Technology Mapping at the Faculty of Textile Technology and … · 2015-03-15 · Technology Mapping at the Faculty of Textile Technology Preliminary Conclusions and Suggestions for

Technology Mapping at the Faculty of Textile Technology

Preliminary Conclusions and Suggestions for Strategic Planning

Zagreb, June 2014

Report prepared by: Lisa Cowey Mapping analysis: Dr.sc. Davorka Moslavac Forjan

Iva Radočaj Novak

Technology Mapping at the Faculty of Textile Technology Preliminary Conclusions and Suggestions for Strategic Planning CONFIDENTIAL

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Table of Contents 1.0 Introduction to the report and activity ............................................................................................... 3

1.1 BISTEC Technology mapping activity ............................................................................................... 3

2.0 TTF: background and history to the faculty ......................................................................................... 3

2.1 Departments and associated acronyms .......................................................................................... 4

3.0 Presentation and Interpretation of the main mapping results ........................................................... 5

3.1 The frequency of department's engagement in various research and tech transfer activities ...... 5

3.2 National and international research projects: status, funding and outputs ................................... 7

3.3 Project funding sources and value .................................................................................................. 8

3.4 Project status and share in total project budget (national and international projects) ................. 9

3.5 Project outputs (national and international projects)..................................................................... 9

3.6 National and international collaborations with industry: status, funding and outputs ................ 12

3.7 Collaborations with industry (outputs) ......................................................................................... 12

3.8 Patents and other intellectual property rights .............................................................................. 14

3.9 Technology transfer and knowledge exchange activities .............................................................. 14

3.10 Research expertise and technology map ...................................................................................... 15

3.11 Techniques, specific equipment and certified methods ............................................................... 16

3.12 Target sectors for transfer of research results .............................................................................. 21

3.13 Research exploitation: services to commercial partners .............................................................. 22

Long term Strategic Priorities for Innovation/ Technology Transfer at FPZ: developing a strategic plan and roadmap ........................................................................................................................................................ 23

4.0 FTT Narrative analysis and suggestions for future strategic development ....................................... 24

4.1 Competitive position ..................................................................................................................... 24

4.2 Status and development potential for Technology Transfer/ Knowledge Exchange .................... 24

4.3 Diversification of funding sources ................................................................................................. 25

4.4 Critical mass and new service deployment ................................................................................... 25

4.5 Strategic and realised innovation potential .................................................................................. 26

PESTLE Analysis .............................................................................................................................................. 27

SWOT analysis ............................................................................................................................................... 29

5.0 Development of a Strategic Roadmap: Methodology and approach ................................................ 32

Destination (Strategic Goals) ..................................................................................................................... 32

Hazards (Competition and Barriers) .......................................................................................................... 32

Tools (Markets and Alliances) ................................................................................................................... 33

Initial Direction (Near Term Objectives) .................................................................................................... 33


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6.0 Conclusions and recommendations for the Faculty. ......................................................................... 35

7.0 Final comments ................................................................................................................................. 36

Figure 1: Existing engagements in different technology transfer and knowledge exchange activities. ............. 6 Figure 2: Full breakdown of funding levels for up to 5 existing nationally and internationally funded research projects in the last 3 years. .................................................................................................................................. 7 Figure 3: The source and value of funding for national and international research projects ............................. 8 Figure 4: Project status and share in total project budget for national and international research projects. ... 9 Figure 5: Outputs of national research projects................................................................................................ 10 Figure 6: Outputs of international research projects. ....................................................................................... 11 Figure 7: Collaboration status, value and share in total project budget. .......................................................... 12 Figure 8: Outputs of collaborations with industry. ........................................................................................... 13 Figure 9: Reported intellectual property rights in departments. ...................................................................... 14 Figure 10: Reported technology transfer and knowledge exchange activities at the departments. ................ 14 Figure 11: Technology map for Faculty of textile technology. .......................................................................... 16 Figure 12: Departments research output sector focus. .................................................................................... 21 Figure 13: Services that can be offered to commercial partner by departments. ............................................ 22 Figure 14: PESTLE analysis ................................................................................................................................. 28 Figure 15: SWOT Analysis .................................................................................................................................. 30 Figure 16: Faculty strategic roadmap ................................................................................................................ 34 Table 1 reported research composition of the seven (7) Faculty departments.................................................. 4 Table 2. List of department’s techniques, specific equipment and certified methods. .................................... 18


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1.0 Introduction to the report and activity

These preliminary conclusions and suggestions for possible innovation activity development are based on the results of the BISTEC project technology mapping exercise at the Faculty of Textile Technology and a discussion and strategic planning meeting with the Faculty on 11.03.2014. Following this meeting the Faculty requested an opportunity to check and refine their data sets. This final report is based on the more recently reported data sets.

The purpose of the present document is to offer comment on the perceived innovation potential of the Faculty and the activities that might be further developed, based on existing strengths and opportunities.

The report is structured as follows: the results are presented figuratively for each aspect investigated; where comment may be useful this has been made for the corresponding section. At the end of the reports a narrative analysis and comment has been supplied along with a SWOT and PESTLE with some preliminary suggestions and recommendations. These have been translated into the first steps of a strategic roadmap and plan. The faculty are invited to use this starting point and framework for further strategic planning.

1.1 BISTEC Technology mapping activity

Technology mapping at the Faculty of textile technology was undertaken as a part of EU funded project BISTEC „Building Innovation Support through Efficient Cooperation Network“. The main objective of this project is to improve the capacity of higher education/research institutions for technology transfer and innovation, thereby enabling them to collaborate with industry, investors, public authorities and other stakeholders in the realization of their research potential and commercialization of their research outputs.

The purpose of mapping activity was to collect a comprehensive data set concerning the ongoing activity and future potential of individual research groups in the process of exploiting research results, knowledge and expertise. In the long term is it intended that this data set will enable the creation of on‐line public databases highlighting groups involved in all the stages of the innovation process ‐ from research to technology transfer, patenting, commercialization and collaborations with the for‐profit sector. Obtaining and publishing this comprehensive data will enable further initiatives towards joint projects with industry and other academia partners. The data set should also help individual faculties and departments to refine their strategic planning process.

