Green Product Life Cycle Management and Knowledge Based Economy
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1 Green Product Life Cycle Management and Knowledge Based Economy Matthew M F Yuen, Ph.D. (袁 銘 輝 ) Acting Vice President for Research and Development THE HONG KONG UNIVERSITY OF SCIENCE AND TECHNOLOGY THE WORLD ECOLOGICAL FORUM ST JULY, 2010 VISBY, 1 HKUST 香港科技大學 香港科技大學 1
2
3 3 Energy/Capita Consumption 2009 Source: BP Statistical Review of World Energy Consumption June 2010
4 World Primary Energy 4 Consumption 2009 Source: BP Statistical Review of World Energy Consumption June 2010
5 Regional Energy Consumption 5 Pattern 2009 Source: BP Statistical Review of World Energy Consumption June 2010
6 6 World Energy Projection 2030 Source: EIA International Energy Outlook 2010
7 7 Energy/GDP Projection 2030 Energy demand 35% higher in 2030 Energy efficiency improves by 65% Source: ExxonMobil - Outlook for Energy A view to 2030
8 8 Global Energy Demand Source: ExxonMobil - Outlook for Energy A view to 2030
9 9 Industrial Energy Demand Industrial energy demand dominant: Green manufacturing Source: ExxonMobil - Outlook for Energy A view to 2030
10 10 Carbon Budget Source: Low Carbon Economy Index, PricewaterhouseCoopers LLP, December2009
11 11 Green Manufacturing Manufacturing with reduced waste and pollution through innovative product and process design, including the use of new materials and supply chain. Cradle to Cradle process - reuse/recycle Minimum damage to environment and human, low energy consumption Sustainability
12 12 Green Product Lifecycle Management Source: Environmental Logic
13 13 Green PLM - Philips Source: Philips
14 14 Green PLM - Apple Manufacturing Material use Toxic substance removal Responsible manufacturing Transportation Smaller packaging Product use Energy efficiency Recycling Product recyclability Apple recycling program Responsible recycling Facilities Facilities in the big picture Energy use Employee commuter program Source: Apple
15 15 Green PLM Metal and Mining Source: Tata Consulting Services
16 ISO ISO DOCUMENTATION Scope Environmental baseline Scope Energy baseline Environmental Key Performance Indicators (KPI) Environmental Policy Environmental Goals & Targets Environmental Manual Document Control System Record Control System Energy KPI Energy Policy Energy Goals & Targets Energy Manual Document Control System Record Control System MANAGEMENT Environmental management representative Environmental management team Energy management representative Energy management team MANAGEMENT PLANNING Environmental data management Environmental impact profile Legal & Other Requirements Energy data management Energy Profile Legal & Other Requirements Environmental Goals, Targets, Project Planning Energy Goals, Targets, Project Planning OPERATIONS Materials/Equipment Purchasing Systems design & selection Systems & Process Control Project implementation Energy Purchasing Systems design & selection Systems & Process Control Project Implementation Communications, training, awareness Communications, training, awareness EVALUATION & REVIEW Monitoring Internal audits Corrective & preventive action Management reviews Monitoring Internal audits Corrective & preventive action Management reviews Source:
17 17 Green PLM - Opportunities Design for sustainability New materials recycle / reuse Novel green processes Efficient supply chain New regulations ISO What is required? INNOVATION
18 18 Green Manufacturing - Autodesk Green Manufacturing Digital Prototyping Decreasing Material Use and Waste Use plastic wisely: Moldflow Life Cycle Assessment Energy Efficient Products Sustainable, Efficient Manufacturing
19 19 The New Economy The changing economy - BRIC nations coming up very fast China is leading the pack of BRIC nations Other than GDP improvement, the BRIC nations have become more competitive Far East economy is offset by the development in China
