; Upper Austrian contribution: € 80.8 m
Approx. € 20 m for cluster setup
Strategic programme „Innovative Upper Autria 2010“2005 – 2010
5 strategic areas
Programme volume: € 600 m; Upper Austrian contribution: € 200 m
Approx. 5% for professionalising of cluster and network initiatives
Strategic programme „Innovative Upper Austria 2010plus“2010 – 2013
5 strategic areas
Programme volume: € 450 m; Upper Austrian contribution: € 150m
Strategic economic and research program2014 – 2020
in progress
26 November 2014© Clusterland Upper Austria LtdPage 8
0,00
0,50
1,00
1,50
2,00
2,50
3,00
Specialisation example of the UA industry (RTA figures)
page 9
Figures > 1: The sectorial share lies above the Austrian averageFigures < 1: The sectorial share lies under the Austrian average
Core strategy
of Clusterland Upper Austria
26 November 2014© Clusterland Upper Austria LtdPage 10
page 11
The Upper Austrian cluster policy is based on
Michael Porter‘s cluster philisophy – cluster diamond
Coinci
ence
State
Company strategy,
structures and
competition
Factor Demand
Related and
supportive branches
page 12
The Upper Austrian Plastics Industry
Company strategy,
structures and
competition
Related and
supportive
branches
FactorsDemand
Coincidence
State
+ gesamte Wertschöpfungskette vorhanden inkl.
Rohstoffe und Maschinebau
+ starker Maschinenbau in OÖ
+ Nähe zu deutscher Chemie Branche (Rohstoffe)
- Keine Polymerisation in OÖ
+ Tradition in Kunststoff (Erfindungen
50er – Anger: Extruder, Engel: SG,
Chemie L.:PP, PE
- Wissenschaftliche Infrastruktur
+ Infrstrukturen / Transportwege
+/- Kapital generell
- Venture Capital
+ gute Facharbeiter
- hohe Lohnkosten
- hohe Energiekosten
- hohe Umweltauflagen+ kein PVC-Verbot in öffentlicher
Beschaffung
- Keine Uni in OÖ
+ stabile Regierung / keine Schulden
langfristige Konzepte 2000+
+ große OEM Industrie (Rotax, KTM,
Voest, BMW, Fronius, Engel – wie
kein anderes Bundesland etc.)
+ Nähe zu starken Wirtschaftsraum -
BAYERN
+ starke Rivalität (innovationswettbewerb) in
* Extrusionswerkzeuge
* Flüssigsilikon-Verarbeitung
+ starke Rivalität
* Werkzeugbau
* Custom-Moulders
+ Recyclingmaschinenbau
Foundation of clusters & networks
26 November 2014© Clusterland Upper Austria LtdPage 13
19981999
2000
2002
20032004 2006
2009Until 2009-11 „Network
Environmental Technology“
PlasticsAutomotive
Furniture & Timber
Health Technology
Mechatronics
Resource- and
Energy Efficiency
Environmental
Technology
Human Resources
2013
Information Technology
Ecoenergy(Upper Austrian
Energiesparverband)
Food(Upper Austrian Chamber
of Commerce)
Logistics(Association for Network
Logistics)
(since 2005)
„Matrix-servicing“
for Upper Austrian enterprises
26 November 2014© Clusterland Upper Austria LtdPage 14
Clusters in Austria - Cooperations
26 November 2014© Clusterland Upper Austria LtdPage 15
+Lower Austria+Salzburg
+Lower Austria +Salzburg+Salzburg
Merger of TMG, Clusterland, CATT, Wipark into
the „Upper Austrian Business Agency“
Since October 1st, 2014, the formaly seperate (but interdependent)
regional development agencys of TMG, Clusterland, CATT, Wipark
are merged into the „Upper Austrian Business Agency;
shareholders:
Parts of new Business Agency:
26 November 2014
Page 17
WiParkGmbH
Chamber ofLabour
Lindorfer
Research and Innovation Servicies
Upper Austrian Buiness Agency
Shared ServicesPR
Investment- and Buniess location Clusterland Upper Austria
Custormer Center
Pamminger
CEO
Käferböck Lindlbauer
Auer Altmann Ruhmer
Strategy and Programs
Gladysz-Haller
115,1 105,2
Environmental Technology
Cluster
SiegfriedKeplinger
Organisation
26 November 2014© Clusterland Upper Austria LtdPage 19
CEO TMGWerner Pamminger
ManagementChristian Altman
AutomotiveCluster
