1.4 Strategic innovation priorities for sustainable manufacturing in Australia
K. S. King 1
1 Future Manufacturing Flagship, CSIRO, Melbourne, Australia
Abstract
This paper presents a strategic perspective and 3 sustainable manufacturing innovation priorities for the
Australian manufacturing sector. They are, improving resource efficiency, developing new business models
and adopting new technology. These are not the only strategies by which to achieve sustainable
manufacturing or improved competitiveness. However, they are a prioritised response to current global trends,
government signals and challenges and opportunities for Australian manufacturers. Manufacturing in Australia
has reached a crossroad. Tough economic conditions mean in order to survive manufacturers must adapt and
respond to competitive pressures by innovating to remain productive and prosperous. This paper provides an
overview of the drivers, enablers and an example for each innovation response. This clearly demonstrates the
link between innovation and sustainable manufacturing and how innovation can provide a competitive
advantage.
Keywords:
Australia, Innovation, R&D, Resource Efficiency, Sustainable Manufacturing
1 INTRODUCTION
The previous two years have seen a focus like never before
on the future of manufacturing in Australia. An increasingly
challenging economic environment is the consequence of
many factors, including the high Australian dollar which has
had near parity with the US dollar between December 2010 to
June 2013. Rising resource costs have also placed pressure
on manufacturers to remain competitive. In October 2011, the
Australian Prime Minister convened a taskforce on
manufacturing to map a vision for the future of manufacturing
in Australia as it adjusts to economic pressures and
competition from Asia[1]. In December 2011, the
Commonwealth Scientific Industrial Research Organisation
(CSIRO) held an industry workshop to discuss ‘What
sustainable manufacturing means to Australia’[2]. This paper
takes into account the current global trends as well as
government and industry signals to describe the innovation
priorities for sustainable manufacturing in Australia.
Innovation is a key lever by which to address the challenges
of manufacturing while becoming more economically, socially
and environmentally viable. This paper describes 3
sustainable manufacturing innovation priorities; resource
efficiency, new technology and business model innovation.
For each innovation priority, a driver, enabler and example
are provided. The author proposes that the three innovation
priorities described in this paper are critical in enabling a
transition to sustainable manufacturing in Australia, and
further, that they provide a competitive advantage in today’s
challenging times. These innovations are not the only source
of competitive advantage for manufacturing firms. For
example, improving skills, diversification and the ability to
enter new supply chains are also sources of competitive
advantage.
2 CONTEXT AND DEFINITIONS
2.1 The current state of manufacturing in Australia
Manufacturing makes a vital and significant contribution to
Australia’s economy. The sector’s contribution to GDP has
declined from 9.5% to 8.7% between 2005-06 and 2009-10.
In 2010-11, the manufacturing sector employed 991,800
people; this is a decrease from the 1.05 million people
employed the previous year, and sadly, over 100,000 jobs
have been lost in manufacturing since 2008[3]. In 2010-11,
manufacturing accounted for 34% of Australia’s total export
trade. This has declined steadily since 2006-07 when
manufacturing’s share of exports was 50%[4]. In 2010-11, the
sector contributed to over 27% of total business in R&D
expenditure, this is larger than any other sector and equates
to a $4,760 million investment in R&D. Further, this increased
by $499 million compared to the year prior[5]. Despite the
general decline of many economic metrics over the previous
few years, manufacturing remains an important part of the
Australian economy. It contributes to a diverse economy with
both direct and indirect contributions and it supports and
enables other parts of the economy such as agriculture,
mining, construction and services[3]. In 2006, the Australian
Industry Group estimated for every $1 generated by the
manufacturing sector this resulted in additional $1.25
expenditure in the rest of the economy[6].
In 2006, the OECD noted the declining contribution of
manufacturing to GDP as an ongoing trend across many
OECD countries. This reflects the shift of developed
economies towards the services sector and an increasing
blurring of the distinction between manufacturing and
services[7]. As competition with low cost, developing
economies continues, this trend may well continue for
Australia. The pursuit of sustainable manufacturing innovation
objectives will improve competitiveness and may well play a
role in differentiating Australian manufacturing from low cost
competitors. As such, these 3 sustainable manufacturing
innovation priorities may be relevant to other developed
nations.
2.2 Definition of Sustainable Manufacturing
Manufacturing can be defined as ‘the full cycle of activities
from research and development, through design, production,
logistics and services, to end of life management’ [8].