20 20 GDP Estimates Millions US Dollars Millions International Dollars GDP Estimates Source: World Bank GDP Estimates Purchase Power Parity
21 Renewable Energy Investment Source: Renewables Global Status Report 2009 Update
22 22 World Competitiveness 2009 USA (1) 2010 USA (3) 2010 Singapore (1) 2010 Luxembourg (11) China (20) Russia (49) China (18) Russia (51) Hong Kong (2) USA (3) Netherlands (12) Denmark (13) India (30) India (31) Switzerland (4) Austria (14) Brazil (40) Brazil (38) Australia (5) Qatar (15) Hong Kong (2) Singapore (3) Taiwan (23) Korea (27) Germany (13) Hong Kong (2) Singapore (1) Taiwan (8) Korea (23) Germany (16) Sweden (6) Canada (7) Taiwan (8) Norway (9) Malaysia (10) Germany (16) Israel (17) China (18) Finland (19) New Zealand (20) Sweden (6) Sweden (6) Japan (17) Japan (27) Source: IMD WORLD COMPETITIVENESS ONLINE
23 23 World Competitiveness - Education USA (15) USA (21) Iceland (1) Norway (11) China (49) Russia (34) India (57) Brazil (51) Hong Kong (29) Singapore (19) Taiwan (27) Korea (36) Germany (18) China (46) Russia (37) India (58) Brazil (53) Hong Kong (30) Singapore (13) Taiwan (23) Korea (35) Germany (20) Finland (2) Denmark (3) Switzerland (4) Sweden (5) Belgium (6) Canada (7) New Zealand (8) Australia (9) Austria (10) Netherlands (12) Singapore (13) Israel (14) France (15) Ireland (16) Luxembourg (17) Estonia (18) United Kingdom (19) Germany (20) Sweden (3) Sweden (5) Japan (26) Japan (29) Source: IMD WORLD COMPETITIVENESS ONLINE
24 24 World Competitiveness 2010 Country Ranking Technology Infrastructure Scien7fic Infrastructure Educa7on USA Japan Sweden Germany China India Russia Brazil Hong Kong Singapore Korea Taiwan Source: IMD WORLD COMPETITIVENESS ONLINE
25 25 Role of University University is an academic institution with primary role in education and intellectual advancements Products: Graduates Intellectual properties Social and economic impact increase in intellectual capital through innovation
26 26 World University Ranking Harvard University United States 2 University of Cambridge United Kingdom 3 Yale University United States 4 University College London United Kingdom 5= Imperial College London United Kingdom 5= University of Oxford United Kingdom 14 Duke University United States 15 Cornell University United States 16 Stanford University United States 17 Australian Na7onal University Australia 18 McGill University Canada 19 University of Michigan United States 7 University of Chicago United States 8 Princeton University United States 20= ETH Zurich (Swiss Federal Ins7tute of Technology) Switzerland 9 MassachuseXs Ins7tute of Technology United States 20= University of Edinburgh United Kingdom 22 University of Tokyo Japan 10 California Ins7tute of Technology United States 11 Columbia University United States 12 University of Pennsylvania United States 13 Johns Hopkins University United States 23 King s College London United Kingdom 24 University of Hong Kong Hong Kong 25 Kyoto University Japan Source: QS Quacquarelli Symonds Limited
27 27 World University Ranking University of Manchester United Kingdom 27 Carnegie Mellon University United States 28 Ecole Normale Superieure, Paris France 29 University of Toronto Canada 30 Na7onal University of Singapore Singapore 31 Brown University United States 32= Northwestern University United States 32= University of California, Los Angeles United States 34 University of Bristol United Kingdom 35 The Hong Kong University of Science and Technology Hong Kong 36= Ecole Polytechnique France 36= University of Sydney Australia 39 University of California, Berkeley United States 40 University of Queensland Canada 41 University of Queensland Australia 42 Federal Polytechnic School of Lausanne Switzerland 43= Osaka University Japan 43= Trinity College Bublin Ireland 45 Monash University Australia 46 The Chinese University of Hong Kong Hong Kong 47= Seoul Na7onal University South Korea 47= University of New South Wales Australia 49= Tsinghua University China 49= University of Amsterdam Netherlands 36= University of Melbourne Australia Source: QS Quacquarelli Symonds Limited
