Research and development Archives - Engineering Professors Council

Theme: Universities’ and business’ shared role in regional development

Authors: Amer Gaffar (Manchester Metropolitan University); Dr Ian Madley (Manchester Metropolitan University); Prof Bamidele Adebisi (Manchester Metropolitan University).

Keywords: Decarbonisation; Local Energy; Skills; Economic Growth.

Abstract: Greater Manchester (GM) has committed to carbon neutrality by 2038. There is a 97m tonnes carbon emission gap between solutions currently available and a net zero budget. To bridge this innovation gap under the leadership of the Greater Manchester Combined Authority the agency brings together: Bruntwood, Hitachi, MMU, UoM, GM Growth Company, SSE and UoS to support R&D and innovation initiatives focused on customer pull to enable rapid deployment of new and emerging technologies, services and business models to meet the challenge of GM becoming a carbon neutral city-region by 2038, drive skills development and deliver economic growth.

The need for an Energy Innovation Agency

The Mayor for Greater Manchester Combined Authority (GMCA) has committed the city region to carbon neutrality by 2038. An analysis of the implications of the Paris Climate Change Agreement for Greater Manchester (GM) (Figure 1) has identified that there is a 97m tonnes carbon emission gap between solutions currently available and the actions needed to reach net zero. We refer to this as the Innovation Gap.

Figure 1 GM Net Zero Carbon Budget and implementation pathways. Source GM 5-year Environment Plan [1]

[2] Unconstrained implementation of Scatter methods
Achievable implementation of Scatter methods

To bridge the GM innovation gap under the leadership of GMCA the agency brings together: Bruntwood, Hitachi, Manchester Metropolitan University, University of Manchester, SSE and University of Salford to support R&D and innovation initiatives focused on customer pull to enable rapid deployment of new and emerging technologies, services and business models (energy innovations) to meet the challenge of GM becoming a carbon neutral city-region by 2038, driving skills development and delivering economic growth.

Forming the Energy Innovation Agency

GMCA initially approached the city’s three universities to seek advice on how their academic expertise could be harnessed to help bridge the innovation gap. This quickly led to discussions between each of the universities that identified a wide pool of complementary, and largely non-competitive, areas of research expertise that could address the gap (Figure 2).

Figure 2 Research expertise by university partner – darker colour indicates a greater depth of expertise in the area.

It was also clear that the timescales needed to deliver city wide change would not fit within a traditional academic approach to research and knowledge transfer that required a public-private partnership.

At the core of this partnership approach are three key components.

Public sector influence and leadership across both city region and local authority levels that enables new ways of working to be demonstrated and quickly built into local plans, can influence national policy and regulation, and convene wider public involvement.
The business community, end-users and investors, in its widest sense, who have the need for change and can drive change by steering the development of the business and finance models that allow rapid large-scale adoption and deployment of innovation.
Academic sector able to drive the underpinning research, access to research and test facilities to validate novel innovations, TRL and IP, and develop the skilled workforce needed.

Using existing networks, a core team comprising GMCA, Bruntwood, Hitachi, MMU, UoM, SSE and UoS came together to develop the business plan for the agency and to jointly provide the funding for the first three-years of the operation of the agency.

Vision, Aims and Objectives

To accelerate the energy transition towards a carbon-neutral economy by bridging the energy innovation gap, increasing the deployment of innovative energy solutions in GM and beyond, to speed-up the reduction of carbon emissions.

Aims:

Innovation Exploitation: supporting and scaling the most promising decarbonised energy innovations to maximise the early adoption of effective carbon-neutral energy systems.
Decarbonisation: reducing Greater Manchester’s carbon emissions from energy to meet our ambitious target to be a carbon-neutral city region by 2038
Rapid Commercialisation: rapid transition of carbon-neutral energy innovations to full-scale integration.
Investment: creating and promoting investment opportunities for carbon-neutral energy innovations and projects in the city region.

Objectives:

Position Greater Manchester as a global destination of choice for those looking to create and deploy innovative net-zero energy solutions.
Create a clear entry point, managed development, and validation pathway, for innovators to test, trial, and scale their most promising energy technologies and services in Greater Manchester.
Enhance the connection between industry and academia “push” and customer “pull”, by putting innovative products, services, and projects in front of purchasers at the very earliest stage for advice and steer.
Provide a dedicated vehicle to bid for competitive funding and for industry to generate investment value, pooling the very best innovations to solve key decarbonisation challenges.
Link local investment to innovative products and projects, to enable rapid development and deployment where clear business cases are set out.
Direct alignment to local and national policy and strategy, ensuring project delivery intelligently informs policy and vice-versa.
Foster public confidence in new approaches and technologies, creating local skills and employment opportunities and improving access to cheaper, cleaner energy for all.

