Impact Management activities – intermediate version

OPEN PLATFORM FOR REALIZING ZERO DEFECTS IN CYBER PHYSICAL MANUFACTURING Impact Management activities – intermediate version Dissemination Level: PU Public, fully open Type R Document, report (excluding the periodic and final reports) Version 1.0 WP 6 Delivery Date 07/06/2024 Dissemination level PU Deliverable lead AIMEN Authors AIMEN, F6S, INTRA Reviewers LMS, F6S Abstract The dissemination and communication activities and tools at M24 of the project have been updated in this document. Moreover, the exploitation strategy, a draft IPR agreement plan, and the exploitable results of the project are updated. Based on an online survey, exploitation paths per result are developed and initial elements for the business models of the key exploitable results are also defined. Standardisation efforts, specifically in ZDM and AAS modelling, aiming at facilitating the acceptance and utilization by the market of the developed tools are reported herein. Keywords Dissemination, communication, exploitation, marketing strategy, standardisation License This work is licensed under a Creative Commons Attribution-No Derivatives 4.0 International License (CC BY-ND 4.0). See: https://creativecommons.org/licenses/by-nd/4.0/ 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 3 Version History Version Date Owner Author(s) Changes to previous version 0.1 2024-03-21 AIMEN AIMEN Outline 0.2 2024-05-12 AIMEN F6S, INTRA, AIMEN Inputs on sections 2, 3, 4 0.3 2024-05-29 AIMEN LMS Commented version 0.9 2024-06-05 AIMEN F6S, INTRA, AIMEN Full draft 1.0 2024-06-07 AIMEN LMS Submitted version 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 4 Table of Contents Version History .............................................................................................................................................................3 Table of Contents .........................................................................................................................................................4 List of Abbreviations & Acronyms ................................................................................................................................6 List of Figures ................................................................................................................................................................6 List of Tables .................................................................................................................................................................7 Executive Summary ......................................................................................................................................................8 1 Introduction ..........................................................................................................................................................9 1.1 Scope and Objectives ..................................................................................................................................9 1.2 Structure of the document ..........................................................................................................................9 1.3 Impact Management activities overview ................................................................................................. 10 2 Update on Communication and Dissemination Activities ................................................................................. 11 2.1 Communication activities ......................................................................................................................... 11 2.1.1 Communication tools and channels .................................................................................................... 13 2.2 Dissemination activities ........................................................................................................................... 19 2.2.1 Dissemination tools and channels ....................................................................................................... 20 2.3 Key outcomes and observations for next period ..................................................................................... 23 3 Update on Exploitation activities....................................................................................................................... 24 3.1 Progress towards the openZDM exploitation and IPR Management plan .............................................. 24 3.1.1 List of exploitation activities undertaken ............................................................................................ 24 3.1.2 Survey on Exploitation and Business Modelling .................................................................................. 24 3.2 openZDM ERs, services and products, customer segments, value proposition, sales models, and IPR protection .............................................................................................................................................................. 25 3.3 Selection of openZDM KERs ..................................................................................................................... 32 3.4 Market analysis ........................................................................................................................................ 32 3.4.1 Target markets’ size and trends ........................................................................................................... 32 3.4.2 Key Trends on the core markets targeted by openZDM ..................................................................... 33 3.4.3 Competition analysis and market insight from the openZDM exploitation survey............................. 34 3.5 openZDM Exploitation Cases ................................................................................................................... 35 3.5.1 Open-access data in openZDM ............................................................................................................ 36 3.6 Individual Exploitation Plans per Partner ................................................................................................. 37 3.7 Initial market uptake scenarios and openZDM Business Model .............................................................. 39 3.8 Draft Exploitation and IPR agreement plan ............................................................................................. 