28 28 China - Key Economic Regions Source: Jones Lang LaSalle Greater Bohai Bay Yangtze River Delta Pearl River Delta
29 29 Triple Helix Model Etatistic Model (China) Laissez-faire Model (Hong Kong) Triple Helix Model (Pearl River Delta) Source s: Henry Etzkowitz, The Triple Helix of Unoversity-Indutry-Government Implications for Policy and Evaluation, Science Policy Institute, Sweden, 2002 Teemu Santonen, Jari Kaivooja & Jyrki Suomala, INTRODUCTION TO NATIONAL OPEN INNOVATION SYSTEM (NOIS) PARADIGM FFRC ebooks 8/2007
30 30 Thank you! The Hong Kong University of Science and Technology
31 31 The QS University Ranking 2008 Top University of Tokyo 25 Kyoto University 26 University of Hong Kong 30 Na7onal University of Singapore 39 The Hong Kong University of Science and Technology 42 Chinese University of Hong Kong 44 Osaka University 50 Peking University 50 Seoul Na7onal University 56 Tsinghua University 61 Tokyo Ins7tute of Technology 77 Nanyang Technological University Source: The QS World University Rankings 2008
32 32 The QS University Ranking 2008 Top 100 in Science 10 University of Tokyo 13 Kyoto University 16 Peking University 28 Tsinghua University 31 Na7onal University of Singapore 31 Seoul Na7onal University 40 Osaka University 46 Korea Advanced Ins7tute of Science and Technology 49 University of Science and Technology of China 50 Na7onal Taiwan University 57 Tokyo Ins7tute of Technology 59 The Hong Kong University of Science and Technology 63 Fudan University 68 Tohoku University 77 Indian Ins7tute of Technology Bombay 96 Nanjing University Source: The QS World University Rankings 2008
33 33 The QS University Ranking 2008 Top 100 in Technology 9 University of Tokyo 11 Na7onal University of Singapore 12 Tsinghua University 21 Tokyo Ins7tute of Technology 22 Kyoto University 24 The Hong Kong University of Science and Technology 26 Nanyang Technological University 34 Korea Advanced Ins7tute of Science and Technology 36 Indian Ins7tute of Technology Bombay 38 Peking University 42 Indian Ins7tute of Technology Delhi 43 Seoul Na7onal University 48 Shanghai Jiaotong University 49 Na7onal Taiwan University 49 Osaka University 69 University of Hong Kong Source: The QS World University Rankings Indian Ins7tute of Technology Kanpur 74 Chinese University of Hong Kong 74 Indian Ins7tute of Technology Madras 83 Indian Ins7tute of Technology Kharapur 86 Chulalongkorn University 89 City University 90 Bandung Ins7tute of Technology 92 Fudan University 98 Tohoku University
34 Design Cycle - 1 Resources Previous Practice Current Practice Ideal Practice Modification due to late management awareness Improvement in design cycle CycleTi me
35 Design Cycle - 2 Resources Market Analysis & Conception System Design & Feasibility Sub-system Detail Design & Evaluation Modification due to late management awareness Functional Specification Engineering Specification Process Plan Start of Mass Production CycleTi me
36 36 Example: IC Molding Simulation (1)
37 37 Example: IC Molding Simulation (2)
38 38 Example: IC Molding Simulation (3)
39 39 Example: IC Molding Simulation (4) HKUST 香港科技大學
40 40 Example: IC Molding Simulation (5) epoxy encapsulant Cu Substrate (C194) Thiol molecules
41 41 China GDP Growth CHINA GDP Billions RMB Year Source: The Wikimedia Commons Source: The US-China Business Council
42 42 Competitiveness USA & China Source: IMD WORLD COMPETITIVENESS ONLINE
43 43 Key Economic Regions Bohai Rim Source: Source: CIA Fact Book Pearl River Delta Source: Yangtze River Delta Source:
44 44 The New Economy Source: South Morning Post 18 th September 2009
45 45 New Economy Academia - Industry Research Universities are emerging in East Asia: China, Hong Kong SAR, Taiwan Korea, India, Singapore, Thailand Industries are reducing budget on basic research Industries are setting up research units in East Asia and out-sourcing research