The technology mapping exercise was performed using an on‐line questionnaire1 that was completed by heads of departments or their deputies. Analysis and feedback discussions informed the recommendations and conclusions.

2.0 TTF: background and history to the faculty

The independent study of textile technology in Croatia commended at the beginning of 1960 as a study at the Faculty of Technology in Zagreb and at three independent colleges of textiles in Duga Resa, Varaždin and Zagreb. Initially the Faculty of Technology only covered textile chemical engineering but mechanical and clothing engineering were added at a later date. The Junior College of Zagreb started to educate textile and clothing designers in the 1970s. In 1983 the junior colleges were integrated into the Institute of Textile and Clothing (part of the Faculty of Technology at that time). In 1991 the Institute of Textile and Clothing was organized as an independent Institution named the Faculty of Textile Technology of the University of Zagreb and became the only higher education Institution in the scientific field of textile technology in Croatia and the only one which is systematically engaged in scientific research work in this field.

The Faculty of Textile Technology was arguably the strongest higher education institution in the field of textiles and clothing in the former Yugoslavia based on the concentration of scientific and higher education teaching staff, number of students and the possibility of scientific and professional work. Today, it is also one of the leading faculties of this type in Europe, and its diplomas are internationally acknowledged by AUTEX

1 SurveyMonkey.com


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(Association of Universities for Textiles) and Textile Institute Manchester (GB) for the region of Commonwealth and the USA.

2.1 Departments and associated acronyms

Table 1 below shows the reported research composition of the seven (7) departments and the Study Unit from the Faculty of Textile Technology that participated in the technology mapping activity. The following distinction has been used:

Catagory 1 – od docenta na više (full time employee senior researchers)

Catagory 2 – istraživači / doktori znanosti (researchers / Ph.D.)

Catagory 3 – istraživači (asistenti, znanstveni novaci) / bez titule doktora znanosti (young researchers)

Catagory 4 – trajno zaposleni, ali nisu istraživači / sa i bez titule doktori znanosti (permanently employed, but not researchers / with or without a doctor's degree)

Table 1 reported research composition of the seven (7) Faculty departments

Acronym Zavod (HR) English Total number of employees

No. catagory

1

No. catagory

2

No. catagory

3

No. catagory

4

DAC Zavod za primijenjenu

kemiju Department of Applied

Chemistry 8 5 0 1 2

DCT Zavod za odjevnu

tehnologiju Department of Clothing

Technology 16 6 4 4 2

DFNES Zavod za temeljne prirodne i tehničke

znanosti

Department for Fundamental natural

and engineering sciences 15 10 1 4 0

DMFTT Zavod za materijale, vlakna i ispitivanje

tekstila

Department of Materials, Fibres and

Textile Testing 8 5 1 1 1

DPMT Zavod za projektiranje i menadžment tekstila

Department of Textile Design and Management

10 6 2 1 1

DTCD Zavod za dizajn tekstila

i odjeće Department of Textile and Clothing Design

25 12 2 6 5

DTCE Zavod za tekstilno‐

kemijsku tehnologiju i ekologiju

Department of Textile Chemistry and Ecology

14 7 1 4 2

SSV Studij u Varaždinu Separate Study Unit in

Varaždin 5 0 0 2 3

The table also shows the acronym for each department that has been employed in the report that follows. Some acronyms vary slightly from the direct translation from the Croatian of the department. This reflects a refinement of the translations to offer a better fit to English usage.

It is worth noting that the size of departments varies considerably with some departments having twice as many senior researchers as others. This is expected to play a part in the reported innovation indicators and outputs. A degree of ‘normalisation’ should be employed when making comparisons between the departments.


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3.0 Presentation and Interpretation of the main mapping results

3.1 The frequency of department's engagement in various research and tech transfer activities

Data was requested on each department’s frequency of engagement in different types of activities that can promote technology transfer and knowledge exchange. These activities were:

• Basic research, • Applied research, • Industry directed research, • Professional trainings, • Consulting services, • Providing services (e.g. testing), • Licensing/ sale of technology, • Establishing a spin‐out company.

The results are summarized in Figure 1. It can be concluded that, generally, departments are open to commercial activities, do applied and industry directed research and perform most of the activities proposed, except for licensing and spin‐out. Just two departments (DPMT Department of Projecting and Management of Textiles and DTCE ‐ Department of Textile Chemistry and Ecology state engagement in licensing or sale (low frequency), however, in discussions it became apparent that this is not ‘licensing’ in the true sense of the word e.g. involving a legal licensing agreement based on some form of royalty payment. Professional training is offered by almost every department. Consulting includes preparing technical reports and legal advice. None of the departments are engaged in establishing a spin‐out company and graduate entrepreneurship is very low.


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Figure 1: Existing engagements in different technology transfer and knowledge exchange activities.


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3.2 National and international research projects: status, funding and outputs

More information was sought on up to five departmental research projects from both national and international pools. The results of funding levels are displayed in Figure 2.

Figure 2: Full breakdown of funding levels for up to 5 existing nationally and internationally funded research projects in the last 3 years.

Generally it can be concluded that majority of national as well as international projects are in lower budget categories. Only DTCE (Department of Textile Chemistry and Ecology) reported 5 national and 5 international projects, most of them well funded. DCT (Department of Clothing Technology) has 3 national and 4 international projects with value given for just 1 national (1.000.000 – 3.000.000 kn category) and 1 international (up to 100.000 kn category). DFNES (Department of Fundamental Natural and Engineering Sciences) has 4 national projects in up to 100.000 kn category. DMFTT (Department of Materials, Fibres and Textile Testing) reported 4 national and 1 international project, all in lower categories. SSV (Separate Study Unit in Varaždin) provided no data on nationally and internationally funded research projects in the last 3 years at all.


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3.3 Project funding sources and value

Figure 3 shows funding sources of the projects. For national projects the primary funding source is MSES, then University of Zagreb and other national funds such as NZZ and HIT TEST. Only DTCD (Department of Textile and Clothing Design) has no national project funded by MSES at all. For international projects funding sources are EU funds like COST, EUREKA and FP7. DTCE alone has 3 FP7 projects.