Wolfgang Komatz
MechatronicsCluster
ElmarPaireder
PlasticsCluster
ElmarPaireder
Furniture &Timber
constructionCluster
Erich Gaffal
Health TechnologyCluster
NoraMack
InformationTechnology
Cluster
RobertStubenrauch
A. Board
Advisory BoardSpeaker: Josef Kinast
Network Resource- and
EnergyEfficiency
A. Board
Network Human
Resources
AndreasGeiblinger
A. Board A. Board A. Board A. Board A. Board A. Board
Tasks of the Advisory Boards
Strategic advise for Cluster and
Network Manager
Experts regarding technology & industry
know-how in the relevant branches
Opinion leader & multiplier role
Expert committee consisting of:8-15 experts from partner companies
1-2 professors
Regular self-regenerating expert committee
Cluster and network Advisory Board speakers are also nominated in
a Company Advisory Board
26 November 2014© Clusterland Upper Austria LtdPage 20
Organisational detailsnot profit but performance orientated
Founded 1992
Organization GmbH (Ltd.)
ShareholdersTMG (65%), Chamber of Commerce (15%), Chamber of Labour (15%), Federation of
Austrian Industry (19.5%)
Advisory Board 8 – 14 company representatives per cluster/network
Partners 1,882 companies (84 % SME); 266,000 employees; € 65 bn turnover
Cluster- and Network
Cooperation Projects397 with 1,654 partners (since start)
Events 1,770 with about 67,000 participants (since start)
Budget ~ € 6.4 mil. (2013)
Employees 41.3 (full time equivalent)
Self financing ratio Total 70%; specific clusters about 80%
26 November 2014© Clusterland Upper Austria Page 21As per 2012-12-31
0,0%
10,0%
20,0%
30,0%
40,0%
50,0%
60,0%
70,0%
80,0%
90,0%
100,0%
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Se
lffi
na
nc
ing
in
%
AC KC MHC GC MC NDM NHR UC NREE
PPP-financing –
Self-financing of cluster initiatives
26 November 2014© Clusterland Upper Austria LtdPage 22
Facts & Figures of cluster partners
26 November 2014© Clusterland Upper Austria LtdPage 23
Clusterland Upper Austria Start Partners SMEs (~in %) Sales bn € Workforce thds
Automotive 07/1998 210 67 25,2 82,6
Plastics 04/1999 443 83 15,4 52,2
Furniture & timber construction 01/2000 267 95 2,8 15,9
Health Technlogy 03/2002 230 83 4,7 43,2
Mechatronics 01/2003 339 88 11,0 56,8
Environmental Technology
Resource- and Energy
Efficiency
01/2006
05/2009
156 89 5,5 15,0
Information Technology 01/2013 74 81 k.A. 4,4
Human Resources 01/2004 152 k.A. k.A. k.A.
TOTAL (cum.) 1,871 84 (avg.) 64,6 270,1
Per 2013-10-31
Benefits for cluster and network partners
26 November 2014© Clusterland Upper Austria LtdPage 24
Knowledge transfer and management in the network
Regular specialised events; 1,770 events with 67,000 participants
Supporting companies as they enter new markets
Cooperations with European regions, EU-projects
Initiating and supporting cooperation projects
432 cooperation projects with 1,784 partners; 66 % new products,26 % new production processes, 8 % specific qualifications
Information platform as springboard for increased success
Databases, counseling interviews, quarterly journals, company directories…
Positioning the partners both home and abroad
Technology presentations, branch image, trade fairs
Information andCommunication
Qualification
Cooperation
Marketing & PR
Internationalisation
Information and communication platform
Creates transparencyDetailed databases
Frequent company visits & interviews
(approx. 150 p.a. per team)
Interactive cluster homepages
Monthly newsletters to
500 – 2,000 contacts
per cluster or network
Quarterly journals
Company directories
page 25
Customer Relationship Management
System (CRM)A CRM-System is a database application, which allows a structured and if
necessary the automated compilation of all customer-contacts and data.