46 46 University Education in the New Economy
47 47 Undergraduate Education in New Economy Open Learning Environment Broad and Object-based education Flexibility Exchange programs Joint degree programs International students Innovation & Entrepreneurship Entrepreneurship education Linkage with Research Programs Undergraduate research program
48 48 Graduate Education in New Economy Research excellence Joint laboratory Joint research program Exchange programs Entrepreneurship education GOAL: INNOVATION & ENTREPRENEURSHIP
49 49 Knowledge Transfer in New Economy Internal policy to support innovation and knowledge Transfer Entrepreneurship education program Entrepreneurship policy and support program Incubation program GOAL: INNOVATION & ENTREPRENEURSHIP
50 50 The Hong Kong University of Science and Technology Starts in 1991
51 HKUST Campus 51
52 52 HKUST
53 53 HKUST Vision To be a leading university with significant international impact and strong local commitment Global - To be a world class university at the cutting edge internationally in all targeted fields of pursuit National - To contribute to the economic and social development of the nation as a leading university in China Local - To play a key role, in partnership with government, business and industry, in the development of Hong Kong as a knowledge- based society
54 54 World Ranking 2009 University (THES) 35 Engineering & IT (THES) 26 Life Science & Biomedicine (THES) 70 Natural Sciences (THES) 62 Social Sciences (THES) 82 MBA (FT) 9 (2010) EMBA (FT) 1 * FT Financial Times (UK) THE-QS Times Higher Education / Quacquarelli Symonds (UK)
55 55 Facts about HKUST Opened in October Students TOTAL 9,271 5,969 undergraduates 3,302 graduates Academic Staff 483 Research Support Staff ~ 2000 Operating Expenditure HK$2,401 million (in 07-08) New Research Funding HK$415.8 million (in 08-09)
56 56 Schools & Departments SCIENCE Biochemistry Biology Chemistry Mathematics Physics BUSINESS AND MANAGEMENT Accounting Economics Finance Information Systems, Business Statistics & Operations Management Management Marketing ENGINEERING Chemical & Biomolecular Eng Civil & Environmental Eng Computer Science & Eng Electronic & Computer Eng Industrial Eng & Logistics Management Mechanical Engineering HUMANITIES AND SOCIAL SCIENCE Humanities Social Science NANSHA GRADUATE SCHOOL 11 Research Centers 2 Central Research Facilities 2 Education Programs
57 57 Patents No. of patents granted : 107 (US) 19 (China) 11 (HK) 2 (UK) 2 (Europe) 1 (Japan) TOTAL : 142 No. of patents pending : 254 (US) 46 (China) 32 (Int l) 23 (HK) 8 (Taiwan) 4 (Europe) 4 (Japan) 3 (India) 1 (Germany) 1 (Australia) TOTAL : 376 No. of licenses issued : 109 exclusive 24 non-exclusive
58 58 Entrepreneurship Center START-UP / SPIN-OFF COMPANIES No. of enquiries to join Entrepreneurship Program 77 No. of companies accepted into 47 Entrepreneurship Program Of these 47 : No. of spin-out companies 18 No. of companies currently in incubator 10 No. of companies gone quiet 19
59 59 Industry - Academia Partnership
60 60 Industry University Collaboration Firms Collaborating with Universities Source s: Commonwealth of Australia Powering Ideas - Innovation Agenda for the 21st Century, 2009
61 61 Traditional Modes Student internship / Co-op program Research sponsorship Contract research Consultancy The relationship is mostly short-term. New economy - new paradigms Human Capital Innovation
62 62 New Paradigms
63 63 Capturing Human Capital Promoting Aircraft Engineering Investment to capture human capital at base level
64 64 Capturing Intellectual Capital A new industry has emerged since 2000 typified by companies such as: Intellectual Ventures IV.pdf Imprimatur Capital The IP management is pivotal in knowledge transfer. University should develop IP strategy to empower innovation in the New Economy.