However, similar to the definition of ‘sustainability’, there is no
common definition for sustainable manufacturing. Most
G. Seliger (Ed.), Proceedings of the 11th Global Conference on Sustainable Manufacturing - Innovative Solutions
ISBN 978-3-7983-2609-5 © Universitätsverlag der TU Berlin 2013
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K.S. King
definitions generally adhere to the principles first outlined in
the 1987 Bruntdland report, that is: ‘Sustainable development
is development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs’[9]. Three useful definitions and descriptions for
sustainable manufacturing are from the US Department of
Commerce, Queensland State Government in Australia and
the Organisation for Economic Co-operation and
Development (OECD). The US Department of Commerce
defines sustainable manufacturing as ‘the creation of
manufactured products that use processes that minimize
negative environmental impacts, conserve energy and natural
resources, are safe for employees, communities, and
consumers and are economically sound[10].’ The Queensland
Government describes sustainable manufacturers as those
who ‘use world-class manufacturing and environmentally
friendly practices to improve the profitability of their business
and reduce their impact on the environment[11].’ Lastly, the
OECD defines the general principle of sustainable
manufacturing ‘to reduce the intensity of materials use,
energy consumption, emissions, and the creation of unwanted
by-products while maintaining, or improving, the value of
products to society and to organizations[12].’
2.3 The nexus of sustainable manufacturing, innovation
and competitiveness
There is a strong connection between sustainable
manufacturing, innovation and increased competitiveness. It
is important to note that the OECD also relates the term
‘sustainable manufacturing’ to ‘eco-innovation’[13]. The latter
is described as the trigger to developing a green economy
and assist manufacturing to become sustainable. The
connection between sustainable manufacturing and eco-
innovation underscores the important role of innovation in
transforming traditional manufacturing processes to a more
sustainable paradigm.
Innovation can assist manufacturers through both the
incremental evolution of current practice and the development
and application of disruptive technologies which enable
fundamental change to manufacturing and markets. Whilst
research and development (R&D) plays a significant role in
the process, innovation extends beyond R&D. Within
Australia, a commonly used definition of innovation is:
‘Innovation is the implementation of a new or significantly
improved product (good or service), process, new marketing
method or a new organisational method in business practices,
workplace organisation or external relations[14]’
It has been proven that innovation is also connected with
increased firm competitiveness and success. The 2012
Australian Innovation Systems report provides clear evidence
that innovation active companies are more competitive as
they are:
41 per cent more likely to report increased profitability,
Twice as likely to report increased productivity,
Twice as likely to export, and
Up to four times more likely to increase employment and
social contributions[15].
Innovation is needed for sustainable manufacturing, and in
turn, the pursuit of both objectives have a high liklihood of
influencing firm competitiveness. The following section
describes the 3 strategically important innovation priorities for
sustainable manufacturing.
3 RESOURCE EFFICIENCY
3.1 Driver - the global megatrend ‘more from less’ and
environmental regulations
In 2010, CSIRO first published a report on Global
Megatrends. This was well received by industry and of the 6
trends described, ‘more from less’ resonated greatest with
manufacturers. It is testament to this persistent trend that
when the CSIRO updated its global megatrends for 2012,
‘more from less’ remained and was simply updated with more
recent data. This megatrend describes the depletion of our
natural resources occurring at alarming rates while the impact
of population growth and climate change will continue to
increase pressure on resource demand[16]. Examples of data
supporting this megatrend are; by 2043 our global population
will reach 9 billion people, global food production needs to
increase by 70% between now and 2050 in order to meet
demand, global water demand will rise by 55% between 2000
and 2050 with manufacturing a key driver of this increased
demand, global energy consumption will rise by 40% between
2009 and 2035, mineral ore grades are declining while ore
production is increasing.
Manufacturing provides goods and services that support our
quality of life and the economy. It has historically been based
on the paradigm of unlimited resources [17]. The folly of this
assumption, and the forces of the ‘more from less’ megatrend,
make resource efficiency a priority for achieving sustainable
manufacturing. Resource efficiency also provides Australian
manufacturers with a competitive advantage by reducing
costs and increased productivity.
Another driver of resource efficiency and increased
manufacturer responsibility is product stewardship. This
expands the responsibility of manufacturers to include
responsible disposal of their products. Regulation has
successfully been implemented in Europe and in 2011,
Australia implemented the Product Stewardship Act which
provides a framework for regulatory, co-regulatory and
mandatory product stewardship. The aim of the Act is to
reduce waste sent to landfill and increase recovery and
recycling rates. Product stewardship now applies in Australia
for televisions, computers, mercury containing lights and
tyres[18].Future opportunities exist for manufacturers that
reduce the environmental footprint of their products and
processes and differentiate based on their whole of life
impacts [8].