Compilation of company contacts, company visits, discussion notes, correspondence, invitations, newsletters, events, participation, cancellation, projects: ideas, realisation, subsidies, project partners; requests, cluster support etc.
Data in CRM-system of Clusterland Upper Austria Ltd.
40,000 companies
87,000 persons
2,000 events
550 projects
46,000 documents
26 November 2014© Clusterland Upper Austria LtdPage 26
The CRM system
26 November 2014© Clusterland Upper Austria LtdPage 27
CRM
Newsletter system• Subscriber administration• 29,000 subscribers
Websites• List of partners• projects• events
Online-Maintenance• Partner data
Accounting• Invoice recipient• Start invoice dispatch
PDA• Partner data
e-mail• Outgoing• Incoming
Training and qualification
Regular specialised events
Workshops, company tours, study trips
Know-how transfer on trends and technologies
Approx. 10 -15 events per year and cluster
Knowledge transfer and management
26 November 2014© Clusterland Upper Austria LtdPage 28
Per 2012-12-31, data since existence 1998
AC KC MHC GC MC UC NHR NDM NREE ∑
Events 440 278 260 163 268 68 197 83 13 1,770
Participants 14,419 13,388 11,128 5,841 9,850 2,402 6,010 3,409 437 66,884
Initiating and supporting
cooperation projects
Establishment of contacts between
potential project partners
Round table meetings involving companies
interested in cooperation
Support during the grant application process
Since 1998 active initiation of432 cooperation projects with 1,784 companies
1016 cooperative measures
Currently 23 national & EU projects
26 November 2014© Clusterland Upper Austria LtdPage 29
Description of cooperation-process
26 November 2014© Clusterland Upper Austria LtdPage 30
Starting point:• events• market observation• company visits• advisory board
Support by:• newsletters• contacts• database• company visits
Support in:•moderation•project structuring• proposal writing• ev. submission for funding
Working out of:• press information• press conferences• events
Support in:• preparation of interim reports• preparation of the final report
find partners
structuringimple-
mentationdissemination
Project preparation
Support in:• moderation• administration• cooperation agreements
projectkick-off
idea
26 November 2014© Clusterland Upper Austria Ltd
„Innovation through cooperation“
• counseling interviews
• print media
• newsletters
• databases
• …
1,500 counseling interviews p.a.
29,000 newsletter subscribers
46,000 DB documents
• symposiums
• workshops
• study trips
• contact meetings
• …
About 1,770 events with
67,000 part. in 15 years,
190 events with 6,000 part. p.a.
• government fundedprojects
• EU-Projects
• exchange of experiences
Within the last 15 years: 432 projects
with 1,784 companies,
1,016 cooperative measures
.
Support of the cooperation
process
Seite 31
.
„Lighthousetower projects“
Permanent
Cooperations
Info-
platformQualification
Cooperation-
projects
Innovation through cooperation – E.g.
26 November 2014© Clusterland Upper Austria LtdPage 32
Instruments against the skills shortage through professional
development of specialists and key employees. Promoting
entrepreneurship and social skills.
Automation of the existing Point-of-care system for instant diagnosis of
bacterial and infectious diseases directly in the practice of the family
doctor within 15 minutes.
Development of a new type of monitoring system for better quality
animal welfare and husbandry
Development and transfer of so-called
touchskin®-technology to serial production
Development of a mobile flood protector, which is applicable rapidly
and simply for everyone
Development of a scooter concept with electric drive, which is clearly
different from competing products.
CCP – Automotive Cluster
Best Practice Example
page 33
Title: Lightweight vehicle door of plastic foam sandwich
Partners: Hammerschmid mechanical engineering GmbH, Haidlmair GmbH, Animation &
Technics
Content:Based on the development of a plastic foam sandwich as mono material with anintegral density of about 150 kg/m³ of Hammerschmid a prototype of a vehicle doormade of polypropylene should be developed and build.
Aim of the project was the complete development and optimization of the technical process for large-scale 3D-sandwich components.
