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NFPA Technology Roadmap: Customer Drivers and Capability Improvements Report

This report presents the findings and recommendations from the NFPA Roadmap Committee meeting held on March 1, 2019. It discusses customer drivers and capability improvements in the fluid power industry, providing insights for research and development efforts. The report highlights the importance of collaboration and pre-competitive research in advancing fluid power technology.

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NFPA Technology Roadmap: Customer Drivers and Capability Improvements Report

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  1. NFPA Technology Roadmap Customer Drivers and Capability Improvements Report of the NFPA Roadmap Committee Meeting March 1, 2019

  2. Agenda • 1:00 PM Welcome, Introductions and Overview • 1:15 PM Customer Drivers • Review results of pre-meeting survey • Discuss possible changes/additions • Propose final set of customer drivers • 2:00 PM Capability Improvements • Review results of pre-meeting survey • Discuss possible changes/additions • Propose final set of capability improvements • 2:45 PM Summary and Next Steps • 3:00 PM Adjourn

  3. Welcome, Introductions and Overview NFPA Anti-Trust Guidelines Because of federal anti-trust laws, certain topics are not proper subjects for discussion at any NFPA function. In many cases, our members are competitors and any action or agreement which may eliminate, restrict or govern competition among members or their colleagues could be a violation of anti-trust laws. Those violating the anti-trust laws are subject to severe criminal and civil penalties. This means that we must not discuss any items falling within the realm of competitive practices, such as current or future prices, terms of service, discounts, production or productivity rates, allocation of markets, profit levels, credit terms, or refusal to deal with a particular supplier or customer. Please adhere strictly to these guidelines during all NFPA functions to protect yourself, your company and the NFPA from liability.

  4. Welcome, Introductions and Overview Meeting Participants • Pete Alles, National Fluid Power Association • Ari Almquist, Moog • Mark Ambelang, Webtec • Mitchell Baker, JARP Industries • Jeff Bauer, John Deere • Mike Betz, Danfoss • Tom Blansett, International Fluid Power Society • Mark Bokorney, Sun Hydraulics • Brad Bomkamp, Parker Hannifin • Dominic Catanzarite, Daman Products • Tim Erickson, HED • George Fenske, Argonne National Laboratory • Beth Figliulo, Trelleborg Sealing Solutions • Matthew Giloth, Daman Products • Scott Glodowski, Poclain Hydraulics • David Gray, Evonik Oil Additives • Bill Haley, FORCE America • Eric Hamkins, HUSCO • Bob Hammond, Deltrol Fluid Products • Jean Heren, Poclain Hydraulics • Bud Hoffner, Applied Industrial Products • Joe Jackan, JARP Industries • Len Kaster, Yuken • Eric Lanke, National Fluid Power Association • Jamie LeClair, Eaton • Russell Luzinski, Linde Hydraulics • Paul Michael, Milwaukee School of Engineering • Scott Nagro, Hydraforce • Simon Nielsen, Danfoss • Jason Palmer, Delta Computer Systems • Kent Sowatzke, Bimba Manufacturing • Brian Thiel, Komatsu • Brian Tritle, Iowa Fluid Power • Andrea Vacca, Purdue University • Tom Wanke, Milwaukee School of Engineering • Howard Zhang, Parker Hannifin

  5. Welcome, Introductions and Overview NFPA Technology Roadmap The NFPA Technology Roadmap describes an industry-wide consensus regarding the pre-competitive research and development needs associated with improving the design, manufacture, and function of fluid power components and systems. The research and development agenda it describes is focused on advancements that will help the fluid power industry meet the future needs of its customers, expand into new markets, and attract the best and brightest students to the field. It is used by the NFPA and the Center for Compact and Efficient Fluid Power (CCEFP) to guide their research efforts, by NFPA members and other industry partners to inform decisions about research partnerships and product development, and by academic, government, and other organizations that wish to pursue research and development projects of importance to the fluid power industry. It is updated every two years under the guidance and leadership of the NFPA Roadmap Committee.

  6. Welcome, Introductions and Overview Definition of Pre-Competitive Research Pre-competitive research is performed at the time in the technology development cycle when interested, but potentially competitive parties agree that there is value to be gained from a collaborative rather than a competitive approach. It generally resides in the middle ground between fundamental basic research conducted mainly in universities and proprietary research performed or directed mainly by companies. It can be performed to develop new technologies or to determine the market readiness of new technologies.

