Archived - A Technology Roadmap for Welding and Joining in Canada — Long Descriptions

Figure 1 — Developing the Welding and Joining Technology Roadmap

This table shows the progressive stages defined under the technology roadmap (TRM) for the welding and joining industry in Canada. First, the TRM vision is described in the framework of a national strategy for welding and joining. Next, the strategic targets for the vision are stated and defined. The following step describes the barriers to be removed in order to carry out the vision and achieve the strategic objectives.

After that, solutions are adopted toward achieving the vision and strategic objectives and overcoming the barriers. Finally, the table gives the very last stage of the process, which consists in rolling out projects as defined for the welding and joining industry.

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Figure 2 — A Solutions Matrix for Welding and Joining

Leadership Team
(Champions, Resource Secretariat, a consortium of organizations, companies, academia, research and government)

• Manufacturing Excellence Focus
  • Microjoining — electronic, medical, telecoms
  • Aerospace
  • Automotive
  • Transportation
  • Structural
  • Petrochemical and Pressure Vessels
  • Pipelines
  • Tubing
  • Power Generation
  • Mining and Resources
• Technology Application Focus
  • Design
  • Welded materials
  • Automation and Robotics
  • Lasers
  • NDE Methods
  • Failure Analysis
• Function Focus
  • Human Resources
  • Information dissemination and assimilation
    • Education and Promotion
  • Basic research
  • Applied research
  • Quality and Productivity
  • International
• Partnership Focus
  • Industry
  • SME/integrator development
  • Universities and Colleges
  • Research Institutes and centres
  • Federal and Provincial Government Departments/Agencies

Take account of regional strengths and needs across Canada.

This table shows the solutions matrix for the Canadian welding and joining industry. The matrix is based on a leadership team that includes champions who are leaders in the industry as well as a resources secretariat for the industry and other stakeholders, including a consortium of organizations, companies, academia, research and government. The leadership team’s objective is to use the solutions matrix to achieve the welding and joining industry vision.

As the table illustrates, the matrix has four separate yet complementary pillars or focus areas through which the vision can be expressed:

• manufacturing excellence, with a total of 10 target industries (for example, aerospace, transportation, mining and resources, automotive, etc.)
• technology application, which includes six categories (for example, design, automation and robotics, failure analysis, etc.)
• key functions, encompassing six areas (for example, human resources, basic research, quality and productivity improvement, etc.)
• potential partnerships (for example, industry, small and medium-sized enterprises, universities and colleges, etc.).

Projects and initiatives can be designed, developed and implemented under this solutions matrix, and more precisely under the elements contained in each focus area. For example, there could be a project to improve quality in productivity in the transportation industry using automation and robotics in partnership with industry as well as the federal and provincial transport ministries.

In addition, the solutions matrix shows the importance of taking regional activities into account when drawing up initiatives and projects for the welding and joining industry. For example, Quebec has a solid aerospace sector, while Alberta stands out in the area of petrochemical and pressure vessels.

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Figure 3 — Welding and Joining Information Clearing House

This graphic illustrates the establishment of a welding and joining information clearing house. It basically shows that the industry must have access to a pool of information to increase productivity through the most relevant enabling technologies. The clearing house constitutes a source of central information that is vital to the industry in two ways: the network of applied research and development (R&D) centres will enable the industry to have access to Canadian knowledge in the field, while a world information base will accomplish the same objective on a global scale.

The clearing house will act as a central conduit of pooled knowledge to be relayed to the various stakeholders in the welding and joining sectors, offering Canadian industry the solutions it needs to become a leader in the field.

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Figure 4 — A TRM Aligns Objectives for Mutual Benefit

Basically, this table shows that a TRM constitutes an exercise in planning that must be carefully implemented through the collaboration of all stakeholders, including customers, manufacturers, suppliers, colleges and universities, research institutes, and government. The planning process is directed by the industry and enables it to align strategic objectives arising from the vision for the welding and joining industry, so that the spinoffs from the objectives are of benefit to all stakeholders.

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Figure 5 — Developing the Welding and Joining Technology Roadmap

This table shows the progressive stages defined under the technology roadmap (TRM) for the welding and joining industry in Canada. First, the TRM vision is described in the framework of a national strategy for welding and joining. Next, the strategic targets for the vision are stated and defined. The following step describes the barriers to be removed in order to carry out the vision and achieve the strategic objectives.