Figure 3: The source and value of funding for national and international research projects


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3.4 Project status and share in total project budget (national and international projects)

Figure 4 shows project status and share in total project budget for national and international research projects. For the majority of them total project budget share is 60% or more. No information was received from SSV.

Figure 4: Project status and share in total project budget for national and international research projects.

3.5 Project outputs (national and international projects)

The outputs of departments’ national and international research projects are displayed in Figure 5 and Figure 6. The most frequent outputs indicated for national projects are co‐publications with project partner, followed by new or improved materials and new or improved technologies. For international projects co‐publications are outputs of every project, indicating their focus is basic rather than applied research. Patent / patent applications are mentioned as the outputs of 6 projects, exclusively national. SSV did not answer any of questions concerning national and international research projects.


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Figure 5: Outputs of national research projects.


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Figure 6: Outputs of international research projects.


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3.6 National and international collaborations with industry: status and funding

More information was sought also on up to five departmental collaborations with industry. The results of collaboration status, value and percent of share in total project budget are displayed in Figure 7. Only two departments, DMFTT and DTCE, provided full data about their collaboration projects with industry. Other departments reported no collaborations at all (DAC, DFNES and SSV) or provided no data for them due to confidentiality (DCT, DPMT and DTCD). DMFTT reported 1 ongoing and 4 finished collaborations of lower budget value. DTCE provided information on 2 ongoing and 1 completed project of value 100.000 – 1.000.000 kn.

Figure 7: Collaboration status, value and share in total project budget.

3.7 Collaborations with industry (outputs)

The outputs of the departments’ collaboration projects with industry are displayed in Figure 8. DAC, DFNES and SSV reported no collaborations. Most frequently indicated output is know‐how, which is the only output for all DPMT and DTCD collaborations. Other outputs indicated are new or improved processes, co‐publications with collaboration partner and new or improved technologies and materials. Granted patent / patent application was not mentioned as an output of any of collaborations.


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Figure 8: Outputs of collaborations with industry.


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3.8 Patents and other intellectual property rights

The results displayed in Figure 9 show reported intellectual property rights in departments. It is notable that protecting of intellectual property is active at the Faculty. The most active department in IP protection is DCT with 2 patent applications, 5 granted patents, 2 trademarks and 2 industrial designs reported. DPMT reported 2 patent applications, DTCD reported 5 industrial designs and DTCE reported 2 granted patents and 1 trademark. No other department reported IP rights.

Figure 9: Reported intellectual property rights in departments.

3.9 Technology transfer and knowledge exchange activities

Data was collected on each department’s frequency of technology transfer and knowledge exchange activities and shown in Figure 10.

Figure 10: Reported technology transfer and knowledge exchange activities at the departments.


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DAC, DFNES and DPMT gave no answer to these questions. According to data, departments are frequently engaged in consulting services and less frequently in professional training activities. DMFTT is very active in consultancy with more than 10 clients reported. It is also active in training activities with 6 training courses provided to the expert audience. DTCE follows with 6 consultancy clients and 9 trainings organized. Consulting services are also reported by DCT, DTCD and SSV. None of the departments reported license agreements and spin‐out companies.

Data was collected on each department’s frequency of technology transfer and knowledge exchange activities and shown in Figure 10. DAC, DFNES and DPMT gave no answer to these questions. According to data, departments are frequently engaged in consulting services and less frequently in professional training activities. DMFTT is very active in consultancy with more than 10 clients reported. It is also active in training activities with 6 training courses provided to the expert audience. DTCE follows with 6 consultancy clients and 9 trainings organized. Consulting services are also reported by DCT, DTCD and SSV. None of the departments reported license agreements and spin‐out companies.

3.10 Research expertise and technology map

The main areas of Faculty’s research expertise were identified based on use of pre‐defined technology keywords from the given list and the ones suggested by departments. Each department was given to select up to six keywords from the pre‐defined keyword list and/or add their own technology keywords. Figure 11shows how these keywords are distributed between the different departments. It seems there is not much apparent overlap in activities, with the only keyword chosen 4 times from this selection being advanced textile materials.


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Figure 11: Technology map for Faculty of textile technology.

3.11 Techniques, specific equipment and certified methods

Valuable know‐how is generated through using the specific equipment and performing sophisticated techniques and assays that can be offered to industry or other partners. So, the departments were asked to give information about potential support to industry through other activities than direct research outputs. In particular, they were asked to name:

• Techniques, methods and/or assays the department possesses extensive expertise in, which can help and be used for various services and troubleshooting;

• Specific equipment other than standard laboratory equipment in department's possession that could be willingly offered to industry;

• Certified methods, procedures, services or equipment or any quality management system with potential benefit to the commercial sector.


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Responses to these questions were entered as free text and graphical representation is not generally possible. Table 2 attempts to summarize the responses, which suggest a rather strong potential resource in the Faculty for services to the commercial sector. This has been clearly articulated in a way that would be easily understandable by those seeking technology transfer and knowledge exchange activities within enterprises.

Every department reported a variety of techniques, methods and assays as well as specific equipment. It is notable that 3 departments (DAC, DCT and DMFTT) reported specific certificated methods to be implemented and another 2 departments (DPMT and DTCE are planning to do so. DTCD is a department dealing with textile and clothing design, so they reported no equipment, just expertise. SSV did not respond to this question.


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Table 2. List of department’s techniques, specific equipment and certified methods.

Dept acronym

Techniques, methods and / or assays the department possesses extensive expertise in:

Specific equipment in department's possession

Certified methods, procedures, services or equipment or quality management system.