Environmental regulations in Europe, such as the
Registration, Evaluation, Authorisation and Restriction of
Chemical substances (REACH) and the UK Restriction of the
Use of Certain Hazardous Substances in Electrical and
Electronic Equipment (RoHS) demand increased
transparency of product information and its impact on human
health and the environment[19]. These types of environmental
regulations support the development of global green supply
chains and have the potential to restrict trade of noncompliant
Australian products.
3.2 Enabler – investment to support resource efficient
manufacturing
The Australian manufacturing sector was the third largest
consumer of electricity in 2009-10[20]. Emissions intensity
varies across the manufacturing subsectors and the plastics
sector is ranked 9th. Despite this low rank, the Plastics and
Chemicals Industry Association (PACIA) reported electricity
costs for small to medium enterprises (SME) equates to
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Strategic innovation priorities for sustainable manufacturing in Australia
between 2-18% of input costs [21]. As a result, energy costs
and energy efficiency are a key concern for Australian
manufacturers.
Australia has historically benefitted from low energy prices.
This is changing as resource costs rise and accounting for
carbon emissions becomes part of the economy. The
Australian government has committed to the long term target
of reducing 2000 level emissions by 80% by 2050. This is
consistent with targets announced by the United Kingdom and
Germany. In the short term, Australia will reduce carbon
pollution by 5% from 2000 levels, by 2020[22]. To achieve
this, Australia implemented a carbon price on 1 July, 2012 as
part of its Clean Energy Future policy. Under this program,
support for the manufacturing sector includes $1.2 billion to
improve energy efficiency and research and development for
low carbon technologies. Government investment is enabling
the transition towards more resource efficient and competitive
manufacturing in Australia.
The increased constraints on resources, whether as a result
of higher price or declined availability, will inevitably
necessitate manufacturers becoming more efficient with their
resources. In the future, manufacturers will continue to reduce
waste of all types, through resource recovery, closed loop
manufacturing, industrial symbiosis or industrial ecology.
The application of industrial ecology is embroyonic in
Australia. The most well known example is the Kwinana
Industrial Area in Western Australia. Industrial ecology has
been noted as having the potential to improve sustainable
manufacturing[23]. The 2013 New South Wales (NSW)
Government Waste and Resource Recovery Initiative has
recognised the potential of industrial ecology by prioritising
the establishment of 4 industrial ecology networks as part of
its Business Recycling Program[24]. The uptake of industrial
ecology or symbiosis marks a turning point in strategic waste
management as it supports both environmental goals to
reduce waste to landfill and industry goals to improve
resource efficiency. The NSW Government commitment is
another example of investment that supports resource
efficient manufacturing.
3.3 Innovation Example - Biofiba®
The CSIRO has many examples of applying R&D to develop
resource efficient manufacturing processes. A recent example
is the research collaboration with the company Biofiba® Ltd, a
NSW based SME. A novel process takes fibres from
commercially grown hemp and combines them with starches
and binding agents to make a composite. This unique
composite can be extruded into planks that are able to be
drilled and nailed together into a bio-composite pallet[25]. The
pallet is designed to decompose rapidly into a potentially
valuable garden mulch product. The benefits of this pallet are:
cost-effective process
a strong, durable product
sterile material removes the need for heat or chemical
fumigation treatment
minimal waste – planks manufactured to specific lengths
bioderived, biodegradable end product[25].
If the technology is successfully scaled-up, Biofiba® will be
ideally positioned to capture a portion of the USD$90 billion
dollar export pallet market. In recognition of this novel process
and product, Biofibre® was a finalist and runner up in the
2012 Australian Cleantech competition.
A second example is CSIRO’s zero waste powder coating for
plastic automotive components. This process replaces
traditional wet paints, reduces waste, eliminates harmful
chemical emissions and saves cost, energy and greenhouse
gas emissions[26].
4 BUSINESS MODEL INNOVATION
4.1 Driver – The rise of the services economy
The provision of manufacturing services can be described as
‘additional services to complement a tangible product offering
in order to add value’[27]. This denotes a shift to a product-
service relationship with customers, creating lengthier
relationships, potentially excluding competitors and producing
more reliable revenue streams[27, 28]. Globally, an average
manufacturing services firm has around 30% of sales as
services[29]. In Australia, the services economy delivers
around 80% of GDP and employs 85% of the workforce[30].