Scope

With a population of 2.8 million covering 1,277 km² the ten metropolitan boroughs of GMCA comprises the second most populous urban area in the UK, outside of London. The scope and potential for the Energy Innovation Agency is huge.

Figure 3 GMCA Energy Transition Region showing local authority boundaries.

Establishing the GM-city region area as an Energy Transition Region will provide the opportunity to develop the scale of deployment necessary to go beyond small-scale demonstration projects and develop the supply chains that can be replicated as a blue-print elsewhere in urban environments across the UK and internationally.

Progress to date

Following the investment by the founding partners a management team has been established within GMCA’s subsidiary “The Growth Company”. An independent board chaired by Peter Emery CEO ENWL has also been established.

The formal launch event will take place on 28^th April 2022, at which a first challenge to the innovation community to bring forward solutions to decarbonise non-domestic buildings will be set.

Key contacts and further information

Energy Innovation Agency

David Schiele Energy Innovation Director david.schiele@energyinnovationagency.co.uk
Dan Dickinson Business Development Lead daniel.dickinson@energyinnovationagency.co.uk

Case Study

Amer Gaffar, Director Manchester Fuel Cell Innovation Centre, Manchester Metropolitan University a.gaffar@mmu.ac.uk

References

[1] https://www.greatermanchester-ca.gov.uk/media/1986/5-year-plan-branded_3.pdf

[2] Kuriakose, J., Anderson, K., Broderick, J., & Mclachlan, C. (2018). Quantifying the implications of the Paris Agreement for Greater Manchester. https://www.research.manchester.ac.uk/portal/files/83000155/Tyndall_Quantifying_Paris_for_Manchester_Report_FINAL_PUBLISHED_rev1.pdf

Any views, thoughts, and opinions expressed herein are solely that of the author(s) and do not necessarily reflect the views, opinions, policies, or position of the Engineering Professors’ Council or the Toolkit sponsors and supporters.

Theme: Knowledge exchange, Universities’ and businesses’ shared role in regional development, Research, Graduate employability and recruitment

Authors: Alex Prince (Sheffield Hallam University) and Prof Wayne Cranton (Sheffield Hallam University)

Keywords: Innovation, SMEs

Abstract: The Sheffield innovation Programme led by Sheffield Hallam with the Growth Hub and the University of Sheffield, delivers bespoke R&D, consultancy and workshops, driving innovation in regional SMEs. In total, since 2016, our experts from across the University have supported over 400 projects with regional businesses, enabling them to grow, diversify and meet changing customer needs. Many projects lead to further collaborations such as KTPs and create new products, processes and market opportunities.

Background

The Sheffield Innovation Programme (SIP) was set up in 2016 to support small and medium sized enterprises (SMEs) from across the South Yorkshire region to access academic expertise, facilities and resources at Sheffield Hallam University and the University of Sheffield, to stimulate innovation and growth and to increase business competitiveness. The focus of this paper is on activities delivered by Sheffield Hallam University.

Sheffield Hallam University leads the programme, and with the £3.1m second phase of the programme also introducing two Innovation Advisors working for the Growth Hub. The programme is jointly funded by; the European Regional Development Fund (ERDF), the universities, South Yorkshire Mayoral Combined Authority and the Higher Education Innovation Fund (HEIF), providing support at zero-cost to businesses. It runs until June 2023.

Activities

The programme has now reached a milestone of 400 projects with regional SMEs, enabling them to grow, diversify and meet changing customer needs. To date over 150 academics have worked with companies. Of these 76 staff who are based in Sheffield Hallam’s engineering research centres have worked with 85 companies.

SIP supports time for academics to undertake work with clients. It uses funding to enable delivery of R&D consultancy services to the businesses, helping to establish new products or services, resolve problems or advise on appropriate routes forwards.

Outputs

The main output is ‘business assist’ interventions- a minimum of 12 hours of engagement. These are delivered through bespoke R&D-based consultancy and workshops. The average intervention is approx. 7 days, recognising the potential time required to work with a client meaningfully.

Sheffield Hallam has implemented a light-touch internal approval process for clients where support may take more than 10 days of time. Such investment needs to demonstrate significant added value- for the client in terms of market opportunity or jobs created, or potentially for us also in terms of joint funding proposal development.