  7. Welcome, Introductions and Overview 2019 Roadmap Elements Capability Improvement Research Target Research Project Customer Driver Research Area Customer Drivers are the business or technology objectives of fluid power customers. They help them serve the needs of their own customers, and are not necessarily connected to their use of fluid power. Capability Improvements describe the ways in which fluid power systems must improve if they are to meet or better meet the customer needs described by the Customer Drivers. Research Areas are the broad areas of pre-competitive investigation that could assist in bringing about the Capability Improvements. Research Targets are the objectives that quantify or otherwise describe successful strategies for pursuing the Research Areas. Research Projects specifically address and attempt to achieve the Research Targets. EXAMPLE: Increase power density of fluid power systems Demonstrate high pressure capability of AM FP components Pressure test to failure AM fluid power components Increased productivity and performance Use additive manufacturing to produce integrated FP components

  8. Customer Drivers Pre-meeting Survey Question #1 • Prioritization of Existing Drivers • The following customer drivers were identified when combining the 2017 roadmaps. For each of the customer markets that you are familiar with, rank how important each driver is in that market. • Use the following scale: • 1 = Very important • 2 = Somewhat important • 3 = Not especially important • Customer Markets • Construction Machinery • Agricultural Machinery • Class 4-8 Trucks • Automotive • Material Handling • Oil & Gas Machinery • Lawn & Garden • Mining Machinery • Metalworking & Machine Tools • Power Generation • Customer Drivers • Increased productivity and performance • Increased availability and up-time • Lower total and life cycle costs • Reduce, increase ease and predictability of maintenance • Lower environmental impact (e.g., quieter machines) • Machines compliant with safety regulations • Increased energy efficiency • Greater integration of systems • Increased speed to market

  9. Customer Drivers Average Scores – Prioritization of Existing Drivers Overall survey response rate = 20% GREEN = 1.000 to 1.667 = STRONG CONNECTION YELLOW = 1.668 to 2.334 = WEAKER CONNECTION RED = 2.335 to 3.000 = NO SPECIAL CONNECTION

  10. Customer Drivers Pre-meeting Survey Question #2 • Identification of New Drivers • For each of the customer markets you are familiar with, identify any customer drivers NOT described above that you would have ranked as “1 = Very Important” in those markets. • Eleven suggestions for new drivers were received. • Since responders were asked to identify the markets in which each suggestion would be “Very Important,” we can prioritize this list of suggestions by the number and size of the markets cited. • We can also compare these suggestions to the list of existing drivers, and to the list of other roadmap elements that need to be developed, and propose a relevant action for each: • Revise an existing driver to incorporate the suggestion. • Discuss at our committee meeting. How can the suggestion be best translated into a discrete business or technology objective of our customers? Or is it better nested with an existing driver? • None. The suggestion impacts too small a segment of our customer markets. • The following table summarizes the suggestions, the markets each cites, and our proposed actions.

  11. Customer Drivers Response Summary – Identification of New Drivers

  12. Customer Drivers Summary of 2019 Customer Drivers • The Committee members discussed each of the Customer Drivers from the 2017 roadmaps, their relative ranking according to the pre-meeting survey responses, and each suggested new Driver that was flagged for their discussion at the meeting. They then synthesized that discussion into the following list of Customer Drivers, which they recommend for adoption into the 2019 Roadmap. • CUSTOMER DRIVERS • Fluid power OEMs want to provide their customers with machines that offer: • Increased availability and up-time1 • Lower capital and operating costs2 • Increased productivity and performance • Autonomous operation • Compliance with safety regulations and machine directives3 • Easier and more predictable maintenance • Greater integration of technologies, including data acquisition, utilization, and ownership • Weight reductions and increased power density • 1 “Increased energy efficiency” and “Component interchangeability” were both discussed as possible Customer Drivers, but were ultimately seen as ways to provide OEM customers with “Increased availability and up-time”. • 2 “Increased energy efficiency” and “Manufacturing close to the customer” were both discussed as possible Customer Drivers, but were ultimately seen as ways to provide OEM customers with “Lower capital and operating costs”. • 3 “Lower environmental impact” was discussed as a possible Customer Driver, but was ultimately seen as a way to provide OEM customers with “Compliance with safety regulations and machine directives”. • This list has not been prioritized. We will repoll the full committee in a manner similar to our pre-meeting survey to determine our final prioritization.