40 3.9 Key observations and way forward .......................................................................................................... 41 4 Standardisation activities .................................................................................................................................. 42 4.1 Methodology ............................................................................................................................................ 42 4.2 Contribution to Standardization developments ...................................................................................... 42 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 5 4.2.1 Contribution to ZDM with CEN/CENELEC ............................................................................................ 42 4.2.2 Contribution to AAS submodel standardisation with IDTA ................................................................. 42 4.3 Steps moving forward .............................................................................................................................. 43 5 Conclusions ........................................................................................................................................................ 43 References ................................................................................................................................................................. 44 Appendices ................................................................................................................................................................ 45 Appendix I: Structure of IPR and Ownership Identification Agreement ............................................................... 45 Appendix II: 1st Newsletter .................................................................................................................................... 46 Appendix III: 2nd Newsletter .................................................................................................................................. 47 Appendix IV: 3rd Newsletter ................................................................................................................................... 48 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 6 List of Abbreviations & Acronyms AAS : Asset Administration Shell D : Deliverable DIH : Digital Innovation Hub EPC : European Patent Convention ER : Exploitable Results GA : General Assembly IP : Intellectual Property IPR : Intellectual Property Rights KER : Key Exploitable Results KPI : Key Performance Indicator M # : Month # NDI : Non-destructive inspection SDOs : Standards developing organisations SME : Small and medium-sized enterprises WP : Work Package ZDM : Zero defect manufacturing List of Figures Figure 1: Stages of dissemination, communication, and exploitation actions .......................................................... 10 Figure 2: OpenZDM Website analytics - Users .......................................................................................................... 14 Figure 3: openZDM Website analytics - User engagement ....................................................................................... 14 Figure 4: openZDM Website analytics - Users by country......................................................................................... 15 Figure 5: LinkedIn analytics - Followers metrics ........................................................................................................ 15 Figure 6: Twitter/X Analytics ..................................................................................................................................... 15 Figure 7: openZDM YouTube channel ....................................................................................................................... 16 Figure 8: openZDM Marketing materials................................................................................................................... 17 Figure 9: openZDM presentation at EFFRA Manufacturing partnership Days 2024 ................................................. 18 Figure 10: Press dedicated page on openZDM website ............................................................................................ 18 Figure 11: openZDM events participation ................................................................................................................. 21 Figure 12: Techchill Milano 2022. .............................................................................................................................. 21 Figure 13: Control Messe 2024. ................................................................................................................................. 21 Figure 14: Dedicated section for Training Tutorial on the openZDM website .......................................................... 22 Figure 15: openZDM Zenodo community .................................................................................................................. 22 Figure 16: openZDM Zenodo analytics ...................................................................................................................... 22 Figure 17: Survey results for the pre-selection of the openZDM KER. ...................................................................... 32 Figure 18: Survey results on the trends of the openZDM market ............................................................................. 35 Figure 19: openZDM main exploitation paths and monetisation strategies. ............................................................ 35 Figure 20: Survey results on the promotional channels of the openZDM ERs. ......................................................... 40 Figure 21: 1st Newsletter. .......................................................................................................................................... 46 Figure 22: 2nd Newsletter. .......................................................................................................................................... 47 Figure 23: 3rd Newsletter. .......................................................................................................................................... 48 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 7 List of Tables Table 1: Overview of the communication activities and their status at M18 and M24. ........................................... 11 Table 2. openZDM owned blogposts ......................................................................................................................... 