Ben Ritchey 1150223453

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Published on February 29, 2008

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Oak Ridge National Laboratory (ORNL) Automotive R&D Initiative:  Oak Ridge National Laboratory (ORNL) Automotive R&D Initiative 2006 Tennessee Valley Corridor National Summit Benjamin J. Ritchey, Battelle Memorial Institute June 1, 2006 Who Am I?:  Who Am I? Vice President, Battelle’s Transportation and Economic Development Practices Battelle Memorial Institute [Battelle] Non-Profit Research and Development Firm Headquartered in Columbus, Ohio $3 billion in revenue annually Battelle and the University of Tennessee co-manage US DOE’s Oak Ridge National Laboratory (ORNL) Short-Term Assignment for ORNL:  Short-Term Assignment for ORNL Outline ORNL’s Automotive R&D Strategy for Dr. Jeff Wadsworth (ORNL Director) and Dr. Jim Roberto (ORNL Deputy Director Science and Technology) Analyze the components of the Southern Automotive Cluster and compare to the Midwest Automotive Cluster Determine a strategy for ORNL and interested Southern universities to conduct research and development-related activities for the automotive industry Identify potential opportunities to explore with the automotive cluster/industry that will help position the southern region for long-term economic development ORNL’s Automotive R&D Goals and Visions:  ORNL’s Automotive R&D Goals and Visions ORNL’s Goal and Position: Lab of the South ORNL’s Science Vision: Provide scientific leadership to generate research, development, test/ evaluation, and problem-solving activities for the automotive industry while working with Southern universities ORNL’s Economic Development Vision: Enhance the automotive industry’s growth and diversity of activities in the South ORNL’s Automotive R&D Strategy:  ORNL’s Automotive R&D Strategy Working Group of Southern Universities Auburn University Clemson University Mississippi State University University of Alabama Birmingham University of Alabama Tuscaloosa University of Kentucky University of Tennessee Working Group Hosts: TVA and ORNL TVA, Amy Bunton, General Manager, Economic Development ORNL, Tom Ballard, Director of Economic Development and Partnerships ORNL’s Automotive R&D Strategy:  ORNL’s Automotive R&D Strategy The end goal is to catalyze economic development in the South by focusing on automotive R&D. To be successful, we must: Determine the strategy of a Southern Automotive Research & Development initiative for the purposes of aligning diverse research capabilities and expertise Identify the economic development and innovation strategies necessary to expand and diversify the automotive industry’s presence in the South Slide7:  Automotive Clusters – The Midwest Versus the South Automotive Industry – Market Size:  Automotive Industry – Market Size The U.S. car and light truck automotive market was valued at over $400 billion in 2004 The U.S. has the largest share of the global market Global Market Share by Region, 2004 (of $1,072b) Source: Datamonitor Numbers have been rounded Automotive Clusters – Automakers:  Automotive Clusters – Automakers Currently, the automakers produce cars & light trucks in 71 plants nationwide* 64 of these plants, or 90%, are located in the Midwest and South Car & Light Truck Assembly Plants Midwestern Cluster 37 Plants Southern Cluster 27 Plants 20 * Additional plants are located in Delaware, Kansas, Texas, and New Jersey Car & Light Truck Assembly Plants Southern Cluster 27 Plants Midwestern Cluster 37 Plants Automotive Clusters – Midwest vs Southern Production:  Automotive Clusters – Midwest vs Southern Production US Car and Light Truck Production, 2001-2004 (thousands of units) Source: Ward’s 2005 Market Data Book Numbers have been rounded The Midwest Cluster is the largest producer However, production is increasing in the South and declining in the Midwest Trends – Shift in Manufacturing Location:  Trends – Shift in Manufacturing Location Automotive manufacturing is expected to continue to increase in the South for reasons such as: The population shift to the South, where the majority of new cars are being purchased Automakers build cars close to their primary markets to reduce shipping costs Low wages Non-unionized labor Educated workforce Good, affordable power supply Large, affordable tracts of land Incentives Trends – Transplant R&D Sites:  Trends – Transplant R&D Sites The Japanese transplants, for example, have traditionally located their R&D primarily in Michigan, or near corporate U.S. headquarters Current Locations of Select Transplant R&D Facilities Manufacturing R&D U.S. Headquarters Source: Japan Automobile Manufacturers’ Association Conclusions:  Conclusions Production and market size are increasing in the