  13. Capability Improvements Pre-meeting Survey Question #3 Prioritization of Existing Capabilities The following capability improvements were identified when combining the 2017 roadmaps. For any customer market in which the listed customer drivers are important, rate the degree to which advances in each area of capability improvement would increase fluid power’s ability to meet each customer driver. Use the following scale: 1 = YES, advances in this area WILL increase fluid power’s ability to meet this customer driver 2 = MAYBE, advances in this area MIGHT increase fluid power’s ability to meet this customer driver 3 = NO, advances in this area WILL NOT increase fluid power’s ability to meet this customer driver • Customer Drivers • Increased productivity and performance • Increased availability and up-time • Lower total and life cycle costs • Reduce, increase ease and predictability of maintenance • Lower environmental impact (e.g., quieter machines) • Machines compliant with safety regulations • Increased energy efficiency • Greater integration of systems • Increased speed to market • Capability Improvements • Increase energy efficiency of fluid power • Improve quality and reliability of fluid power • Increase power density of fluid power • Use fluid power data to add value • Reduce environmental impact of fluid power • Widen scope of fluid power application • Increase speed to market of fluid power products • Provide fluid power greater expertise

  14. Capability Improvements Average Scores – Prioritization of Existing Capabilities GREEN = 1.000 to 1.667 = STRONG CONNECTION YELLOW = 1.668 to 2.334 = WEAKER CONNECTION RED = 2.335 to 3.000 = NO SPECIAL CONNECTION Overall survey response rate = 20%

  15. Capability Improvements Pre-meeting Survey Question #4 • Identification of New Capabilities • For any customer markets in which the listed customer drivers are important, identify any fluid power capability improvements NOT described above that you would rated as “1 = YES, advances in this area WILL increase fluid power’s ability to meet this customer driver” for the listed customer driver. • Eighteen suggestions for new capability improvements were received. • Since responders were asked to identify the drivers to which each suggestion would be strongly connected, we can prioritize this list of suggestions by the number and prioritized ranks of the drivers cited. • We can also compare these suggestions to the list of existing capability improvements, and to the list of other roadmap elements that need to be developed, and propose a relevant action for each: • Discuss at our committee meeting. How can the suggestion be best translated into a discrete fluid power capability improvement? Or is it better nested with an existing improvement? • Offer the suggestion as a potential research area in support of the existing capability improvements. • The following table summarizes the suggestions, the drivers each cites, and our proposed actions.

  16. Capability Improvements Response Summary – Identification of New Capabilities

  17. Capability Improvements Response Summary – Identification of New Capabilities

  18. Capability Improvements Summary of 2019 Capability Improvements • The Committee members discussed each of the Capability Improvements from the 2017 roadmaps, their relative ranking according to the pre-meeting survey responses, and each suggested new Improvement that was flagged for their discussion at the meeting. Paying close attention to their recommended list of Customer Drivers, they then synthesized that discussion into the following list of Capability Improvements, which they recommend for adoption into the 2019 Roadmap. • CAPABILITY IMPROVEMENTS • In order to better meet the needs of our customers, fluid power should seek to: • Provide greater expertise • Improve reliability and durability1 • Use data generated from working fluid power products to add value2 • Increase energy efficiency3 • Reduce environmental impact • Improve monitoring and control systems4 • Increase power density • Increase speed to market • 1 Reliability was defined as “life and consistency of operation under controlled environments”, and durability was defined as “life and consistency of operation under uncontrolled environments”. “Reliable/durable materials of construction”, “Fluids with enhanced performance properties” and “Fluid monitoring and conditioning” were all discussed as possible Capability Improvements, but were ultimately seen as ways to “Improve reliability and durability” of fluid power systems. • 2“Fluid monitoring and conditioning” was discussed as a possible Capability Improvement, but was ultimately seen as a way to “Use data generated from working fluid power products to add value”. • 3“Fluids with enhanced performance properties” was discussed as a possible Capability Improvement, but was ultimately seen as a way to “Increase energy efficiency” of fluid power systems. • 4 “Make more user friendly”, “Increase integration with electric power drivers, monitoring, and controls”, “Increase compatibility with autonomous machines” and “Greater integration of fluid power components and functions” were all discussed as possible Capability Improvements, but were ultimately seen as ways to “Improve monitoring and control systems” for fluid power. • This list has not been prioritized nor connected to specific Customer Drivers. We will repoll the full committee in a manner similar to our pre-meeting survey to determine our final prioritization and connections.

  19. Summary and Next Steps Roadmap Process and Timeline – Phase 2 Capability Improvement Research Target Research Project Customer Driver Research Area • Apr-Jun 2019 Phase 2 – Research Areas & Targets • Repoll committee to determine prioritization and connections between Customer Drivers and Capability Improvements • Working Groups identified for each Capability Improvement • Briefing materials sent to Working Groups: • Summary of work performed at March 1 in-person meeting • Summary of post-meeting survey results • Summary of current and on-going research projects • “Research Areas” and “Research Targets” identified in 2017 NFPA Technology and FPAMC Manufacturing Roadmaps • Working Group conference calls to: • Identify and rank Research Areas for each Capability Improvement • Identify and rank Research Targets for each Research Area • In-person meeting at the June 7 FPIC Seminar to: • Review Research Areas and Targets for each Capability Improvement • Remove redundancies, improve synergies, and prioritize Research Areas and Targets

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