19 Table 3: Dissemination KPIs overview ....................................................................................................................... 19 Table 4: openZDM Scientific publications ................................................................................................................. 20 Table 5: openZDM Zenodo content overview ........................................................................................................... 23 Table 6: ER #1: Laser line triangulation system – low temperature .......................................................................... 25 Table 7: ER #2: Thermal camera before descaling .................................................................................................... 25 Table 8: ER #3: Thermal camera after descaling ....................................................................................................... 26 Table 9: ER #4: Laser line triangulation system – high temperature ......................................................................... 26 Table 10: ER #5: 3D dimension measurement system .............................................................................................. 26 Table 11: ER #6: Vision for surface defect detection................................................................................................. 26 Table 12: ER #7: Off-line X-ray residual stress detection .......................................................................................... 27 Table 13: ER #8: IoT portable laser line triangulation for gap and flush ................................................................... 27 Table 14: ER #9: Thermal camera for glass bottle thickness measurement ............................................................. 27 Table 15: ER #10: IR Thermal camera for early detection of welding process defects ............................................. 28 Table 16: ER #11: 2D Camera application for welding process monitoring (detection of aesthetic defects) ........... 28 Table 17: ER #12: Data-driven analytics for quality assessment ............................................................................... 28 Table 18: ER #13: Decision making toolset ................................................................................................................ 29 Table 19: ER #14: Digital twin toolset ........................................................................................................................ 29 Table 20: ER #15: AAS dataset and data models ....................................................................................................... 30 Table 21: ER #16 - #20: Pilot implementation ERs .................................................................................................... 30 Table 22: ER #21: Knowledge for standardisation ..................................................................................................... 30 Table 23: ER #22: openZDM platform (clean version) ............................................................................................... 31 Table 24: ER #23: openZDM integrated solution ...................................................................................................... 31 Table 25: openZDM Open Data on Zenodo ............................................................................................................... 36 Table 26: openZDM Partners' Individual Exploitation Plans. .................................................................................... 37 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 8 Executive Summary The purpose of this document is to provide an intermediate update on the impact management activities from the openZDM project at M24. On the scope of WP6, deliverable 6.2 updates the efforts and impact of the project in communication, dissemination, exploitation and standardisation activities. WP6 aims to maximise the visibility and to gather feedback on the project outcomes, paving the way for the exploitation and adoption of the project outcomes into future products, services, and policies in a sustainable manner and beyond the project’s lifetime. This document updates the communication, and dissemination activities of the project at M24. Moreover, the exploitation strategy and a draft IPR agreement plan and the ERs of the project are updated. Based on an online survey, exploitation paths per result are developed and initial elements for the business models of the KERs are also defined. Efforts towards collaboration with technical committees and contributions to standardization are herein described. 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 9 1 Introduction 1.1 Scope and Objectives Deliverable 6.2 updates the impact management activities of openZDM. It covers and measures the impact of the project under the following main topics: 1. Communication and dissemination, 2. Exploitation, 3. Standardisation activities. To understand the aim of the openZDM plan for impact management activities it is important to note the specific objectives of WP6, which are: • Disseminate the project results via appropriate communication channels, • Perform market, technology and IPR watch to analyse the surrounding ecosystem continuously, • Manage the IPR and the Foreground knowledge in the project, • Identify the ‘unique selling points’ concerning the rest of the products in the market and main competitors, • Develop a strategic roadmap & business model for the openZDM platform (sales & pricing strategy), • Facilitate the (post-project) uptake of results through the deliberate identification and management of the project’s ERs, • Prepare contributions to suitable standardisation bodies or pre-normative activities, • Create links to other European activities in ZDM. In alignment with the openZDM exploitation and IPR management strategy outlined in D6.1 and the project's description, several key activities have been undertaken up to M24, focusing on various aspects of business planning. Initially, the identification and assessment of core innovations were paramount, aiming to determine their potential for commercial or academic use, thereby identifying the ERs and subsequently, the KERs with the highest impact on innovation potential. In parallel, efforts were directed toward formulating robust business models for the KER and devising effective promotion strategies targeting key stakeholders, initial