1 High Value Manufacturing Skills Plans HVMC Skills Leadership Group 13 th February 2014
2 High Value Manufacturing Catapult (HVMC) today …………………………………………………………………………………………………………….… The HVM Catapult is the catalyst for the future growth and Our aim is to more than success of manufacturing in the UK, helping accelerate double the contribution of the new concepts to commercial reality, thereby creating a manufacturing sector to the sustainable high value manufacturing future for this UK economy. country. The HVM Catapult combines seven world-class centres of AFRC AMRC industrial innovation into one cohesive force to: HVM Catapult • Span basic raw materials though to product assembly WMG CPI Network of processes Specialised • Provide access to world-class facilities and skills to Technology Centres scale-up and prove-out high value manufacturing MTC NCC processes NAMRC • Develop a network of leading suppliers who contribute to key UK industry supply chains https://hvm.catapult.org.uk • Unite industry, government and research to make the UK an attractive place to invest in manufacturing
3 HVMC Skills – Catapults – Why Us ? …………………………………………………………………………………………………………….… • Challenged by BIS and Industrial Members to propose how the HVMC Centres could help meet future UK HVM skills needs • We work in industry, with industry and for industry therefore we are best placed to forecast, develop and deliver the right skills strategy and training to support • We are at the forefront of new and emerging technology and we understand the requirements to apply the skills to industry • Working closely with BIS to align proposals to emerging skills and wider industrial strategy and to identify future partnerships HVMC’s insight into tomorrow’s technologies will ensure that today’s skills programmes provide the people supply chain with the right skills in the right numbers at the right time. Failure to do this will reduce UK capability and therefore competitiveness in rapidly changing markets
4 HVMC Skills – challenges …………………………………………………………………………………………………………….… • Becoming quicker to develop Technology than People. Essential to equip those in learning with skills for the future and to be able to re-train adults already in work • Fragmentation – poor end-to-end vision and weak connection of skills elements • Public funding of skills may be misaligned to industrial need as technology advances • Inconsistent quality and relevance of delivery evident in all areas • Inspiring young people to enter and stick with technology training and careers • Complex Landscape with competing pressures – industry, academia, individuals Many of the training components required to help resolve this are already in place or under active development within the HVMC centres. E.g. CPI Partnership with Teeside, AMRC TC, MTC TC, NCC extension, WMG TAS
5 HVMC Skills – response to challenges …………………………………………………………………………………………………………….… Need HVMC End to end cohesion and progression Connected and consistent framework providing with clear visibility recognised development routes from school to PhD Training for future technologies as well HVMC resources provide a world-class knowledge as meeting those of today base and facilities to support industry led provision Development of those in already in Proactive identification of development needs leading work to industry and professionally recognised courses Stability of delivery and standards to HVMC Network of Elite Centres will adopt common meet employer demand delivery methods to meet industry owned standards Increased industry demand Identifying and integrating industry demand with HVM understanding and investment ‘ people supply chain ’ to facilitate investment Reduce complexity for employers and HVMC will connecting technology and people providers developmen t, providing clarity of opportunity Inspirational and attractive for young Direct links for schools and UTCs with the latest people manufacturing technology will inspire real interest Supporting the success of Industrial Strategies with the right people
Some of the solutions look like: • Establish a Network of ‘Elite’ Training Centres, collaborating to deliver HVM skills, each connected to one HVM Catapult Centre, focussing training on its specialist technology • Cooperate to develop a range of HVM curriculum to meet industry demand on a nationally consistent basis, identify best practice and work to a shared HVM delivery model and methods • Actively link with UTCs and other Technical Academies, then ensure connected progression routes for accredited units of training at all academic levels across centres • Each HVMC Training Centre selects and works with the best local FE and HE providers and influences and develops local Providers, Private and Industrial In-House Trainers Also meets the internal training needs of the parent HVMC Centres, building capability of staff and encouraging knowledge transfer to customers
7 HVM Skills – influencing education, delivering training …………………………………………………………………………………………………………….… Each HVM Training Centre selects and works with the best local FE and HE Actively linked with UTCs providers FE and other Technical Academies HE UTC Also meeting the internal HVM training needs Providing guidance to of the parent TRAININ HVM Sch TECHNOLOGY teachers and inspiring HVM Centres G CATAPULT pupils in local schools CENTRE Meeting local Ind, Influencing and developing LEPs policy, funding & Priv’t local Providers, Private and delivery targets Skills Industrial In-House Trainers Acad Supporting delivery on behalf of Sector Specialist Academies
8 HVM Skills – influencing education, delivering training …………………………………………………………………………………………………………….… HVM INFLUENCE HVM DELIVERY TECHNOLOGY TRAINING PEOPLE SPECIALIST GENERIC UNDERSTANDING KNOWLEDGE - Development & Application - Skills High Value High Value Capability Jobs Individual Success Industry Success Inspired Competitive Qualified Growing High Value Skills
9 Connected – provision and progression …………………………………………………………………………………………………………….… Eng Tech I Eng C Eng PROFESSIONAL HVM TRAINING HVM HVM Sector TECHNICIAN CENTRES Industrial Modules Industry, Project Academia, HVM Technology Profession Modules Application Engineering Training Doctorates HVM HVM HVM ENGINEER Higher Advanced HVM Technical Industry, Apprentices Apprentices Modules U Academia, (Level 4) (Level 3) EDUCATION / T Profession ACADEMIA HVM Management HVM C Modules DOCTORATE Academic ‘Bridge’ S Industry, Modules T M Academic Academia, Submission Profession E Part Time, Modular Masters Degree PhD Hons Degree Found’n Deg Tech. Certs School IAG s Vocational HE CPD
10 AMRC – STEM …………………………………………………………………………………………………………….… Challenge Recent cohorts of Apprentices were underperforming in maths related subjects within their apprenticeship programme. Some had not undertaken maths study in their final year at school. The majority had no exposure to maths and its industrial application. Solution AMRC-TC met with Heads of Maths to present the problem and are now on solutions to increase exposure to engineering related maths and its applications. This will include specialist events and also case study related examples that can be used in teaching methodologies within the maths curriculum.
11 AMRC – Demand led Apprenticeships …………………………………………………………………………………………………………….… Challenge Manufacturing tool supply chain identified a problem with recruiting Technical Sales Engineers with skills in both engineering and a commercial sales environment and who could apply diagnostic techniques to identify innovative client solutions. The sector decided to grow their own through a model Apprenticeship Scheme Solution Industry has worked in partnership with the AMRC-TC to develop an engineering based apprentice model that included full diagnostic skills, and at a later stage includes commercial training such as closing, negotiation, proposal writing, prospecting etc. Industry required knowledge of how to do business in other countries to increase export potential. This also lead to the addition of a choice of languages
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