(*Not implemented yet)

DAC

• Organic synthesis • Chromatography • Microwave digestion and extraction • Sigle‐crystal x‐ray diffraction (SCXRD) • Thermal methods (TGA/DSC) • Inductively coupled plasma ‐ opctical emission spectrometry

(ICP‐OES) • NMR spectroscopy • UV‐Visible spectroscopy • MS spectrometry • IR spectroscopy

• UV‐Vis spectrometer Perkin Elmer Lambda 20 and Lambda 25 • ICP‐OES spectrometer Perkin Elmer Optima 7000 • Microwave System Anton Paar Multivave 3000

• HRN EN ISO/IEC 17025*

• GLP*

DCT

• New methods of computer design clothes • Methods of automatic 2d and 3d design and 3d modeling of

clothing apparel • Methods for determining the process parameters of clothing

manufacturing • Numerical methods for testing the compounds • Methods of study • High‐tech method of connection (ultrasonic method, high‐

frequency methods, thermal methods of conduction and convection)

• Test method thermal insulation properties of clothing on thermal manikin and properties of composites on a flat plate

• Textiles damage detection

• Robotic systems • 3D body scanners • Foot scanner • A flat panel to examine the thermal properties of materials

and thermal mannequin to research the thermal properties of clothing with associated software and air chamber

• Test method thermal insulation properties of clothing on thermal manikin (ISO 15831:2004; EN ISO 15831:2004)*

• Properties of composites on a flat plate*

DFNES

• Electromagnetic antenae placement • Reduction of electromagnetic polution • Evolution algorithms optimizing methods • Our department possesses extensive expertise in

measurements of: • thermoelectric power

• Scientific equipment designed for above‐mentioned experimental method built within the Laboratory for transport properties.

• Electrospinning set up


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• electrical resistivity • thermal conductivity (all from 1.8 K to 300 K) • Hall effect • electric resistivity on high temperatures up to 1073 K • numerical modelling

DMFTT

• Methods of fibre identification • Advanced fibres identification methods • Textile testing ‐ phisical, mechanical and chemical properties • Methods for the evaluation of textile’s properties: fibres,

fabrics, nonwoven, technical textiles, composite materials, protective and work clothes

• Textile quality control • Textiles damage detection • Textile surface modification‐using: plasma technology, sol‐gel

technology, ultrasound treatment, chemical modification • Restoration and conservation of textiles

Microscopes:• microscope Olympus BX51 with system for analyze of

microscopic images • microscope for determining the melting point • Dino‐Lite digital microscopes (200x, 500x i UV) Instruments and systems for measuring various physical, mechanical, chemical, functional properties and usage durability of textiles: • fibres tensile strength and fineness testers Vibroscop &

Vibrodyn 400 • Pressley tester • yarn strength tester, yarn twist tester • universal strength tester TensoLab 3000 • waterproofness and hydraulic properties testers, fire

resistance tester • air permeability tester • Martindale abrasion and pilling tester • Static Lab Tester • apparatus according to Elmendorf • apparatus for wrinkle and crease recovery • moisture content infrared balance • low pressure table for restoration with a movable dome,

table for detachment with compressor • low preasure plasma system NANO LF‐40 kHz, Diener

electronic Gmbh+Co. KG • apparatus for textile coating (sol‐gel technique)

• HRN EN ISO/IEC 17025*

• Oeko‐Tex Standard 100*

• 2009/567/EC Ecological criteria for the avard of the Community Ecolabel for texile product, EU Commission Decision*

DPMT • Textile quality control • Measurement of thermal and water‐vapour resistance • Friction in textile materials

• Yarn tensile strenhth tester • Fabric tensile strength tester • Yarn evenness tester • Yarn hairiness tester • Yarn surface friction tester • Sweating guarded‐hotplate

*


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DTCD • Historical analyses of clothing artefacts • Cost calculation • Analysis & prediction in fashion industry

DTCE

1) Processing technology: impregnation, padding, exhaustion, printing, ultrasound, coating, fixation

2) Surface characterisation: SEM‐EDS, streaming potential / current (EKA)

3) Rheological properties of fluids, viscometry 4) Thermal analysis: DSC, TGA, MCC, LOI 5) Other analysis:

• FTIR • UV‐VIS spectophotometry • fluorometry • HPLC chromatography • TOC (Total organic carbon) measurement • COD (chemical oxygen demand) • BOD (biological oxygen demand) • AOX (Adosrbable organic halide) • TOX (Toxicity, vibrio fishery)

• Apparatus for wet finishing and dyeing • Ultrasonic bath Elmasonic P (Elma GmbH) • Sputter coater SC7620‐CF, Quorum Technologies • FE–SEM MIRA/LMU (Field Emission Scanning Electron

Microscope), Tescan • EDX (Energy Dispersive X‐Ray) detector, Quantax, Bruker AXS

Microanalysis, Viscometer Brookfield DV‐II • Titrino 736 GP, Metrohm • Bundesmann rain tester • DSC 8000 (Differential Scanning Calorimeter), Perkin Elmer • Pyris 1 TGA (Thermogravimetric Analyzer), Perkin Elmer • Microscale Combustion Calorimeter (MCC), Govmark • Low Oxygen Index Chamber (LOI), Dynisco • Fourier Transform Infrared Spectrometer, Spectrum 100,

with TG – IR Interface (FT–IR /TG – IR), Perkin Elmer • Spectrophotometers: Cary 50 Solascreen, Varian • Microflash, portable spestrophotometer, Datacolor • Spectraflash SF 600+CV UV, Datacolor • Spectraflash SF 300, Datacolor • Spectrophotometer Pye Unicam: UV Chamber • Fluorometer: Spekol ZV Zeiss, Jena • High Performance Liquid Chromatography (HPLC) 1220

Infinity, Agilent • Water quality analysis (Nanocolor photometer) 500 D,

Macherey‐Nagel • Electro Kinetic Analyzer (EKA), Anton Paar

*

SSV


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3.12 Target sectors for transfer of research results

Licensing technology to existing companies or transferring research results through other knowledge exchange mechanisms requires an understanding of the target sectors: those who might be interested in and benefit from the research results. Figure 12 shows the various (pre‐defined) sectors that were selected as targets for the research results. As expected, textiles and clothing industry is chosen by every department, and footwear industry is a sector of choice for 6 departments. Other research output sectors are less focused.

Figure 12: Departments research output sector focus.


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3.13 Research exploitation: services to commercial partners

Figure 13 shows various (pre‐defined) services that can be offered to commercial partners by departments. Teaching and training is the service offered by every department mapped. Material characterisation (testing, measurements, and various quantitative/qualitative analyses) is the second most frequent service reported, together with technique / method optimization and testing. Use of specialized equipment is also service often offered by departments. Quality management and design and manufacturing are services offered by 4 departments.