adopters, and potential customers. Notably, a physical exploitation workshop was conducted during the 3rd GA meeting, facilitating partner alignment on ERs and collaborative discussions on exploitation pathways. Furthermore, an exploitation and business modelling survey were deployed, gathering valuable insights. This survey informed the selection of KERs and guided the formulation of exploitation paths, marketing strategies, and monetization models. Additionally, 23 ERs were identified, with a focus on NDI systems, from which 8 KERs were chosen based on their commercial viability, market demand, and partners' perspectives. These selections were supported by thorough market and competition analyses, delineating key target markets, customer segments, and stakeholder groups, thereby shaping tailored value propositions and distribution strategies for each result, ensuring alignment with the technical specifics of openZDM. This assessment also encompassed considerations of IP ownership and how each result would be exploited individually or jointly post-project. Also, the standardization activities started at M19 of the project, with an initial identification of the existing standards and the potential contributions for standardization in the project. Two main subjects were identified as prone to standardization, ZDM and AAS modelling. Efforts towards collaboration with technical committees and contribution to standardization were also performed and are further described. 1.2 Structure of the document This document is divided into three main sections, per the activities developed under this WP: 1. Section 2: Update on Communication and Dissemination activities (M6 – M24), 2. Section 3: Update on Exploitation activities (M6-M24), 3. Section 4: Standardization activities (M19-M24). In section 2 the communication and dissemination activities at M24 are described, with an overview of the different tools and channels used in the openZDM project and achievements, highlighting the efforts to build awareness and share our findings widely with stakeholders and the general public. In section 3, we’ve updated the openZDM projects draft exploitation and IPR management plans, with an overview of the project’s KERs, market analysis and openZDM business model. Section 4 goes over the standardization activities of the project and its effort to facilitate the acceptance and utilisation by the market of the different solutions developed in the openZDM project. 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 16 on this platform due to the many changes it has gone under and rely more on other platforms that showcase more targeted engagement with relevant stakeholders. Overall, LinkedIn has proven to be an effective channel for connecting with professionals in the manufacturing industry, showcasing promising results about engagement and visibility. However, despite dedicated efforts, challenges have risen concerning achieving significant traction on Twitter/X. As we evaluate our communication strategies for future activities, we'll prioritize channels that offer a higher return on investment. As part of our comprehensive communication and social media strategy, openZDM has developed and implemented various campaigns aimed at increasing awareness, driving traffic, and engaging stakeholders. These campaigns are designed to align with our audience. Some campaigns have already been successfully deployed, generating positive outcomes, and providing meaningful interactions with our audience. These campaigns include: the openZDM kick-off campaign (June 2022); the press release campaign (July 2022); the awareness campaign (August 2022); the newsletter campaign (November 2022); the website launch campaign (November 2022); the partners' introduction campaign (December 2022 – June 2023); the pilots' introduction campaign (February – March 2023); the about openZDM innovative technologies campaign (July 2023); the openZDM experts about Sustainable Manufacturing campaign (August – October 2023); the series of Interviews campaign (October 2023 – March 2024); the openZDM animated video campaign (January 2024 - February 2024); the openZDM Pilots' animated video campaign (February 2024 - April 2024); the women in Manufacturing campaign (March 2024); the series of Academic Interviews campaign (March 2024 - April 2024); the press release campaign (April 2024). 2.1.1.3 Newsletter Throughout the various sections of the website and featured on social media, interested parties are invited to subscribe to the openZDM newsletter, providing a direct channel to receive the latest insights and updates on the project. To date, three newsletters have been published (0, 0, 0), offering subscribers a comprehensive overview of key project activities and outcomes. Utilizing Mailchimp as our platform of choice, we will develop a total of six newsletters, each crafted to deliver valuable information and insight. The first newsletter was sent in Month 6 of the project, strategically timed to coincide with the launch of the openZDM website, with the overarching goal of increasing project awareness and promoting engagement with our platform. The second and third newsletters served as updates on the project developments, highlighting the articles featured by partners and the events attendance which has proven to be one of the most effective communication activities to increase awareness around the project activities and developments. In the future, the newsletter will serve as a vital tool for maintaining ongoing communication, fostering community engagement, and sharing noteworthy developments with our stakeholders. 2.1.1.4 YouTube channel Six videos are available on openZDM’s YouTube channel (Figure 7). These multimedia presentations offer comprehensive insights into the project. Leveraging the power of video and considering that engagement with videos is more successful in online actions, the aim is to effectively communicate the essence of openZDM to all stakeholders. These videos represent a significant milestone in openZDM’s commitment to transparency and engagement, providing viewers with a dynamic visual representation of developments. Moving forward, we remain committed to developing additional videos, and further expanding our video library targeting all stakeholders. Figure 7: openZDM YouTube channel 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 17 2.1.1.5 Marketing materials Regarding marketing materials, posters, brochures, and flyers have been developed, that have been curated to effectively communicate the project (Figure 8). Intended for use in both internal and external events, as well as individual meetings, these materials serve as invaluable assets for disseminating key information about openZDM to our diverse audience. Poster Roll up Three-folded leaflet Stickers Keychain, tote bag and phone holder Figure 8: openZDM Marketing materials 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 18 Additionally, marketing materials including tote bags, keychains, button pins, and phone holders have been developed, aimed at enhancing openZDM visibility and engagement. All materials, including the introduced promotional items, are conveniently accessible for printing through the project's internal repository, facilitating easy dissemination to stakeholders and access to consortium partners. 