SIP has now resulted in 8 successful KTP applications for Sheffield Hallam with more in the pipeline, plus other Innovate UK and commercial consultancy activities, plus considerable reputational benefit regionally.

SIP, Innovation and Engineering expertise

SIP has developed a proven model for collaborating with SMEs, buying out the time of engineers and other academic experts so they can work with companies.

The core areas of academic support are the expertise within the Materials Engineering Research Institute (MERI), the National Centre of Excellence for Food Engineering (NCEFE), and the Sport Engineering Research Group (SERG) and Design Futures (Product and Packaging).

In a region with a very low level of innovation and investment in R&D, the project provides an important entry point to the University’s expertise and a platform for longer term projects and creates opportunities for early career researchers, graduate interns and KTP associates. Project delivery connects our engineering expertise with specialisms across the University resulting in collaborations with designers, biosciences and materials, and supports targeted engagement with sectors for example glass and ceramics and the food industry.

Examples:

Thermotex Engineering a family-run business which operates in the field of thermodynamics and specialises in manufacturing thermal insulation. The company required physical evidence of how a fabric performed in order to make a bid for a major project based in Arctic Russia. We undertook accelerated weathering testing on the durability of a fabric material when it was exposed to cycles of freezing and thawing, UVB radiation and high temperature / relative humidity. ‘This solution provided us with indicative product testing for unusual characteristics, access to laboratory equipment, and performance of specific tests,’ said Paige Niehues, the Commercial and Technical Executive at Thermotex Engineering. https://www.shu.ac.uk/research/specialisms/materials-and-engineering-research-institute/what-we-do/case-studies/accelerated-weathering-testing
Sheffield-based SME Safety Fabrications Ltd manufactures fall protection and building access solutions. This includes roof top anchoring systems that allow roped access (e.g., abseiling) at height. The company wanted to develop a new davit arm and socket system that could be used on tall structures to improve rope access for building maintenance. Their unique product idea avoided permanent obstruction on roof tops and allowed for easy installation and removal. MERI worked with Safety Fabrications Ltd to design different davit arm configurations which would satisfy the complex needs of the BS specification. “Working with engineering specialists within the university allowed us to theoretically explore a range of options prior to manufacture & physical testing.” John Boyle, Managing Director at Safety Fabrications Limited https://sip.ac.uk/portfolio/safetyfabrications/
Equitrek provides an excellent example of cross disciplinary working and progression of relationships with a company. In summary our design expertise enabled the company to manufacture new horse boxes targeting entry into the American market and has led to longer term KTPs. The KTP has enabled Equi-Trek to enhance all aspects of their new product development processes, including ergonomics, spatial design, technical analysis and manufacturing. https://www.shu.ac.uk/news/all-articles/latest-news/hallam-knowledge-transfer-partnership-local-firm-outstanding
Sheffield Hallam’s National Centre of Excellence for Food Engineering helping local business Dext Heat Recovery, who worked with restaurant chains including Nando’s and Frankie and Benny’s, to develop a heat exchanger to work in industrial kitchens – reducing energy costs and environmental impact. https://www.shu.ac.uk/national-centre-of-excellence-for-food-engineering/our-impact/all-projects/dext-heat-recovery
Guildhawk employs thousands of translators across the world for hundreds of clients . A project with SIP led to a KTP. At the SHU Innovation Conference 2021. Jurga Zilinskiene MBE, the CEO, told delegates in her keynote address that the KTP helped create an extraordinary SaaS platform that for the first time will help businesses of all sizes to manage people in a fast, easy and secure way. The partnership resulted in the launch of new software products, Guildhawk Aided, Text Perfect and Guildhawk Voice avatars. https://www.fenews.co.uk/education/clean-data-for-ai-at-the-heart-of-industry-4-0-technology-revolution-says-guildhawk-ceo-coder/

Theme: Collaborating with industry for teaching and learning, Knowledge exchange, Research, Graduate employability and recruitment

Authors: Steve Jones (Siemens), Associate Prof David Hughes (Teesside University), Prof Ion Sucala (University of Exeter), Dr Aris Alexoulis (Manchester Metropolitan University) and Dr Martino Luis (University of Exeter)

Keywords: Digitalisation, Partnership, Collaboration, Network

Abstract: Siemens have worked together with university academics from 10 institutions to develop and implement holistic digitalisation training and resources titled the “Connected Curriculum”. The collaboration has proved hugely successful for teaching, research and knowledge transfer. This model and collaboration is an excellent example of industry informed curriculum development and the translational benefits this can bring for all partners.