Result and further development:Prototype of a vehicle door made of polypropylene sandwich components Advancement of polypropylene foam for crash elementsApplication of the sandwich material in an e-vehicle
Hammerschmid was winner of the NoAE-innovation award 2009
26 November 2014© Clusterland Upper Austria LtdPage 34
Cluster Cooperation Projects
AC – Best Practice ExampleTitle:
e-Scooter
Partner: Automotive Solutions GmbH, Kerbl model making GmbH, Hammerschmid mechanical engineering GmbH, Buffalo American Motorcycles
Content:Content of the project was to develop a scooter concept with electric drive, which isclearly differentiated from the competition and stand out.
Result and further development:From a market and acceptance analysis of the market segment a do-it-yourselfconstruction concept for consumers was derived.Technically, a novel drive was developed and applied with a driving power of 8 to 10 kW.Top speed is over 90 km/h.The power supply is provided by a lightweight battery with only 16 kg total weight. Here, arange of 50 km can be achieved.In May 2012, the concept of a two-seater electric scooter was successfully presented tothe public.
CCP – Plastics Cluster
Best Practice Example
page 35
Title:
Deep drawing and injection moulding of conductive structures
Partners:
HUECK FOLIEN Gesellschaft m.b.H., Schöfer GmbH, plastic electronic GmbH
Topic:
The aim was to find a way to produce injection moulded parts with integrated electronics. The project involved the selection of the materials for films, conductor paths and injection, the production of a film or film composite with conductive structures, deep drawing, pre-forming, back injection of the film and contacting via the external electronics.
Results:
The project partners have succeeded in bringing the new moulded component concept to serial production maturity. Two applications have been developed and manufactured consisting of a touchskin® Presenter (remote PC control) and the touchskin® light control.
Success Story:
On the basis of the project and the teamwork between the project partners, the Smart Plastics Platform has been founded and Sensitive Surface Technology developed.
Component with
intergrated electronics
From the sensor film to
the sandwich component
made from sensor film
and black decorative film.
CCP – Plastics Cluster
Best Practice Example
26. November 2014© Clusterland Oberösterreich GmbHSeite 36
Title:
Rubber recyclate as a thermoplastics additive
Partners:
ART Asamer Rubber Technology GmbH, PPE POLYTEC PLASTICS Ebensee GmbH, Greiner Extrusion GmbH, Greiner Tool.Tec GmbH, Mediscan GmbH & Co KG, Transfercenter für Kunststofftechnik GmbH
Topic:This cooperation project evaluated the use of used rubber granulate as a thermoplastics additive. The used rubber is ground into granulate or meal in the course of various milling processes. This used tyre granulate is then employed as a filler in thermoplastic mixtures and is thus reused as a material.
Results:
Rubber meal has considerable potential as a sustainable filler additive. It is suitable as a durable filler additive and on the one hand reduces costs and on the other, improves elasticityand dampening characteristics.
Success Story:
Atomic is using the material as a shock absorbent core.Report in KC-aktuell 4/2012
WPC profiles. The addition
of used rubber can provide
improved characteristics.
Rubber granulate from
used tyres is a valuable
material.
CCP – Plastics Cluster
Best Practice Example
26. November 2014© Clusterland Oberösterreich GmbHSeite 37
Title:
ECOFOAM - plastic foaming with gypsum
Partners:
Greiner Packaging GmbH, extruwood GmbH, M2 Consulting GmbH, Gabriel-Chemie GesmbH, Lenzing Plastics GmbH, Transfercenter für Kunststofftechnik GmbH
Topic:
Plastics foaming is becoming increasingly popular. In addition to reduced component weight (material savings), this technology also cuts injection moulding cycle times and clamping forces, thus improving overall component quality. The industrial suitability of gypsum as a propellant is being examined and valuable information gathered.
Results:
According to estimates from the project group, gypsum is not to be employed as a universally used propellant, but for some applications offers clear ecological and economic advantages. All the participant companies examined their individual requirements and came to the conclusion that gypsum is ideal for injection moulding, is suitable for profile extrusion depending on the matrix and thickness, but unsuitable for film extrusion.
Extruded edging bars. PS
foaming with gypsum
master batch produces
very good results.