2.1.1.6 Public events To date, openZDM has attended a total of nine public events, each offering valuable opportunities to engage with industry stakeholders, showcase our project's progress, and exchange insights with peers. These events include Industrial Technologies 2022, the European Manufacturing Conference 2022, The EU Leadership of the Manufacturing Industry Arrives to Budapest with I4MS Digital Game-Changers, the World Manufacturing Forum 2022, the ZDMP Cluster Workshop, the FORD Collaboration Event by TECNALIA 2023, the EFFRA Annual Event - Manufacturing Partnership Day 2023, the IDTA - WG Use Cases Presentation, and the EFFRA - Manufacturing Partnership Days 2024 (Figure 9). Active participation in these events highlights openZDM’s commitment to fostering collaboration, sharing knowledge, and driving innovation within the manufacturing ecosystem. Activities around the organisation and hosting of open days at schools have not started yet. However, openZDM is fully committed to prioritising and executing this initiative in the upcoming period. The objective is to host a minimum of three open days at schools, with an anticipated participation of over 100 attendees per event. These open days will serve as invaluable opportunities to engage with students, educators, and the wider community. 2.1.1.7 Press releases Two press releases thus far have been successfully published including the first following the project kick-off in July 2022, and the second in March 2024, highlighting the proof of concept of the openZDM platform (Figure 10). Eight press clippings have been accumulated further reinforcing the visibility of openZDM within the media landscape. Moving forward, openZDM remains committed to its goal of creating a minimum of four press releases to be published in local newspapers and magazines. These efforts aim to reach a broader audience and provide visibility of the project and its key milestones. 2.1.1.8 DIHs and Liaison with other initiatives Regarding the promotion of project results in various DIHs to amplify the project's outreach for early adoption, a beta version of the openZDM system is under development. This beta version will serve as a concrete result that can be shared with DIHs and their networks. The primary objective is to gather valuable feedback from these key stakeholders within the manufacturing sector. By engaging DIHs and their networks, the aim is to assess potential improvements to the system and ensure its alignment with industry needs and standards. Efforts in liaising with similar projects or initiatives in the manufacturing sector to coordinate activities in alignment with openZDM's objectives have shown significant results. The project has actively engaged with a diverse range of projects, including ZDMP, EFFRA, 4ZDM cluster, ENGINE, FLASH-COMP, Platform-ZERO, TURBO, ZDZW, IDTA and CEN/CENELEC. Through these engagements, which include participating in one-on-one meetings as well as events, collaboration has been fostered, insights have been shared, and synergies to advance common goals within the manufacturing domain have been leveraged. Figure 9: openZDM presentation at EFFRA Manufacturing partnership Days 2024 Figure 10: Press dedicated page on openZDM website 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 19 2.1.1.9 Fora & Blogs The goal to promote periodic non-technical reports to external fora and blogs has not yet been achieved with zero publications to date against a target of six. However, significant progress in creating blog posts for the openZDM website has been made, surpassing the initial KPI of six with a total of 25 posts (Table 2). While openZDM continues to work towards increasing its presence on external platforms, the focus on generating engaging content for the openZDM website has been successful. Moving forward, openZDM remains dedicated to expanding its outreach efforts to external fora and blogs. Table 2. openZDM owned blogposts Date Name 12/2022 How's industry 4.0 disrupting the European Manufacturing Ecosystem? 01/2023 Embracing Sustainability in Manufacturing: The European Commission’s Green Deal Industrial Plan 02/2023 Improving Quality Control in the Manufacturing Industry through Digital Twins 04/2023 The openZDM Platform in a world driven by the 4th Industrial Revolution 06/2023 OpenZDM is assessing 4 innovative technologies that will elevate the manufacturing industry 07/2023 What is an NDI system for zero defects? 05/2023 Discover the concept behind the openZDM innovative platform – step by step 06/2023 openZDM is assessing 4 innovative technologies that will elevate the Manufacturing industry 06/2023 openZDM Third General Assembly: Empowering the Manufacturing Industry 09/2023 Deep learning techniques for advanced image processing in manufacturing processes 10/2023 The role of Asset Administration Shell standard in zero defects manufacturing 11/2023 The role of data analytics tools in zero defects manufacturing 11/2023 Insights from Aptiv: Exploring the future and sustainability in Manufacturing 12/2023 Insights from Sonae Arauco: Exploring the future and sustainability in Manufacturing 12/2023 Insights from Vidrala: Exploring the future and sustainability in Manufacturing 01/2024 Insights from VDL Weweler: Exploring the future and sustainability in Manufacturing 01/2024 Insights from Volkswagen Autoeuropa: Exploring the future and sustainability in Manufacturing 02/2024 Advancing Manufacturing Excellence: an Exploration of Zero Defects and First-Time-Right Production 03/2024 Insights from Università Politecnica delle Marche: Exploring the future and sustainability in Manufacturing 03/2024 openZDM is proud to be supporting