Figure 13: Services that can be offered to commercial partner by departments.


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Long term Strategic Priorities for Innovation/ Technology Transfer at FPZ: developing a strategic plan and roadmap


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4.0 FTT Narrative analysis and suggestions for future strategic development

4.1 Competitive position

FTT is the only Faculty of its kind in HR and they were arguably regarded as the strongest teaching establishment in this field in the former Yugoslavia. This offers FTT a potentially safe position based on their established reputation and a national monopoly. However, FTT have acknowledged that competition exists from other disciplines and also from the region. They demonstrate a strong awareness of the need to maintain and defend their competitive position including by seeking formal international recognition of their teaching diplomas.

4.2 Status and development potential for Technology Transfer/ Knowledge Exchange

The Faculty provides education and training to firms; this is a recognised good starting point for developing longer term collaborative relationships. However, it then struggles to receive good feedback on its effect and the changes or opportunities that may have been initiated through the training. The information and knowledge development cycle is currently incomplete. Funding for R&D remains an issue, particularly for SMEs. There is a strong need for improved commercial sector engagement and increasing and strengthening of linkages.

Within the services that the Faculty is offering the Faculty perceive a gap between what they can offer, and what firms need, or can afford or adopt. There is a clear need for companies to focus more on quality if they are to remain competitive on an international stage. However, this requires accreditation which they don’t presently have and its adoption would require a critical mass of companies which is currently lacking.

Research activities are often initiated by ex‐students to approach the Faculty for help; they then often receive this free of charge. This ‘problem solving’ aspect of ‘research’ is not unusual. However, there may be scope to develop such a project in to a larger funded research activity with an ex‐student coming back to undertake research under supervision, or for the ex‐student to help mentor a younger student through an industry directed research project. This might even have longer term benefits e.g. enhancing undergraduate recruitment.

However, such an approach his will only be possible if time and money are available to the faculty and at present these have been identified as serious internal and external constrains: the Faculty is predominantly a teaching Faculty with some 15‐20 subjects being taught. There is a clear lack of time to develop to research activity. Streamlining the teaching syllabus may create more time for research activities. Identifying and securing funding would remain a challenge. Within Europe the UK Knowledge Transfer Partnerships (KTPs)2 offer an instrument to support knowledge transfer between an HEI and an enterprise, including an SME. The knowledge conduit is typically a recent graduate student, employed by the firm but working in the Faculty. Such an instrument may be beneficial for Croatia and could be proposed as a future policy measure.

The faculty is engaged in research collaborations with commercial entities most notably through cluster initiatives. However, cluster development is being pushed by the Faculty rather than being industry led. The Faculty feels this ‘technology push’ is not the correct orientation and a market pull needs to be established. However, there is a lack of active engagement by the commercial sector who are focused on short term survival of their firms rather than long term business development. Cluster development needs a long term perspective. R&D in the textile field is presently initiated by individuals and the idea for an R&D project often does not fit to a wider cluster initiative. A lack of fore‐sighting and good feedback is presenting a strong barrier to development of a Textile cluster. BICRO and the MSES are both considering fore‐sighting activities at the moment and it may be worth TFF lobbying for their sector to be included in any planned pilot initiatives.

With regard to the levels of funding in their national and international research projects the Faculty sees this as an area for strategic focus and improvement. They may not be measuring the level of departmental ‘success’ regularly and could benefit from greater sharing of knowledge internally as to the perceived 2 http://www.ktponline.org.uk/


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success factors in securing larger amounts of funding. The Department DTCE has strong success; however, this cannot simply be attributed to its size as other departments have a similar number of researchers. The Faculty might benefit from more internal sharing of knowledge regarding seeking and securing finance for research.

In terms of their international project portfolio, TFF see evidence of many small bilateral projects, mainly focused on training. They permit investment in people. However, these need a stronger conversion in to larger research activities with the participants. However, as outlined above, a major restraint will be time available for research activities. Strategic selection and conversion of training relationships in to research relationships might be carefully considered in areas that assist the Faculty to achieve long term strategic goals.

With regard to IPR there has been a tradition of Faculty members assuming “Professors Privilege’ and for patenting to occur through individuals and not through the faculty. This presents some issues that the Faculty may not have considered, for examples, the lack of attributable KETs (Key Enabling Technologies) in the area of Textile Science. This weakens the Faculty’s desire to be recognised as a source of new and essential technologies under initiatives such as Smart Specialisation. If the Faculty takes a practical decision to renounce its rights then it would be helpful if researchers were encourages to self‐report their IP filings. The Faculty might even consider making a formal endorsement e.g. a FTT inventors recognition. This would allow them to link the patents to the Faculty even if the Faculty had renounced their industrial rights.

There is presently no real scope of Faculty spinout based on internal IPR or knowhow. Graduate start‐up is not active; while training to support entrepreneurship is available, students are not presently interested in this employment option. The Faculty may be able to change this through stronger internationalisation (and examples of other Textile Technology Schools who have successful encouraged graduate entrepreneurship)3.

4.3 Diversification of funding sources

The Faculty are seeking to diversity their funding sources for research and expand its quality, volume and focus, but acknowledge that they are meeting both internal resources constrains, particularly from the demands of teaching, and external constrains originating from a low level of ‘demand’ side (market) pull traction for their services. They also indicate that at the moment they are unable to locate alternative (non MSES sources of funding). They also face simple practical problems in their research activities e.g. the need to keep equipment running and maintained. This can be a serious barrier to research activity.

Overall there is a national issue of productivity / person for the textile industry in Croatia – output is low compared to other industry sectors such as ICT. National industry has declined over the years and now consists of a relatively low number of firms. There is a small national market and national industry is not focused on primary production where innovation in textile technology would be valuable. A stronger focus on primary production would like raise issues of energy and environment; these represent external barriers to realising internal potential at the Faculty.

Expanding potential TTF R&D activities towards non‐national companies may be assisted by the European Technology Platform.

http://www.textile‐platform.eu/

4.4 Critical mass and new service deployment

The technology map of the Faculty suggests that there is not much overlap between different departments. The Faculty recognises this and see better internal collaboration as an issue to be tackled. This might be one way of creating greater internal critical mass for research (rather than teaching).