After that, solutions are adopted toward achieving the vision and strategic objectives and overcoming the barriers. Finally, the table gives the very last stage of the process, which consists in rolling out projects as defined for the welding and joining industry.

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Figure 6 — Canada in the Manufacturing Quality and Cost-Effectiveness Dynamic

The table correlates two variables: quality and cost effectiveness in manufacturing. Each variable is evaluated by level of intensity (low to high), which makes it possible to show Canada’s location within this dynamic relative to the competition (China, United States, Japan and Europe).

Canada is shown in the middle of the pack among the main competitors. The quality of its manufacturing sector is of medium intensity, right between low and high. It is also located about midway in terms of cost effectiveness. In sum, this evaluation shows that, although Canada’s manufacturing sector is not in the worst position, it is not in the best position either, which indirectly demonstrates that there is room for improvement.

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Figure 7 — Strategic Targets Enabling the Welding and Joining Industry to Implement Its Vision

This image shows a total of four concentric circles. Each circle represents a strategic audience the welding and joining industry must target to facilitate implementation of the TRM vision for the industry.

The largest circle involves the general public and students, who must be convinced that the welding and joining industry promises a great future and offers exciting career opportunities. The second circle is educational institutions and research institutes financed by governments, who must act as partners in the industry to maximize technological advances in welding and joining and contribute to advancing the industry.

The third circle concerns the federal and provincial governments, who must be persuaded that welding and joining is a strategic enabling technology for enhancing Canada’s competitive position and that policies must therefore be established to promote the industry as such and to provide for financial support. Finally, the fourth circle in the centre of the image is aimed at chief executive officers and other leaders of all manufacturing industries, who must be persuaded that welding and joining should be seen as an enabling technology with definite marketing possibilities.

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Figure 8 — Welding and Joining as an Enabling Technology: Strategic Advantage

This table is presented in the form of a pyramid and illustrates the development process in light of two variables or two business philosophies: welding as a commodity technology (i.e., simple commodity) or welding as an enabling technology (i.e., a technology that supports the manufacturing process).

As the table shows, when welding and joining are seen simply as a commodity, this perception influences all elements of the pyramid up to the top stage of product development. Thus, at the research stage, with no resources being spent on R&D in this field, colleges and universities will not attract enough students to the sector, since demand for new technologies, engineers and researchers is fragmented. In addition, in the technology application stage, the industry will be reliant on existing processes, materials and equipment, mainly because of the absence of R&D in the field.

In addition, the table shows that considering welding and joining as a commodity has a negative impact on factors at the base of the pyramid that become important higher up in the product development process. For example, without the proper R&D, customer requirements will no longer be sufficiently met, and the ratio of output to input costs will suffer. In sum, businesses operating in this sector gain no strategic advantage when welding and joining are seen as a commodity, and neither does the manufacturing industry as a whole.

On the other hand, considering welding and joining as enabling technology will lead to a strategic advantage for welding and joining businesses, as well as for the manufacturing sector as a whole. Thus, R&D will be supported, and the required resources will be supplied. In addition, colleges and universities will attract a critical mass of new students to the field, since there will be a demand for new welding and joining technologists, engineers and researchers. In the technology application stage, there will be an emphasis on researching best welding processes, materials and equipment. All these elements combined will allow businesses to offer a better ratio of output to input costs, which will better satisfy customer demand.

In sum, putting the focus on welding as an enabling technology will encourage development of high-quality products at lower cost. Being at the leading edge of technology and meeting customer requirements will translate into a real competitive advantage for welding and joining businesses and more broadly for the manufacturing sector as a whole.

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Figure 9 — A Solutions Matrix for Welding and Joining

Leadership Team
(Champions, Resource Secretariat, a consortium of organizations, companies, academia, research and government)

• Manufacturing Excellence Focus
  • Microjoining — electronic, medical, telecoms
  • Aerospace
  • Automotive
  • Transportation
  • Structural
  • Petrochemical and Pressure Vessels
  • Pipelines
  • Tubing
  • Power Generation
  • Mining and Resources
• Technology Application Focus
  • Design
  • Welded materials
  • Automation and Robotics
  • Lasers
  • NDE Methods
  • Failure Analysis
• Function Focus
  • Human Resources
  • Information dissemination and assimilation
    • Education and Promotion
  • Basic research
  • Applied research
  • Quality and Productivity
  • International
• Partnership Focus
  • Industry
  • SME/integrator development
  • Universities and Colleges
  • Research Institutes and Centres
  • Federal and Provincial Government Departments/Agencies

Take account of regional strengths and needs across Canada.