(Photo TCKT)
CCP – Plastics Cluster
Best Practice Example
26. November 2014© Clusterland Oberösterreich GmbHSeite 38
Title:
KUSTE - development of an innovative plastic casing system for biomass incineration system controls.
Partners:
Hainzl Industriesysteme GmbH, Siedru Druck GmbH, Schöfer GmbH, Guntamatic Heiztechnik GmbH
Topic:
Development of a new plastic casing system, which should facilitate a marked improvement in operational management.
Results:
The desired rectangular form with high and extremely varied material stretching and the interplay between highly transparent plastic and printed surface represented a major challenge. A product system with casings in two sizes and maximum variability has been developed.
Success Story:
On the basis of the experience gathered with KUSTE, a new casing for pellet-fired boilers has been developed.
Challenging casings
Success Story „extruwood GmbH“
Success story „extruwood GmbH“
2008 Cross-industry CORNET project (EU funding)
Partners: Kompetenzzentrum Holz GmbHClusterland Oberösterreich GmbH (MHC Furniture and Timber Construction Cluster)and foreign partners
Industry partners: Kunststoffwerk Zitta GmbH
13.6.2009 Foundation of extruwood GmbH
50 / 50 Joint Venture of Stratics GmbH (Mödling) and
Kunststoffwerk Zitta GmbH (Pasching)
Success story „extruwood GmbH“
Production of wood polymer composites WPCcapacity 650 tons profiles / year
Decking, cladding profiles, screening, technical profiles
1.3.2010 Foundation of the WPC Platform Austria to develop the Austrian WPC competence
CCP – Furniture & Timber Cluster
Best Practice Example
page 42
Title: Qualification and market positioning of the joiner cooperation group „Attersee Werkstätten“
Partners: Tischlerei Gebrüder Rebhan GesnbR, Tischlerei Johann Dachs, Tischlerei Robert Kollross, Tischlerei Günther Wendl
Topic:Based on a SWOT analysis of each enterprise, a "strategic market positioning concept 2015" was worked out, range of offered services and definition of targeted customers included. Accompanying this, internal training and a customer relationship management system were implemented.
Results: The existing group expanded to 11 partners with different subsections and positioned as an expert for the entire interior as well as a specialist for the redevelopment area. (www.atterseewerkstaetten.com)
CCP – Furniture & Timber Cluster
Best Practice Example
26 November 2014© Clusterland Upper Austria LtdPage 43
Title: SOKO Lehrling
Partners: Tischlerei Andexlinger GmbH, Tischlerei Arnreiter GmbH, Breitschopf GmbH & Co.KG, Tischlerei Hummelbrunner, Kaun GmbH, Tischlerei Christian Klaner, LEHNER LS Messeund Shop GmbH, Tischlerei Pühringer GmbH & Co. KG, Mühlviertler Holzwerkstatt, Scheschy GmbH, Möbelwerkstatt Füchsl, Kundex GmbH, THALLER Tischlerei GmbH & Co. KG, Groiss Wohnkultur
Topic:Positioning of the companies in the region as "employers with profile" that is recognized and appreciated by young people. Instruments against the skills shortage by actively approaching of future apprentices. Professional development of specialists and key employees. Promoting entrepreneurship and social skills of the trainees of the trainers. In this project not only the entrepreneurs involved, but also the trainer of apprentices, employees and apprentices - so the whole company.
Results: By initiating this joint training for apprentices from different companies is somewhat successful, this is the industry of the carpenter something special, namely, to draw together on a string and implement a pioneering apprenticeship. By investing in the development of young people - especially in the social competence - take SOKO companies responsible for the positive development of the Upper Austrian economy.
CCP – Furniture & Timber Cluster
Best Practice Example
26 November 2014© Clusterland Upper Austria LtdPage 44
Title: PRO EGO
Partners: Bartel & Gaffal OG, Tischlerei Feichtinger GmbH, Wittmann GmbH
Topic:Concept development for economically meaningful promotion of self-production on "trade was heavy 'carpentry businesses through the development of substitutes and furniture small batches for better utilization of its production capacity.
Results: Feichtinger: development of two models for your own kitchen manufacturing in-house production, first experience in project development.
Wittmann: products for the self-production has been extended by two banks, two tables and a chair. The newly designed furniture complies with the zeitgeist and be a good niche product at the company Wittmann.