Moreover, around 23% of Australian manufacturing
companies already provide a service, and some companies
that do so are already classified within the services sector[31].
The CSIRO megatrend ‘Great Expectations’ is consistent with
the gradual shift towards service offering from manufacturers.
It describes the rise in expectations for personalised services,
the increase in demand for experiences over material
consumption and the rise in moral and ethical expectations for
consumer products[16].
4.2 Enabler – NBN and service innovation
An enabler for business model innovation, such as developing
manufacturing services, could be the upgrade of Australia’s
telecommunications infrastructure and implementation of
National Broadband Network (NBN). At a CSIRO workshop in
December 2011, industry participants expected the NBN to
assist in supporting globally connected businesses, and new
opportunities for services and exports[2].
Manufacturing services also support sustainable
development, and the transition to sustainable manufacturing,
through the dematerialisation of society[28]. The World
Business Council for Sustainable Development identified
service extension as a key aspect of eco-innovation,
responsible for extending product life and reducing
turnover[29]. Within traditional firms, the transition to services
is enabled by business model or design led innovation.
However, the transition to services does pose challenges to
many manufacturers through lack of:
senior management support,
information technology,
organisational design,
appropriate capabilities,
and culture[29].
4.3 Innovation Example – industry examples and the
Australian Design Integration Network
There are opportunities to improve profitability through
business model innovation by the application of design led
innovation. An Australian example of business model
innovation is from the mining sector. High value service
provision occurs in exploration and customer solutions e.g.
Orica Mining Services. Benefits include a higher margin
business model[15]. Another example is the award winning
plastic recycling scheme implemented by Tapex who
manufacture plastic products for the Agriculture sector. Tapex
created a market for recycled plastic by introducing a cost
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K.S. King
effective program to capture all farm plastics, regardless of
type or manufacturer. Recycled plastic is remanufactured into
products, such as tiles and compost bins[32]. This closed loop
solution provided improved customer service, developed a
new brand, market and products. It is an example of business
model innovation resulting in improved resource efficiency.
In March 2013, CSIRO participated in establishing the
Australian Design Integration Network (ADIN). The network
was launched with partners across the national innovation
system to address 2 key gaps; the lack of a research base to
support design led innovation in Australia and the lack of
collaboration in design led innovation across Australia’s
innovation system[33]. The aim of the ADIN is to explore the
role and value of design led innovation in Australia,
particularly for the benefit of manufacturers. The ADIN will
support business model innovation, creativity and innovation
within the manufacturing sector.
5 NEW TECHNOLOGY
The imperatives for manufacturing in Australia range from a
transition to high value, high tech manufacturing to more
recently, smarter manufacturing for a smarter Australia[3].
Both are a recognition that Australia cannot compete with the
low labour costs in developing countries in an increasingly
high cost economic environment. The Australian government
acknowledges that value adding through access to
knowledge and technology is an important factor in the future
of Australian manufacturing[34]. Value adding could be
achieved by investment many types of technologies, for
example clean technologies, lightweight robotics or additive
manufacturing, and is dependent on firm needs.
Alongside the need to value add to manufactured products
and transition to delivering sustainable, high tech
manufacturing, is the gradual shift from mass production of
goods to mass customisation. This was reported by CSIRO to
the Prime Minister’s taskforce on manufacturing as of
increasing importance to Australia[3] and this is enabled by
disruptive technology such as additive manufacturing.
5.1 Driver - Competing in the Asian Century
A major trend of direct importance to Australian
manufacturing is the rise of Asia. The scale of growth and
transformation in Asia was the driver behind the Australian
Government’s White Paper on Australia in the Asian Century.
This paper will help position Australia through the
recommendation of actions and policy initiatives to position
Australia for the Asian Century[35].
Forecast Asian growth is referred to as ‘The Silk Highway’ in
the CSIRO 2012 megatrends report. Data supporting this
megatrend are: by 2025, Asia will account for over half of the
world’s economic output [35], over a billion people will
transition from poverty to the middle class influencing global
demand for goods and services, the 2012 five year economic
outlook forecasts 8% per annum growth for Asia compared to
2-3% growth for advanced economies, China has strong
economic links with Australia as its largest trading partner,
China accounts for around 20% of the world’s population[16].
Another driver is to add value to Australia’s natural resources
such as titanium ore. Australia has the world’s greatest
reserves of titanium ore, much of which is being exported
without domestic processing. It is estimated that at current
rates, Australia has 90 years of titanium resource remaining.