65 65 Open Innovation Open Innovation System: combining internal and external ideas and internal and external market paths to advance the development of new technologies active search for new technologies and ideas outside of the firm, but also through cooperation with suppliers and competitors, in order to create customer value further development or out-licensing of ideas and technologies that do not fit the strategy of the organization Source : Teemu Santonen, Jari Kaivooja & Jyrki Suomala, INTRODUCTION TO NATIONAL OPEN INNOVATION SYSTEM (NOIS) PARADIGM FFRC ebooks 8/2007
66 66 Open Innovation (II) HKUST is currently experimenting open innovation concepts with the following companies Huawei GSK Siemens Why HKUST? IMD - HK.pdf IP management forms a crucial part of the arrangement
67 67 Open Innovation Network Background Availability and mobility of educated human capital large amounts of knowledge exist outside of organizations Employee mobility depletes internal knowledge capacity and induces knowledge flow Entrepreneurship and ascent of Venture Capital Availability of venture capital enables promising ideas and technologies to be further developed outside the organization Technology licensing from Start-ups or M&A Organizations in the supply chain, e.g. suppliers, play an increasingly important role in the innovation process. Source : Teemu Santonen, Jari Kaivooja & Jyrki Suomala, INTRODUCTION TO NATIONAL OPEN INNOVATION SYSTEM (NOIS) PARADIGM FFRC ebooks 8/2007
68 68 Triple Helix Model Etatistic Model Laissez-faire Model Triple Helix Model Source s: Henry Etzkowitz, The Triple Helix of Unoversity-Indutry-Government Implications for Policy and Evaluation, Science Policy Institute, Sweden, 2002 Teemu Santonen, Jari Kaivooja & Jyrki Suomala, INTRODUCTION TO NATIONAL OPEN INNOVATION SYSTEM (NOIS) PARADIGM FFRC ebooks 8/2007
69 69 HKUST Knowledge Transfer System Government Agencies Outside Company IP Rights Licensing and Transfer Office of Contracts and Grants Administration Grant Funding HKUST Entrepreneurship Education Program Facilitation Programs Grant Application HKUST Research Units Joint Laboratories HKUST Entrepreneurship Center Technology Transfer Center Collaborative Research Consultancy and Licensing Contracts IP right depository Sub-contract IP Rights Licensing and Transfer Spin-off Start-ups Incubation Center HKUST R&D Corporation Ltd Equity Funding Partners / VC
70 70 HKUST PRD Strategy TFT-LCD Pilot Line RFID Testing Center Photonics Lab LED Lighting Lab RFID Lab HKUST GOAL: EXPANDED RESEARCH INFRASTRUCTURE Fok Ying Tung Graduate School China Merchants CAS SIAT Incubator Joint Inst. HKUST SRI, IER Base HKUST - Peking U Medical Center
71 71 Network Knowledge Economy Traditionally, the owner of the innovation (one company) takes charge of the innovation process Distributed innovation processes accelerated by ICT Innovations created within various networks involving experts, users, communities and companies from all over the world. Future innovation - A significant portion is to take place within networks in which companies play just one part Innovation activity is essentially co-operative, and organizations should be prepared to share the benefits. Knowledge as a public commodity that serves the common good of society Source:
72 72 Entrepreneurship in PRD Capitalize on government policy in Hong Kong and the Pearl River Cities Leverage on human capital in the academia in Hong Kong and PRD Leverage on the industrial policy in PRD Platform for innovation and entrepreneurship
73 73 Thank you! The Hong Kong University of Science and Technology
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