Bartel & Gaffal: won two customers for the future. The experiences of this project are for future similar situations very helpful output. The resulting products serve as a reference and provide additional advertising opportunity.
CCP – Furniture & Timber Cluster
Best Practice Example
26 November 2014© Clusterland Upper Austria LtdPage 45
Title: Holzbaumanual
Partners: Anton Aigner Holzbau GmbH & Co. KG, Zenz Holzbau GmbH, Josef SteindlZimmermeister Holzbau GmbH
Topic:Houses also require a periodic review and maintenance as a car. During the project, a user manual with fixed service intervals was created as an aid for customers of participating timber companies.
Results: Through the project, the three participating partners created important synergies and expanded. On the one hand, there was a change of attitude in the company. Maintenance is no longer perceived more as a nuisance, but as a necessity, and service to the customer. The completion of the first edition of the manual is not in the project represents the culmination with the prototype of the manuals to the practicality and the user acceptance can be tested. The experience of the end user will cause the manual to continuously expand and improve.
CCP – Health Technology Cluster
Best Practice Example
page 46
Title:
AutoPOCT – Automated Point-of-Care Testing
Project Partners:
Labor für Molekularbiologische DNA Analysen GmbH, Haratech Manfred Haiberger
e.U., Bartels Mikrotechnik GmbH
Topic:
Until July 2013, the project team of "AutoPOCT" is working on automating the
currently used Point-of-care diagnostic system. This unit is able to determine
bacterial infections directly in the doctor’s office within 15 minutes. The advantage of
AutoPOCT: the individual steps of the analysis process no longer have to be carried
out by an assistant and thus application errors can be reduced.
Result:
Development of an automated rapid diagnostic system to be used at medical
practices.
26 November 2014© Clusterland Upper Austria LtdPage 47
Cluster-Kooperationsprojekte
GC – Best Practice ExamplesTitle:
e.a.sy – emergency alarm system
Project Partners:
nora flooring systems GmbH, spantec GmbH, FH OÖ – Studiengang Medizintechnik
Content:
To prevent injuries caused by falls in nursing and health care facilities, a project consortiumhas developed a floor cover, which decreases the consequences of a fall. Moreover, theproduct of nora systems GmbH, senior centers Linz GmbH and FH Upper Austria will reducethe socio-economic costs significantly. The project was completed in July 2012.
Result:
Development of a floor cover, which reduces the consequences of a fall on the floor.
CCP – Mechatronics Cluster
Best Practice Example
page 48
Title:
MSQAT - development of a new type of monitoring system for improved animal welfare and husbandry
Partners:
MKW Kunststofftechnik GmbH, Schauer Agrotronic GmbH, MKW electronics GmbH, Wuppermann Metalltechnik GmbH
Topic:
The aim of the project is the development of an innovative system for the monitoring of
breeding animals, as well as the integration of differing animal breeding systems to form a future-oriented, overall concept.
Results:
Computer-aided feeding systems and modern animal location and condition monitoring systems are central elements in up-to-date stall management. The cooperation partners have succeeded in combining both in a future-oriented, overall system. Key components of the new system are now available as fully functional prototypes.
MKW electronics
CCP – Mechatronics Cluster
Best Practice Example
26. November 2014© Clusterland Oberösterreich GmbHSeite 49
Title:
CleverMax system for driverless transportation
Partners:
DS Automotion GmbH, Otahal Maschinenbau GmbH, technosert electronic GmbH
Topic:
The development and production of a modular design, fully functional, prototype driverless transport system, which is simpler, less expensive and more standardized than conventional products.
Results:
The entire control module is designed as a standardized plug&play switch cabinet. The circuit boards are worthy of special note. A laser scanner provides the required safety level in line with a certificated personal safety device. The drive module is of compact design. The motors can be modified in line with the load requirement. CleverMax is suitable for applications in the goods commissioning and distribution areas. It is also ideal for the supply of material to manufacturing lines and production machinery, as a mobile assembly platform for internal company transports.