There is also scope for expansion of the Certified methods, procedures, services etc. However, many of these are strongly reliant on trained and accredited operators. At the moment the Faculty faces challenges of individual motivation to enable this resources potential to be fully realised and further developed. They 3 For example, the University of Manchester UK


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would also need to make up‐front investments and realising a Return on Investment (ROI) is then challenging. For example, a focus on furniture would require a diversification of their present activities but could make use of existing equipment. However, this would then need to be linked to wider initiatives such as the Wood and Furniture cluster (or Tourism and Furniture).

The Faculty demonstrates good awareness of emerging new markets with strong potential, for example the energy and power industry. Their publication lists indicate that they are already active in non‐traditional textile research (Intelligent clothing and environment; Ergonomic Design of the Worker‐furniture‐environment; Development of Functional Clothing based on Nanotechnology). They articulate a need to shift towards sustainable fashion and are aware of the legislative directives and initiatives that make drive change e.g. recycling and reuse to promote green design and the movement towards Personal Protective Equipment (PPE) recycling. Pursuing these new markets may offer them a transfer path from traditional to frontier research and knowledge deployment.

4.5 Strategic and realised innovation potential

In general, the Faculty feels to have greater potential than is presently being realised and a degree of frustration is being expressed that time, funding and partners cannot be located to enable them to make this strategic step forward. There is an atmosphere of desire for and commitment to change and transformation. However, the catalyst remains elusive.

The Faculty’s clear awareness of the various issues outlined above issues is a strong starting point for change. However, equally committed partners need to be identified on the commercial side if the situation is to be changed. This might start from a single firm, preferably a slightly larger one with above average ambitions, who could help the Faculty lead meaningful change.

Without funding instruments initiatives will struggle suggesting that Policy makers need to be more strongly involved. The Faculty acknowledges that the triple helix model is not sufficiently well developed in Croatia. They may be able to focus on Policy changes. However, they have recognised that their activities are not easily categorised under a single Ministry e.g. Science or Arts and Crafts. This further complicates their efforts. Efforts may have to be directed strongly at more than one Government organisation and a greater understanding developed at government level of the scope of the present and future field of textile technology.


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PESTLE Analysis

Based on the discussion with the Faculty a PESTLE analysis has been carried out. PESTEL analysis is a powerful technique, used to analyse the external (macro) environment in which an organisation is operating. It complements a SWOT analysis that examines the internal environment. PESTEL analysis enables an organisation to identify the important trends and drivers that are shaping their external environment. PESTEL (an extension of PEST) examines the following factors:

• P – Political o The current and potential influences from political pressures

• E ‐ Economic o The local, national and world economic impact

• S ‐ Sociological o The ways in which changes in society may affect the enterprise

• T ‐ Technological o How new and emerging technology affects may affect the enterprise

• E ‐ Environmental o Local, national and global environmental issues

• L ‐ Legal o How local, national and global legislation might affect the enterprise

Often some actors are linked – for example a trend towards environmental factors is reinforced by legislation or a political driver is manifest in an economic trend for the sector. Usually one or two factor will predominate to shape an environment.

The most powerful PESTLE analysis will occur when aspects can be further refined in to local, national and global trends and drivers and their effect can be prioritized in to low, medium and high.

The PESTLE for the FTT has identified a number of factors. However, at the moment it is not clear which of these is most likely to drive change in industries deploying textiles and the associated need for textile technology and research. TFF is urged to revisit this PESTLE and to try and refine it in the light of their understanding of their working environment.


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Figure 14: PESTLE analysis

Aspect

Political

Changes in the way that the MSES is now allocating research funding (e.g. on a more competitive basis with fewer awards but of greater size). The emergence of Smart Specialisation and the propriety area to be defined for Croatia.

Economic Lack of funding, for example for a Centre of Excellence. Structure of the national textile industry: small players with a focus on short term survival rather than long term growth.

Social Study of textiles as a path to career opportunities is less attractive to Croatian students than in the past due to the associated low salaries

Technological There are significant changes taking place in textile technology. This is a rapidly changing field.

Environmental Influence of recycling and reusable materials and green design.

Legal

Linked to the environmental issues are fines for SMEs to do not conform to the necessary environmental standards and associated legislation,

EU directives in this area will have a stronger effect on Croatia now it has joined the EU28.


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SWOT analysis

Figure 14 shows a complimentary SWOT analysis for the Faculty. This was supplied by the Faculty management. This analysis could be refined in the future by:

1. Ensuring that each identified aspect is prioritised e.g. from highest to lowest.

2. By deliberately seeking

Opportunities that build upon faculty strengths. Ways to overcome or avoid the greatest of weaknesses Ways to address or avoid the strongest threats. Weaknesses that make the faculty vulnerable to significant threats. Weaknesses that inhibit the exploitation of opportunities. Strengths that may be reduced by threats.


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Figure 15: SWOT Analysis

STRENGTHS WEAKNESSES Priority

unique research and high education institution in Croatia

high profile of researchers, expertise and specialised research activities

establishment of Textile Science Research Centre in 2008

excellent connections of Faculty with major textile associations: AUTEX, EURATEX, The Textile Institute

active involvement of TTF researchers in European Textile Platform for the Future of Textiles and Clothing (ETP FTC)

cutting edge research within the textile/clothing/footware sector, in particular within NMP area

continuous communication with industrial partners and their involvement in EU projects

continuous collaboration with professional associations in Croatia: Croatian Chamber of Economy (CCE), Croatian Chamber of Craft (CCC), Croatian Employers Association (CEA), Croatian Engineering Association (HIS), Croatian Association of Textile Engineers (HIST)

textile/clothing/footwear industry is still within 10 industries identified in Industrial strategy as Croatian major strengths

detecting textile/clothing/footware as one of the 12 priority sectors by Agency for Investments and Competitiveness

direct participation of TTF in 3 Croatian Competitiveness Clusters: Textile/Clothing/Footware, Defence and Creative and Culture Industries.