Southern Cluster, while declining in the Midwest In addition to population growth, the South offers economic manufacturing advantages over the Midwest, such as lower wages, non-unionized labor, and affordable power The transplants, based primarily in the South, may continue to grow at the expense of the Big 3 Traditionally, automakers locate R&D in Michigan and/or near their headquarters, rather than with manufacturing facilities. However, opportunities are available in unique areas of excellence to become a player. Conclusions:  Conclusions Over 85% of automotive R&D is conducted in Michigan The state has more than 215 automaker and other R&D organizations, including engineering, research, new product development, design, and testing facilities Michigan still appears to be the place of choice for R&D The State of Michigan is specifically targeting automotive R&D to replace the loss in its manufacturing sector Both Toyota and Hyundai recently opened new R&D centers in Michigan Slide15:  Honda Case Study: Case in Point Honda’s 25-year Evolution:  Honda’s 25-year Evolution Honda has developed in Ohio from a motorcycle assembly plant in 1978 to what has become the company’s North American Manufacturing, Engineering and Logistics Hub today. Currently, Honda’s Ohio Hub focuses on: Manufacturing Production Engineering Research and Development Purchasing Logistics Quality Assurance Conclusions of Honda Case Study:  Conclusions of Honda Case Study Honda’s growth, expansion, and diversity of activities (including R&D) in Ohio has led to significant economic development: 16,049 Ohioans employed by Honda in 2003 with total wages exceeding $1.1 billion annually 154 Ohio companies are suppliers to Honda, employing 40,776 The Honda Case Study can serve as a roadmap for the South as the region focuses on R&D strategies Slide18:  ORNL’s Automotive R&D Strategy (Work in Progress) ORNL’s Automotive R&D Strategy:  ORNL’s Automotive R&D Strategy Process to determine R&D strategy Determine business case for automotive R&D Understand current automotive R&D needs/issues Focus on leading edge R&D issues and needs requiring unique science/engineering support Inventory expertise/facilities (ORNL/Universities) Understand current automotive R&D assets at ORNL/Universities Match research expertise to R&D needs Develop ORNL R&D strategy including leadership, industry interactions, needed expertise/facilities, implementation plan, and monitor progress ORNL’s Automotive R&D Strategy:  ORNL’s Automotive R&D Strategy Strategic Objective: Automotive Industry’s Commitment to Advance Technologies will impact: Work with automotive industry to identify leading-edge research and development opportunities that require unique science and engineering support Energy Security Global Warming/Air Quality Passenger Safety Consumer Preference Slide21:  Potential Leading-edge R&D Opportunities (Interviews with automotive industry continues need to finalize focus areas.) Energy/Propulsion Technologies Advances in fuel injection and lean burn technologies, particularly fog-type injectors Diesel NOx after-treatment technologies Battery improvements for hybrids Production, distribution, safety, delivery, and onboard storage of hydrogen Fuel cell technologies, including real-time imaging of water in a cell Electronics Improved sensors for accident prevention Large scale electronics integration Software development in a complex, highly integrated environment Managing widely varying product life cycles within a vehicle ORNL’s Automotive R&D Strategy Slide22:  ORNL’s Automotive R&D Strategy Simulation capabilities to demonstrate the integrated vehicle Stronger, more robust software development tools Inter-vehicle electronics communication technologies to support intelligent transportation Materials Formability issues of light weight materials Joining and bonding of light weight materials Corrosion issues (Magnesium) Material failure knowledge Advanced manufacturing and design Material behavior modeling Nano-technology related to light weight components, fuel cells, and batteries Safety of nano-particles in manufacturing ORNL’s Automotive R&D Strategy:  ORNL’s Automotive R&D Strategy Thank you for inviting me. I look forward to a return visit to provide a completed automotive R&D strategy, implementation plan, and progress to date. Contact Information: Thomas B. Ballard Oak Ridge National Laboratory Director Economic Development & Partnerships (865) 241-1948 ph ballardt@ornl.gov Benjamin J. Ritchey Battelle Vice President Transportation & Economic Development Practices (614) 424-5701 ph ritchey@battelle.org Amy H. Bunton Tennessee Valley Authority General Manager Economic Development (615) 232-6442 ph abunton@tva.gov

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