Collaboration between academic institutions and industry is a core tenet of all Engineering degrees; however its practical realisation is often complex. Academic institutions employ a range of strategies to improve and embed their relationships with industry. These approaches are often institution specific and do not translate well across disciplines. This leaves industries with multiple academic partnerships, all operating differently and a constant task of managing expectations on both sides. The difference about Siemens Connected Curriculum is that it is an industry-led engagement which directly seeks to address and resource these challenges.

In 2019 Siemens developed the “Connected Curriculum”, a suite of resources (see fig1) to support and enable academic delivery around the topic of ‘Industry 4’. A novel multi-partner network was formed between Siemens, Festo Didactic and universities to develop and deliver the curriculum using real industrial hardware and software. Siemens is uniquely positioned to support on Industry 4 because it is one of the few companies that has a product portfolio that spans the relevant industrial hardware and software. As a result, Siemens is more able to bring together the cyber-physical solutions that sit at the heart of Industry 4.

Figure 1 – Core resources of Siemens Connected Curriculum

Connected Curriculum Aims

The scheme set out with a number of designed aims for the benefit of both Siemens and the partner universities.

Increase the ability of graduates to have an impact on complex Industry 4 topics
Develop graduate employability/recruitment through real world understanding nurtured through industrial case studies and problem-based engagement with industry.
Expanding the market with engineers familiar with Siemens’ industrial hardware and software
Develop and keep current the skills of academics in a rapidly changing technical landscape
A model that supported sustained industrial investment in academic capability
A model that was scalable to engage future institutions

Connected Curriculum Implementation

In 2019, four universities agreed with Siemens to create a pilot programme with a common vision for where Siemens could add value, how the university partners could collaborate, and how the network could scale. The initial pilot programme included Manchester Metropolitan University (MMU), The University of Sheffield (UoS), Middlesex University (Mdx), and Liverpool John Moores University (LJMU). Since the success of its pilot programme, as of Jan 2022 Connected Curriculum now has ten UK university partners with the addition of Teesside University, Coventry University, Exeter University, Salford University, Sheffield Hallam University and The University West of England. The consortium continues to grow and is now expanding internationally. The university academics and the Connected Curriculum team at Siemens have worked together to develop holistic digitalisation training and resources.

Siemens developed a specific team to resource Connected Curriculum, which now includes a full-time Connected Curriculum lead and two Engineering support staff. In addition to the direct team, the initiative also relies on input from a range of experts across the multiple Siemens business units.

The collaboration between multiple institutions and Siemens has proved hugely successful for teaching, research and knowledge transfer. We feel this model and collaboration is an excellent example of industry informed curriculum development and the translational benefits this can bring for all partners. Evidential outcomes of these benefits are demonstrated through the following examples.

Multi-disciplinary delivery

In 2020 Teesside University’s School of Computing, Engineering and Digital Technologies completed a module review including the embedding of digitalisation, resourced through Connected Curriculum, across its Engineering degrees. A discipline specific, scaffolded approach was developed, enabling students to build on previous learning. This includes starting at a component level and building towards fully integrated cyber-physical systems and plants. Connected Curriculum resources are used to inform and resource new modules including Robotics Design and Control and Process Automation. Due to the inherent need for multi-disciplinary working on digitalisation projects many of these have been structured as shared modules. As Siemens work across such a broad range of industries we are able to embed case studies and tasks which are relevant and foster collaborative working. The need for these digital skills and collaborative approaches has been highlighted by a number of studies including the joint 2021 IMechE/IET survey report: The future manufacturing engineer – ready to embrace major change?

Impact on Industry

In May 2021, Exeter’s Engineering Management group and a manufacturer of electric motors, generators, power electronics, and control systems (located in Devon, UK) collaborated to create digital twins for the assembly line of the Internal Permanent Magnet Motor. With the support from Siemens, we implemented Siemens Tecnomatix Plant Simulation to develop the models. The aim was to optimise assembly line performance of producing the Internal Permanent Magnet Motor such as cycle time, resource utilisation, idle time, throughput and efficiency. What-if scenarios (e.g. machine failure, various material handling modes, absenteeism, bottlenecks, demand uncertainty and re-layout workstations) were performed to build resilient, productive and sustainable assembly lines. Two MSc students were closely involved in this collaborative project to carry out the modelling and the experiments. Our learners have experienced hands-on engineering practice and action-oriented learning to implement Siemens plant simulation in industry.