‐ Unique educational facilities with complete textile education from design to final product

‐ All level of higher education within textile technology

‐ Life‐long learning in textiles

underdeveloped triple helix (university‐industry‐government) cooperation

textile industry focuses too much on state support

weak industrial R&D sector technology capability of Croatian textile SMEs lag behind the developed countries

inadequate budget for scientific research lack of stimulating environment

lack of harmony in strategy documents capitalisation of knowledge and knowledge transfer from university towards industry is insufficient

almost all intellectual property rights are in the hands of the individuals instead of the University and Faculty.

low level of national inter and intra institutional network

lack of space lack of teaching stuff unprepared support staff for the new requirements

HIGH

MED

IUM

LOW


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OPPORTUNITIES THREATS Priority

partnership with well recognized European institutions through new projects or ERASMUS programme

developing new and innovative ICT services for the promotion of all activities in which researchers and students participates

possibility to effectively use NMP research for economic development

improvement of the environment for business through the innovation management

human capacity building within NMP area would produce a core group of well‐trained researchers with the skills to spread the success they have achieved

design and conduction of training courses for industrial professionals at host institutions

upgrading of TSRC to become key RTD partner and lead Croatian SMEs towards EU Programmes

Croatian textile and clothing development strategy, issued by the Government in 2007 is identifying TTF as one of the key stakeholders for efficient Strategy implementation

leading textile Faculty within the region through the development of study program in English

more LLL programs for targeted groups like e.g. medical textiles for medics, marine textiles for shippers and mariners, sustainable laundry for SMEs in textile cleaning business etc.

low attractiveness of textile sector influenced with low salaries

low interest of public and/or private resources to fund or co‐fund R&D and implementation of key enabling technologies (KETs) in textile/clothing sector

insufficient access of SMEs and LE to finance research and innovation

lack of qualified researchers capable to lead CCC (Croatian Cluster of Competitiveness) projects of national interest in cooperation with the industry and/or lack of the SMEs which fulfils strict requirements of structural funds.

HIGH

MED

IUM

LOW


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5.0 Development of a Strategic Roadmap: Methodology and approach

Producing a Strategic Roadmap can be an extremely effective way to encapsulate the key strategic goals for an organisation, while showing how it intends to reach those goals. The essential part of the road map is a template with four boxes that link key elements under the headings of destination, hazards, tools and initial direction.

Destination (Strategic Goals)

The destination box is intended to show the key strategic goals (or long‐term objectives) of the Faculty on a time horizon of over five years. The goals should be shown as bullet points and could (for example) relate to financial, research ‘market’, research ‘product’ and technology factors. Examples of the Faculty’s strategic goals should follow a format such as:

* To have developed …. * To have increased …. * To be an acknowledged leader in ….

* To have generated x% of research income from …. *

When completing the form, between three and five strategic goals should be included. In discussions the Faculty of Textile Technology proposed one rather broad strategic goal:

Recognition of the Faculty at E28 level

In order to try and break this overall goal in to a greater number of linked strategic goals the following have been proposed:

Development of a new course on fashion and design with a strong market focus Increased number of international undergraduate students (5%) and in the long term, PhD students. Increased feedback and visibility e.g. in the medial Involvement in 3 institutional collaborations

It will be helpful if the Faculty can revisit these goals and try to priorities them and to make them more measurable e.g. to try and define more clearly what the 3 institutional collaborations could involve and how increased visibility through medial would be measured.

Hazards (Competition and Barriers)

The main threats and obstacles that may prevent the Faculty meeting its strategic objectives should be determined and listed in the hazards box. This could include activities of competitors, new regulations, changing marketplace and new technology such as:

* Increased competition from …. * Loss of researchers to…. * Lack of technical capability in ….

When completing the form, three or more ‘hazards’ should be listed. The following hazards have been identified through discussions and study of the SWOT.

• European Universities offering similar programmes

• A lack of ‘design students’ rather than arts students

• Lack of scholarship funding to offer to PhDs from abroad.

• lack of qualified researchers capable to lead CCC (Croatian Cluster of Competitiveness) projects of national interest in cooperation with the industry and/or lack of the SMEs which fulfils strict requirements of structural funds

These are largely barriers rather than hazards. The Faculty may wish to think more deeply bout hazards using the notes above.


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Tools (Markets and Alliances)

The ‘tools’ box should include information on which activities the Faculty will address and, if appropriate, any potential alliances that the Faculty/ departments/ individual researchers might use to achieve the goals and overcome the identified hazards:

* Europe‐wide market for …. * Specialisation in niche…. * Joint ‘ventures’ with …. * Close involvement with the …. network * Support services from …. and …. * New market opportunities in ….

When completing the form, three or more key ‘tools’ should be listed. The following tools have been identified for the Faculty. It is suggested that they are also revisited.

Major textile associations: AUTEX, EURATEX, The Textile Institute European Textile Platform for the Future of Textiles and Clothing (ETP FTC) Professional associations in Croatia: Croatian Chamber of Economy (CCE), Croatian Chamber of Craft (CCC), Croatian Employers Association (CEA), Croatian Engineering Association (HIS), Croatian Association of Textile Engineers (HIST)

Direct participation in 3 Croatian Competitiveness Clusters: Textile/Clothing/Footware, Defence and Creative and Culture Industries.

Well recognized European institutions through new projects or ERASMUS programme

Initial Direction (Near Term Objectives)

The final part of the Road Map requires a clear indication of the ‘initial direction’ that the Faculty will take along the road to its long term ‘destination’. This requires a listing of about five key near‐term objectives that are in line with the long term strategic goals and which address some of the issues identified under the ‘hazards’ and ‘tools’ headings. Near term objective normally have a time horizon of between one and two years. At least five near‐term objectives should be listed in the ‘initial direction’ box. The following near term objectives have been identified for the Faculty. It is suggested that they are also revisited.

Curriculum changes including a reduction in the number of topics Increased research in “design” Increased publications Offering a Masters level study in the English language Leveraging ERASMUS Teaching in English

Note: When compiling the Strategic Roadmap, it is essential to be both concise and comprehensive. Ensure that every bullet represents an important factor affecting the Faculty and its development. Make sure that it is challenging and realistic.

Suggested Actions

It is suggested that after the Faculty has revisited the strategic plan and refined it, that they identify resources for which they are eligible and that are presently available which may help to then to achieve their goals and implement an action plan.