CCP – Environmental Technology Cluster
Best Practice Example
page 50
Title: Mobile flood protector
Partners: Europlan Wassermair GmbH, LEBAU Partnernetzwerk & Bau GmbH, TIZ Landl –Grieskirchen GmbH
Topic:During the project there was developed a completely new, unique style of flood protector. The easy handling guarantees a rapid assembling: Even with short advance warning time, the system is applicable promptly. Because of the modular construction, single segmentscan be connected trouble-free. A flexible system where every needed length and shape canbe realised.
Results: Development of a mobile flood protector, which is applicable rapidly and simply foreveryone.
The mobile flood protector in test-use.
NCP – Network Human Resources
Best Practice Example
26. November 2014© Clusterland Oberösterreich GmbHSeite 51
Title:
KRIZU – cope with the crises and secure the future
Partners:
Held & Francke Baugesellschaft m.b.H. & Co KG, Computer & Networks GotzmannGmbH, Daco Informationstechnologie GmbH, Eckelt Glas GmbH
Content:
About two-thirds of all change projects are not successful. The main reason is the missing or the false initiation of chance process management. The companies within this project proved that black is white and have worked on the topic of changecompetence together with 80 of their employees.
Results:
The experiences handling with change processes and the results of this project were recorded in a handbook titled “change handbook”. Thus, soft facts likecommunication, motivation or entrepreneurial thinking are realized for the first time.
NCP – Network Human Resources
Best Practice Example
26 November 2014© Clusterland Upper Austria LtdPage 52
Title:
Social Media as a HR Management Tool
Partners:
Austria Bau Oberösterreich GmbH, Greiner Holding AG, SKF Österreich AG, Sport Asen GmbH, Industrie-Logistik-Linz GmbH & CoKG, Motiv Personal Consulting GmbH, dankl+partner consulting gmbH
Content:
Social networks become increasingly more important in HR Management and offer many opportunities for exchange on different platforms. During the project the participating companies developed strategies and actions in order to use social networks in HR Management successfully.
Results:
The project partners developed a social media strategy and specific actions in the course of the cooperation project and are by now implementing them throughout defined channels. Within the project group there was a constant exchange concerning the progress, overcome obstacles and experiences made. In a joint effort it was possible to gain experience, avoid possible obstacles and familiarize yourself with the application of social media in HR management.
Cooperation project overview(cluster initiatives)
26 November 2014© Clusterland Upper Austria LtdPage 53
Total Funding volume € 20.99 mil.Total Project volume € 94.91 mil. app. 1:4.5
Reference period: 11-12-13 – 12-10-31reference date: 12-10-31excl. projects of LC, OEC
AC KC MHC GC MC UC ∑
Total number of projectssince start(submitted, on-going and completedprojects)
73 116 97 42 57 12 397
Total participating partnerssince start(incl. double entries)
340 488 448 150 189 39 1,654
Cooperative initiatives since start 1,016
Co-operation projects cluster-initiatives,
funded by Upper Austrian government
26 November 2014© Clusterland Upper Austria LtdPage 54
Object Innovative cooperation projects within thecluster-initiatives
Cooperation criteria At least three companies At least one SME
Costs eligible for funding Personnel costs, external services,consulting and other costs
Funding amounts 30 % of the costs eligible for funding
Max. funding per cooperation partner: € 30,000 (‘technological’ projects)
€ 15,000 (‘organizational’ projects)
Max. funding per project: depending on number of projectpartners(‘technological’ projects)€ 45,000 (‘organizational’ projects)
Projects also involving several Austrian regions are possible! (e.g. Lower Austria, Salzburg)
Lighthousetower projects
„Clean Motion Offensive“Electric Mobility project: 12 partners develop cost-efficient components
Aim: development and preparation of mass production of keytechnologies for Electric Mobility
Project volume: € 9 mil.