Industrially resourced project-based learning

In 2020 Siemens was involved in the Ventilator Challenge UK (VCUK) consortium that was formed in response to the COVID-19 pandemic. VCUK was tasked with ramping up production of ventilators from 10/week to 1500/week to produce a total of 13500 in just 12 weeks. Inspired by this very successful project, academics at MMU approached the Connected Curriculum team asking if the project could be replicated with a multidisciplinary group of 2^nd year Engineering students. MMU Academics and Engineers from Siemens codeveloped a project pack using an open-source ventilator design from Medtronic. The students were tasked with designing a manufacturing process that would produce 10000 ventilators in 12 weeks. The students had 6 weeks to learn how to use the industry standard tools required for plant simulation (Siemens Tecnomatix) and to carry out the project successfully. The project attracted media attention and was featured in articles 1 and 2.

Keys to Success

So, what made the Connected Curriculum so successful? Digitalisation is clearly a current trend and so timing has played an important role. One of the most significant reasons is that Siemens not only led the scheme but resourced it. This has been key to supporting the rapidly growing need for relevant academic expertise. The on-going support from Siemens is also key for issue resolution and to support implementation for universities in adopting new curriculum. Engaging academic partners early in the process was key to ensuring the content was relevant and appropriately pitched.

Siemens breadth and depth of technological expertise across numerous technologies has been a key factor in the success of this initiative. Combined with its global engineering community, this has facilitated a rich integrated curriculum approach which covers a range of aligned technologies. Drawing on internal experts across its global community has allowed the initiative to benefit from a wealth of existing knowledge and resources. Having reached critical mass the initiative is now financially self-sustaining. Without reaching this milestone continued engagement would have been impossible.

Theme: Universities’ and business’ shared role in regional development; Knowledge exchange.

Authors: Prof Tony Dodd (Staffordshire University); Marek Hornak (Staffordshire University) and Rachel Wood (Staffordshire University).

Keywords: Regional Development Funding, Innovation Enterprise Zone

Abstract: The Stoke-on-Trent and Staffordshire region registers low in measures of economic prosperity, research and development expenditure, productivity, and higher skills. Staffordshire University has received funding to support regional growth in materials, manufacturing, digital and intelligent mobility and to develop higher skills. Packaged together into the Innovation Enterprise Zone these projects have made positive impacts in the region. This presentation will provide an overview of our approach to regional support and highlight impact and lessons learnt for companies, academics, and students.

Background

The Stoke-on-Trent and Staffordshire economy underperforms compared to the wider West Midlands and England [1].

Below average productivity – £19,114 produced per person (£27,660 in England) (2017)
Below average higher skills – Level 4+ is 33.4% (39.2% for the UK)
Below average R&D expenditure ranking 29^th out of 38 in LEPs for overall R&D expenditure and 23^rd out of 38 for R&D expenditure per full-time employee (2013)
38 new business start-ups per 10,000 people which is below regional and national averages
Business density of 410 business per 10,000 population – lower than regional and national averages

Industry is dominated by SMEs with strengths in manufacturing, advanced materials, automotive, logistics and warehousing, agriculture, and digital industries [1].

Aims and Objectives

The aim was to develop an ecosystem for driving innovation, economic growth, job creation and higher skills in Stoke-on-Trent and Staffordshire.

The objectives were to:

Support regional SMEs to improve innovation through knowledge transfer.
Increase employment and productivity.
Increase the number of products/services to the companies and market.
Enhance student experience and employability through placement opportunities
Enhance higher skills to support long term innovation in the region.

Enterprise Zone and Projects

Funding was successfully awarded from ERDF, Research England, and Staffordshire County Council. The themes of the projects were developed in collaboration with regional partners to identify key strengths and potential for growth. Each of the projects is match funded by Staffordshire University including through academic time.

Innovation

Staffordshire Advanced Manufacturing, Prototyping, and Innovation Demonstrator (ERDF) to support innovation in manufacturing and product development. (Note: this project has now ended.)
Staffordshire Connected & Intelligent Mobility Innovation Accelerator (ERDF) to deliver innovation in connected and intelligent mobility.
Staffordshire Digital Innovation Partnerships (ERDF, Staffordshire County Council) to support digital transformation and address social challenges through digital solutions.
Innovation and Productivity Pathfinder (UK Government Community Renewal Fund) to review innovation challenges and develop bespoke innovation plans.