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Figure 16: Faculty strategic roadmap

Destination (Strategic Goals)

Recognition of the Faculty at E28 level

demonstrated by:

Development of a new course on fashion and design with a strong market focus

Increased number of international undergraduate students (5%) and in the long term, PhD students.

Increased feedback and visibility e.g. in the medial Involvement in 3 institutional collaborations

Hazards (Competition and Barriers) Tools (Markets and Alliances)

• European Universities offering similar programmes

• A lack of ‘design students’ rather than arts students

• Lack of scholarship funding to offer to PhDs from abroad.

• lack of qualified researchers capable to lead CCC (Croatian Cluster of Competitiveness) projects of national interest in cooperation with the industry and/or lack of the SMEs which fulfils strict requirements of structural funds

Major textile associations: AUTEX, EURATEX, The Textile Institute

European Textile Platform for the Future of Textiles and Clothing (ETP FTC)

Professional associations in Croatia: Croatian Chamber of Economy (CCE), Croatian Chamber of Craft (CCC), Croatian Employers Association (CEA), Croatian Engineering Association (HIS), Croatian Association of Textile Engineers (HIST)

Direct participation in 3 Croatian Competitiveness Clusters: Textile/Clothing/Footware, Defence and Creative and Culture Industries.

Well recognized European institutions through new projects or ERASMUS programme

Initial Direction (Near‐Term Objectives)

Curriculum changes including a reduction in the number of topics

Increased research in “design”

Increased publications

Offering a Masters level study in the English language

Leveraging ERASMUS

Teaching in English


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6.0 Conclusions and recommendations for the Faculty.

Conclusions

Faculty Resources

In terms of realising its full innovation potential the Faculty of Textile Technology is presently internally resource constrained. A rebalancing/ rationalisation of the presently teaching curriculum may release more human resource for research. The Faculty could also consider increasing inter‐departmental collaborations to hep pool expertise and time for research.

The Faculty is also struggling to identify and secure funding to enable it to invest in and operate equipment and also to finance research projects. Other forms of financing are emerging, including Regional Centres of Excellence at regional level4 (see the Western Balkans Strategy for Innovation). Regional funding may be a good source for the Faculty given that Textiles are an ongoing sector supporting employment in SEE and given the Faculty’s acknowledged strength as a regional leader.

The Faculty is also facing external constrains from low demand for more routine services and arguably a gap between the research excellence of the Faculty and the R&D needs of national companies. A stronger international focus may help identify new collaborators and partners. The ‘tools’ section of the strategic plan should may be useful when planning an external marketing campaign.

Strategic Goals

The strategic goal identified by the Faculty is both realistic and ambitions. Initial efforts to translate the overarching goals in to smaller strategic goals, each with a measurable target could now be more strongly developed. Resource availability is likely to plan a key role in achieving the strategic goals.

Near Term Objectives

The near‐term objectives link well to supporting the long term strategic goals of the Faculty. However, they are more focused on teaching that research. A stronger focus on some near‐term research focused would be helpful along with a clear SMART implementation plan.

Other Factors

The Faculty is presently more focused on knowledge exchange than on more tangible technology transfer. This is mainly a reflection of their resources. They could consider promoting and rewarding stronger innovation activities, including legitimising patenting activity by Faculty inventors through a written assignment of rights and an inventors prize. Re‐assignment of rights from Faculty to researcher can be useful if the Faculty has no resources to patent or commercialise the results. However, setting precedents may make it harder to reverse this process if the Faculty does then set up stronger Tech Transfer and IPR activities in later years.

There is a clear internal signal for reorientation towards modern, multidisciplinary research activities. It may be necessary to re‐educate some external government organisations and funding bodies regarding the potential scope of the textile technology as a ‘cross cutting’ discipline that can support many other strategic sectors. Textile technology is not ICT but there may be useful parallels to be drawn given the wide scope of industrial target sectors highlighted in the technology mapping e.g. from Energy and Environment to Cultural and Creative Industries and the Pharmaceutical industry.

4 See the Regional Cooperation Council Strategy and Work Programme 2014 – 2016 http://www.rcc.int/files/user/docs/reports/RCC‐Strategy‐and‐Work‐Programme‐2014‐16‐text.pdf


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Recommendations

• To seek ways to make more time available for high quality research and to establish and maintain a new balance between teaching and research (e.g. by rationalising the teaching syllabus and through more cross departmental collaborations).

• To re‐educate and inform clearly identified target audiences of the research and innovation potential to be gained from textile technologies in different sectors and fields (e.g. through a planned marketing campaigned)

• To develop a strategic regional plan for development that builds on the long tradition of the Faculty in the region and the anticipated regional opportunities (e.g. the SEE 2020 Strategy)

• To leverage existing partnerships and seek new ones within Europe for formal, long term, well funded research projects (e.g. H2020).

• To influence policy makers to develop more instruments that promote knowledge exchange and enable causal research activities to be formalised with stronger research outputs for all parties involved (e.g. a Knowledge Transfer Partnership).

• To seek ways to promote innovation activity including legitimising and rewarding individual activities and through stronger relationships with Technology Transfer Offices and Innovation Support Organisations.

7.0 Final comments

This strategic plan has been compiled from the mapping exercise and a single meeting with the Faculty. AS such, it lacks the concentrated joint working that would normally characterise strategic planning development. The conclusions, plan and recommendations are those of the consulting BISTEC innovation expert alone and may not seem to fully fit to the Faculty’s own understanding of their situation and direction of development. For that reason the Faculty is urged to regard this as potentially useful input and the methodology as a planning tool for the future. Both Lisa Cowey and the University of Zagreb CTT would welcome further discussion on this report should the Faculty find that useful. Lisa Cowey June 2014 Dr Lisa Cowey MBA PGCert IP Director T3I Ltd Oxford UK Skype: lisacowey oxford uk Mb UK: +44 777 530 9319 MB HR: +385 91 540 4317

Documents

Technology Mapping at the Faculty of Textile Technology and … · 2015-03-15 · Technology Mapping at the Faculty of Textile Technology Preliminary Conclusions and Suggestions for