Designing for the future

Designing a tank for today isn't enough, you've got to think about 'futures'. As Vincent Woods of Benchmark Communications, organisers of Design North East found out.

"We have to design and plan for up to 20 to 25 years of change. We have to work that way, anticipating the demands of tomorrow not just in terms of customer requirements and environment but also the capability to meet any opposition threat. That is a huge demand on our design team."

Explains Peter Thompson, Project Executive at Vickers Defence Systems.

So team work is important when thinking on that scale.

"Yes and that's a scale both in terms if technical complexity and time. We have Integrated Project Teams for each product. This will comprise of design, software and commercial skills as well as purchasing, contracts, quality, manufacturing and IT. Integrated Logistic Support (ILS) staff provide skills to support the product in terms of spares, repair and maintenance. All specialist innovators and developers, with the experience to predict with great accuracy the lifetime of a product."

Does the history and experience of Vickers and the Armstrong site just yards away help in that sense?

"Armstrong's company were amazing innovators and that certainly gives Vickers an incredibly positive name across the world. That record of achievement does demand us to be great innovators as well. But there is no nostalgia in the defence industry, it is very competitive."

One key thing I found out about the defence industry is that you cannot expect the freedom of information that you may expect in other businesses. It's not simply a matter of sticking a patent on a design. If the other side get the information it isn't going to put them off designing something themselves to counter act your idea. So I asked Peter if the restriction on knowledge exchange affected their approach to design.

"We have specialist expertise in armour and systems but we understand that we cannot readily divulge design or performance data. Therefore communication with customers and internally within our project teams is extremely important in the process of design. Add to this the fact we are part of Rolls Royce PLC, a huge company which supplies many defence systems and equipment, we have a great pool of opportunity to exchange knowledge that many other companies will not have."

How has technology helped your design process?

"It has given us greater capability and reliability, to meet the lifetime needs of a product. With a clear understanding of what technology can potentially do for a product and our ideas, we can also vastly improve the stretch capability of a product. This means that over a 20 to 25 year period can we add and improve current products whilst still in the field whether it's the Challenger 2 main battle tank or a light wheeled armoured vehicle. Of course we have to design the vehicle in such a way in the first place to make it stretch capable."

Has technology also made things difficult - in terms of future prediction and escalating demands?

"Technology has increased the speed of movement of client requirements, but that has never been static anyway. In thermal cameras for example; you have to supply the best, we need to see them before they see us! There is always threat and counter threat."

What is the scale of Vickers Defence Systems investment in design, innovations and development?

"Well in terms of people hundreds and that is reflected in over £4 million per annum invested in design innovation. We have to make sure we stay ahead of the game."

How does that compare to other manufacturers in the region?

"It's difficult to quantify in terms of comparison of investment versus turnover or number of employees but we have to deliver the best product possible, so the size and scale of investment in our field of work is important to compete on a world wide basis."

Innovative employees, can they be bought in or are they best developed within Vickers?

"We started a graduate development programme in 1986 as we do need quality graduates coming into the company. In ten years the number of graduates we have employed has trebled and the demand from graduates is growing. They want to work for us because they see us as innovators and leaders on a global scale. We had over 200 graduates apply for just 10 places this year. Never the less we cannot advertise and expect to pick up specialist skills such as armour, we have to nurture and develop that talent within the company."

What message would you then give to any related manufacturing business?

"Look at a programme of continuous investment that addresses design skills, design process and technology development and in turn, offer their customers highly capable and cost effective solutions."

Tyneside once the heart of the defence industry

The Defence Systems business of Vickers PLC traces its history back to 1847, when W G Armstrong, later Lord Armstrong, established an engineering works on Tyneside to manufacture his newly invented hydraulic machinery. A few years later he was asked by the British Government to take up the task of improving the Army's artillery weapons, since these had not changed significantly in design since the Middle Ages. By 1859 he had perfected the world's first successful breech-loading system of field artillery that fired elongated, fused projectiles through a polygroove rifled steel barrel.

From this time, Armstrong's company began a long period of expansion into one of the world's greatest engineering, shipbuilding and armaments empires. Another first included the tank in World War I.

In 1897, Armstrongs merged with the business of another great Victorian engineer, Sir Joseph Whitworth, to become Sir W G Armstrong Whitworth & Co Ltd. During this period the Vickers Company of Sheffield was developing along similar lines. The starting point for Vickers had been high quality steel castings.

Armstrong-Whitworth established its own car and truck business in 1902 and Vickers acquired the Wolseley Tool and Motor Car Company in 1901. Then in 1927, Vickers and Armstrong-Whitworth merged their defence businesses into a new subsidiary called Vickers-Armstrongs.

Vickers-Armstrongs were deeply involved in the re-armament programme prior to World War II. Notable achievements by the company during this period include the King George V class 14-inch battleships and the Spitfire and Wellington aircraft.

Post war achievements include the first British nuclear submarine, the first British V-bomber and the Viscount and VC10 airliners. The company's aircraft, shipbuilding and steel businesses were subsequently nationalised. In 1999 Rolls- Royce bought Vickers Defence Systems, to enhance their portfolio of civil and defence industries.

Design and innovation support

Business Link has recognised the importance of Innovation and Design in the development of the regional economy since its inception and offer specialist Design and Innovation advisers. They can help with aspects such as intellectual property issues, developing a design brief, new product and process development. They are the first port-of-call for help and advice on the DTI's SMART Scheme for funding individuals and small businesses to review their use of technology, and to research and develop technologically innovative products and processes.

Business Link are supporters of Design North East. For further advice and information about their advise and support please contact.

Paul Crozier,
Tel: 0191 516 6732
e-mail paul.

or

Mark Wynn,
Tel : 0191 516 6726
e-mail mark.

Education spotlight

Looking to make armoured vehicles? Engineering, IT programmers, project managers, software designers, and systems designers are just some of the skills that are required. Nearly all the local Universities offer Engineering, IT degrees, and related courses. Please speak to your careers advisor for further information.

Comment

If you have a passion for design and want discuss your work then please contact Brian Nicholls via e-mail on:

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This document is reproduced with he kind permission of The Journal and Benchmark Communications.