Skills development through the Enterprise Academy

Staffordshire Higher Skills and Engagement Pathways (ESF) providing fully funded continuing professional development.
Staffordshire E-Skills and Entrepreneurship Gateway (ESF) to develop digital skills and entrepreneurship in SMEs, students and graduates.

The projects are part of the wider Staffordshire University Innovation Enterprise Zone (launched November 2020, Research England) to support research collaboration, knowledge exchange, innovation, and skills development. This includes space for business incubation and low-cost shared office space in The Hatchery for new start-ups. We also provide a Creative Lab (funded by Stoke-on-Trent and Staffordshire LEP) for hosting business-academic meetings and access to the SmartZone equipment for rapid prototyping.

Spotlight on Innovation Projects

To highlight the differences between approaches we highlight two innovation projects.

Staffordshire Advanced Manufacturing, Prototyping, and Innovation Demonstrator (SAMPID)	Staffordshire Connected & Intelligent Mobility Innovation Accelerator (SCIMIA)
Advanced manufacturing and product development	Connected and intelligent mobility
ERDF funded	ERDF funded
SMEs in Stoke-on-Trent and Staffordshire	SMEs in Stoke-on-Trent and Staffordshire
12-weeks of funded support	Up to 12-months of support
Innovation consultants (students/graduates)	Innovation consultants (students/graduates)
Academic supervision, knowledge exchange and business support	Academic supervision, knowledge exchange and business support
Dedicated technician support (0.5FTE)	Dedicated technician support (0.5FTE)
3x funded PhD students to support projects and develop advanced innovation	2x Innovation and Enterprise Fellows to support technical business engagement
Funded advanced manufacturing equipment (including 3D metal printing, robot arms) and access to equipment in SmartZone	Access to equipment in SmartZone

Business engagement is initiated through business development managers.
Academics are involved in early discussions to ensure expertise is available.
Students are interviewed by the company, academic and programme manager.

Case study videos:

Promtek – robotic materials handling
Rovoscope – medical device development

Lessons Learnt

Business engagement

Businesses are often engaging with a university for the first time.
Equipment purchased (SAMPID) has attracted companies to engage and supported innovation. The equipment would not normally be available to SMEs and enhanced the ability for rapid prototyping.
It is important to manage company expectations from the outset in terms of what is achievable in the timescales using undergraduate students.
Engagement with academics during project development is important to understand what is technically achievable.
Projects work best where there is active engagement from the business who have experts to support the student and challenge the direction of the project.

Project length

Recruiting students for the longer 6/12-month SCIMIA projects has proven more difficult due to the commitment and difficulty of fitting projects around studies.
Shorter 12-week, 15 hours per week, SAMPID projects fit more naturally around undergraduate studies so are easier to recruit to.
12-week projects have exceeded expectations with complex prototypes developed.

Student roles and recruitment

Students have exceeded expectations, and several have their work extended beyond the project.
Direct marketing to students on the opportunities available is important to raising awareness.
Unsuccessful students are targeted for future projects based on their skill set.
Unitemps minimise the burden of recruiting students.

Supporting roles

The innovation and enterprise fellows’ positions (SCIMIA) require technical and business experience. They have proven invaluable in engaging with companies alongside business development managers to better understand the technical requirements and to help companies think about what innovations are most valuable.
Technician recruitment has proven difficult for all projects due to the posts being 0.5FTE and fixed term.
It is important for business development managers and programme managers to ensure a smooth transition of the company relationship.
PhD students (SAMPID) have allowed more advanced innovations to be explored in areas of manufacturing and product development that have fed into projects.

Academic involvement

Pioneer academics who could demonstrate the positive impacts to their research and students and the programme manager developing a close relationship with a pool of academics has been key to ensuring academic engagement.
Some projects have led to academic research and publications which we will explore further.

Possible future developments

Peer mentoring to support students new to the innovation projects.
Formal training for student innovators in design thinking and systems/requirement engineering.
Developing successful relationships into Knowledge Transfer Partnerships, InnovateUK funding and support for EPSRC projects.

References

[1] Stoke-on-Trent and Staffordshire Local Enterprise Partnership (2019). Local Industrial Strategy – Evidence Base September 2019. Available from Development of a Stoke-on-Trent & Staffordshire Industrial Strategy (SSIS) (stokestaffslep.org.uk)