This table shows the solutions matrix for the Canadian welding and joining industry. The matrix is based on a leadership team that includes champions who are leaders in the industry as well as a resources secretariat for the industry and other stakeholders, including a consortium of organizations, companies, academia, research and government. The leadership team’s objective is to use the solutions matrix to achieve the welding and joining industry vision.

As the table illustrates, the matrix has four separate yet complementary pillars or focus areas through which the vision can be expressed:

• manufacturing excellence, with a total of 10 target industries (for example, aerospace, transportation, mining and resources, automotive, etc.)
• technology application, which includes six categories (for example, design, automation and robotics, failure analysis, etc.)
• key functions, encompassing six areas (for example, human resources, basic research, quality and productivity improvement, etc.)
• potential partnerships (for example, industry, small and medium-sized enterprises, universities and colleges, etc.).

Projects and initiatives can be designed, developed and implemented under this solutions matrix, and more precisely under the elements contained in each focus area. For example, there could be a project to improve quality in productivity in the transportation industry using automation and robotics in partnership with industry as well as the federal and provincial transport ministries.

In addition, the solutions matrix shows the importance of taking regional activities into account when drawing up initiatives and projects for the welding and joining industry. For example, Quebec has a solid aerospace sector, while Alberta stands out in the area of petrochemical and pressure vessels.

Back to Main Text

Figure 10 — Summary of Welding System Control Measures

This table is mainly based on welding and joining industry customer requirements. It states some of those requirements and shows how customer satisfaction can be achieved by considering customer requirements in light of certain factors. Also, the table shows four control measures relative to the welding and joining system, which, if they are efficiently managed according to well-defined objectives, will make it possible to develop products that meet the expressed needs of the clients.

The control measures given in the table are the following:

• management responsibility, meaning that companies must make sure that the appropriate resources are allocated for welding coordination, and that actions are implemented to resolve deficiencies or gain improvements;
• resource management, whether for employees, equipment and products or for a particular welding technology;
• measurement analysis and improvement, which focuses on the implementation of a non-conformance and rectification plan as well as the preparation reports on welding quality and corrective measures;
• manufacture of welded product, which requires, among other things, process control during welding for compliance and the implementation of post-welding processes for product completion.

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Figure 11 — Developing the Welding and Joining Technology Roadmap

This table shows the progressive stages defined under the technology roadmap (TRM) for the welding and joining industry in Canada. First, the TRM vision is described in the framework of a national strategy for welding and joining. Next, the strategic targets for the vision are stated and defined. The following step describes the barriers to be removed in order to carry out the vision and achieve the strategic objectives.

After that, solutions are adopted toward achieving the vision and strategic objectives and overcoming the barriers. Finally, the table gives the very last stage of the process, which consists in rolling out projects as defined for the welding and joining industry.

Back to Main Text

Figure 11 — Strategic Targets Enabling the Welding and Joining Industry to Implement Its Vision

This image shows a total of four concentric circles. Each circle represents a strategic audience the welding and joining industry must target to facilitate implementation of the TRM vision for the industry.

The largest circle involves the general public and students, who must be convinced that the welding and joining industry promises a great future and offers exciting career opportunities. The second circle is educational institutions and research institutes financed by governments, who must act as partners in the industry to maximize technological advances in welding and joining and contribute to advancing the industry.

The third circle concerns the federal and provincial governments, who must be persuaded that welding and joining is a strategic enabling technology for enhancing Canada’s competitive position and that policies must therefore be established to promote the industry as such and to provide for financial support. Finally, the fourth circle in the centre of the image is aimed at chief executive officers and other leaders of all manufacturing industries, who must be persuaded that welding and joining should be seen as an enabling technology with definite marketing possibilities.

Back to Main Text

Figure 13 — Welding and Joining Information Clearing House

This graphic illustrates the establishment of a welding and joining information clearing house. It basically shows that the industry must have access to a pool of information to increase productivity through the most relevant enabling technologies. The clearing house constitutes a source of central information that is vital to the industry in two ways: the network of applied research and development (R&D) centres will enable the industry to have access to Canadian knowledge in the field, while a world information base will accomplish the same objective on a global scale.

The clearing house will act as a central conduit of pooled knowledge to be relayed to the various stakeholders in the welding and joining sectors, offering Canadian industry the solutions it needs to become a leader in the field.

Back to Main Text