The value of titanium alloy metal is 100 times the market
value of ore. If Australia were to grow its domestic processing
industry and convert ore to metal then it could theoretically
extend the life of the ore and add significant value to exports
[8]. New technology processes and additive manufacturing
technologies will enable Australia to develop high tech, high
value manufacturing opportunities in titanium products.
5.2 Enabler – additive manufacturing technology
Additive manufacturing (AM) is sometimes referred to as 3D
printing and has evolved from rapid prototyping to become a
disruptive technology with application for the manufacturing,
aerospace, health and infrastructure sectors. It works by
depositing material layer by layer onto a substrate. AM
technologies differ in the type of material used and the
bonding technique applied [36]. The general advantage of AM
is it uses less energy, produces less waste and can create
more complex products that are unable to be produced
through traditional methods [37]. AM can also increase speed
to market, time to manufacture and reduce costs [38]. These
benefits are aligned with the earlier definitions of sustainable
manufacturing.
AM is often referred to as a disruptive technology as it has the
potential to create new markets and products, and realise a
shift from mass production to mass customisation. It has been
referred to as the next industrial revolution for manufacturing
in advanced economies as it has the potential to provide
competitive advantage that is not based on low labour costs.
This may result in manufacturing returning to developed
economies like Australia and the USA, with products
produced close to markets. A key enabler to leveraging this
technology for competitive advantage are capability strengths
in designing and engineering fit for purpose parts and
products[39].
Despite the attractiveness of the technology there are some
challenges that remain to be overcome, for example;
security of designs and intellectual property [38]
parts are constrained by machine size [40]
the high costs of technology, equipment and materials
[37]
product surface imperfections [37]
Some of these challenges create R&D opportunities to
develop cost effective, fit for purpose products with additive
manufacturing technology.
5.3 Innovation Example – Victorian Direct
Manufacturing Centre
The CSIRO has identified additive manufacturing as a key
opportunity for Australian manufacturers to leverage both
competitive advantage and the comparative advantage of
Australia’s natural mineral endowment. An innovation
example for AM technology is the CSIRO Victorian Direct
Manufacturing Centre (VDMC). It was originally established in
2010 and in 2013, secured additional funding from the
Victorian Government and industry partners to continue for
another 3 years. The centre applies cold spray additive
manufacturing technology to provide benefits for a number of
industry partners across a number of applied research
projects. The key benefits for the industry partners to date
have been:
reduced production costs
increased design capability
greener production processes
40
Strategic innovation priorities for sustainable manufacturing in Australia
more flexible production lines
reduced material waste.
These benefits not only align with the definitions for
sustainable manufacturing but provide the basis upon which
to build a more competitive and sustainable Australian
manufacturing industry. As such, AM technology is a
strategically important innovation priority for Australia.
6 SUMMARY
The business case for innovation is clear; manufacturing firms
cannot prosper based on a business as usual approach. They
must respond to the competitive pressures brought about by
globalisation and low cost competition. All 3 innovation
strategies contribute towards greater sustainability for
manufacturing in Australia by improving economic,
environmental and social conditions. For example, improved
resource efficiency can reduce input costs. Business model
innovation can result in new market opportunities and value
add to firms. New technologies can similarly create new
product and market opportunities while also reducing
business costs. These innovation strategies may also be
relevant to other developed nations.
Each of the strategies are also interconnected, for example :
New technology development can result in greater
resource efficiency as in the case of Biofiba®.
Business model innovation can be driven by new
technologies as the case for Additive Manufacturing.
Resource efficiency opportunities can be developed by
applying business model innovation as demonstrated by
the Tapex example.
Each strategy also contributes to the common elements in the
definitions of sustainable manufacturing. These are; reducing
environmental impact, conserving energy, applying world
class manufacturing and improving the profitability and value
of products to society and organisations.
7 CONCLUSION
Australian manufacturers are seeking opportunities to
become more competitive. Innovation is a critical lever to
achieving increased competitiveness and this is linked to
sustainable manufacturing. The 3 examples described in this
paper prioritise innovation strategies for industry. These are
not the only strategies by which to achieve either sustainable
manufacturing or increased competitiveness. However, they
are the author’s view of the most important innovation
priorities for Australian manufacturers based on global trends,
government signals, industry challenges and opportunities.
These strategies are part of the solution to addressing the
decline currently occurring in Australian manufacturing. Each
strategy has the potential to improve competitiveness and
supports the goals of sustainable manufacturing for Australia.
8 ACKNOWLEDGMENTS
The author extends sincere thanks to all who provided
constructive feedback on this paper.
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