WPC Platform Austria Initiative of the plastics cluster and 16 other companies
The primary intention is to make the density of know-how institutionsin the area of WPC in Austria internationally visible and develop thisissue further
Financed by participating companies
„möbel austria“Austrian furniture manufacturers association to implementa central Austrian furniture trade fair, organized by theFurniture and Timber Cluster
The industry's largest and most important project that wasconducted at cluster level so far ; 2,000 attendees (plus 600 visitors in an exhibition-day for end consumers) and 22 exhibitors at the last exhibition in May 2011;
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Positioning the partners both home and
abroadMarketing & PR – identity and image
Technology presentations
Measures to strengthen the branch
image (e.g. Plastics Open Day,
annual price for wood construction)
Trade fairs, company visits,
presentations at major customers
National and international PR and
advertising activities
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Supporting companies as they enter new
marketsInternationalisation
Establishing and looking after
international contacts
Cooperations with European regions
Participation in EU projects
Supporting companies in their
search for international partners
Global market development measures
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International cooperations of the clusters
Internationalisation
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Our competences on international stage:
Participation in more than 30 eu-projects in various schemes
Member of various international committees(e.g. Advisory Board Reg-X Denmark, Jury-Member of RegioStars Award 2011, TCI
Board-Member etc.)
20-30 visits per year in more than 25 countries worldwide
About 5 international delegations per year in Upper Austria
Organisation of the Cluster Academy
(3 days workshop for international organisations regarding the topic: „successful
cluster set-up and management“)
International contacts
Upper Austria is Europe’s leading region and Best Practice Example
concerning clusters and networks
Clusterland represents the economic region of Upper Austria
with 20 – 30 visits per year
in more than 25 countries worldwide
Clusters and networks are involved
in various projects of the
European Union and consequently
try to accelerate the international
exchange of ideas
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Distance in Kilometers/Miles
Linz to … in km in miles
Salzburg 136 84,5
Vienna 195 121,2
Graz 235 146
Prague 240 149,1
Munich 276 171,5
Laibach 415 257,9
Budapest 440 273,4
Milan 697 433,1
Source: OÖ. Technologie- und Marketinggesellschaft
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Our core competencies:
Increase in profit throughinnovative products /
services
Optimization of costs orresources through
collaboration
GOAL!
„we know, who knows
what“
CRMWorking with
company groups
Project
Management
Willing-ness of
companiesto contribute
Self financing
Regularanalysis ofcustomer
satisfaction
DifferentInput-Output indicators (partnercompanies, cooperation projects,
event participants…)
LEVEL OF ACTIVITIES qualitative/quantitative
How to measure success of clusters and
networks?
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Experiences after 15 years of
cluster activities432 projects with more than 1,784 participating companies
77 % of the companies continue working together with their partnersfrom cooperation projects, after these are officially over (the range goesfrom relationships between customers and suppliers up toestablishments of joint ventures); 75 % of our partners sensed a benefitfrom working in projects with us.
89 % of the projects could have not been carried out – or not in thispositive way – without the supportreceived from the cluster. One usuallywould have done without working togetherwith other companies.
Cluster partners grow faster thannon-cluster partners(e.g. plastics cluster: +8 % p.a. / + 750 jobs p.a.)
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Source: Kundenzufriedenheitsanalyse 2009 und 2011, conducted by market-InstitutOhler, Fritz: Evaluierung der oberösterreichischen Clusterinitiativen, 2001Schneider,/Holzberg: Volkswirtschaftliche Analyse ausgewählter Maßnahmen der oö Standort und Technologiepolitik, 2003
Jährliches Wachstum in %
0
2
4
6
8
10
12
14
Mitarbeiterzahl Umsätze Produktivität
(Umsätze pro
Mitarbeiter)
Exportquote F&E-Quotein
%
Automobil-Cluster (AC) Österr. Fahrzeugindustrie
Cluster Academy – 24. – 28. November 2014
3 days workshop on how to build up and manage successfullycluster-initiatives
Benefit from15 years of experience in Upper Austria
A wide range of practical information on services
Insights into Clusterland OÖ GmbH
Inputs on how processes could beimplemented in other regions
Target groupAnyone with interest in operational clustermanagement
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„Cooperation is an Upper Austrian
Core-competence“
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Contact & Information
Werner PammingerCEO TMG
Tel: +43 732 79810-5001
www.clusterland.at
Clusterland Oberösterreich GmbH supports cluster and network initiatives. It
promotes innovation through cooperation and competence in order to enhance the
competitiveness of enterprises.
All Rights reserved, especially the rights to copy, to distribute or to translate. No part of the slides may be reproduced, copied or distributed in
any form or by any means without prior written permission of Clusterland Oberösterreich GmbH.
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