women in STEM 03/2024 Insights from University of Porto: Exploring the future and sustainability in Manufacturing 04/2024 Insights from Polytechnic Institute of Braganca: Exploring the future and sustainability in Manufacturing 04/2024 Save the date: openZDM at Control 2024 in Stuttgart, Germany 04/2024 openZDM is empowering young Engineers through the Manufacturing Hackathon 05/2024 openZDM at The Manufacturing Partnership Days 2024 2.2 Dissemination activities Through the measurement and analysis of the dissemination KPIs (Table 3), insights into the performance of activities can be gathered, for the identification of strengths and optimisation strategies mitigating challenges. Table 3: Dissemination KPIs overview Measure Target KPIs Status [M18] Status [M24] Technical publications >5 technical articles >2 white papers 1 technical article No white papers 1 technical article No white papers Scientific publications >15 publications in scientific journals One book release 3 scientific publications Book release to be started 10 scientific publications Book release to be started Scientific Conferences >15 publications and/or presentations delivered in major conferences 3 articles and/or presentations delivered at major conferences none published yet 5 publications or presentations delivered at major conferences 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 20 Measure Target KPIs Status [M18] Status [M24] Trade fairs/ exhibitions >10 participations in major events/trade fairs >5 banners/ posters 2 Participation in major events/trade fairs 7 banners/posters 2 major events/trade fairs 7 banners/posters Workshops through associations, communities and clusters >2 technical workshops >2 workshops presenting use case results 3 technical workshops Workshops presenting use case results to be started 16 internal technical workshops Workshops presenting use case results to be started Training >2 online training tutorials >3 presentations to schools/ universities No training tutorials 2 presentations to schools/universities 2 online training tutorials 2 presentations to schools/universities Standards >4 SDOs involved >4 standardisation contributions Task not started 2 SDOs involved 1 Standardisation contribution As seen in Table 3, while progress has been made towards achieving the dissemination KPIs, there is still room for improvement, especially in categories such as technical publications and presentations to scientific conferences. To address the discrepancies in achieving the targeted KPIs, several proactive steps will be taken to enhance project dissemination, engagement, and collaboration. Firstly, there should be a renewed focus on producing technical and scientific publications, with dedicated effort allocated to writing and publishing articles and white papers. Collaboration with industry experts and academic partners can be leveraged to increase the quality and quantity of publications. Additionally, efforts should be intensified to secure speaking opportunities and participation in major conferences and trade fairs, fostering networking and visibility within relevant communities. Workshops presenting use case results will be prioritized and scheduled as part of the open days in schools indicator, by M36. Furthermore, initiatives to provide online training tutorials will be expanded, tapping into educational networks to broaden the project's reach and impact. Lastly, active involvement in SDOs was initiated, with targeted contributions aimed at shaping industry standards and frameworks to align with project goals and objectives. By implementing these next steps, the project can better position itself for success and maximize its impact across technical, scientific, and industrial domains. 2.2.1 Dissemination tools and channels 2.2.1.1 Technical publications Regarding technical publications, one has been published, titled "What is an NDI system for zero defects?". While this accomplishment marks a step forward, it also highlights the need for further efforts to meet the target of six technical publications. Through these publications, the aim is to share insights, innovations, and advancements within the realm of ZDM. 2.2.1.2 Scientific publications Regarding scientific publications, openZDM has made significant contributions, with a total of 10 publications achieved thus far (Table 4). These publications represent rigorous research and insightful findings that come out of the project's outcomes, contributing to the general knowledge surrounding ZDM. Currently, five articles are pending for review and publication in magazines or journals. Table 4: openZDM Scientific publications Date Title 06/08/2023 Integration of Non-Destructive Inspection (NDI) systems for Zero-Defect Manufacturing in the Industry 4.0 era 06/06/2023 Beam Straightness Measurement with Laser Triangulation System: a steel industry use case 06/06/2023 A robot-based inspecting system for 3D measurement 05/10/2023 A process-level LCA for evaluating the contribution of digitalization in the greening of a manufacturing system 05/03/2023 A methodology to assess circular economy strategies in manufacturing using process eco-efficiency 21/06/2023 A hybrid digital twin approach for proactive quality control in manufacturing 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 21 Date Title 04/08/2023 3D point cloud analysis for product quality inspection: A steel parts use case 29/08/2023 Quality control in manufacturing through temperature profile analysis of metal bars: A steel parts use case 29/08/2023 Data analytics and AI for quality assessment in manufacturing: Challenges and Opportunities 04/05/2024 An approach to implementing the proactive asset administration shell: A steel industry use case. 2.2.1.3 Scientific conferences The openZDM project has actively participated in scientific conferences, delivering a total of five publications or presentations to date (Figure 11). These conferences serve as pivotal platforms for sharing our research findings, insights, and advancements in ZDM with a broader academic audience. Moving forward, we remain dedicated to leveraging these relevant forums to disseminate our research and foster collaboration within the scientific community, ultimately driving meaningful progress in the field of manufacturing. DMIS 2023 2023 IEEE INTERNATIONAL WORKSHOP ON Metrology for Industry 4.0 & IoT International Conference on Learning Factories Forum delle Misure 2023 Figure 11: openZDM events participation 2.2.1.4 Trade fairs and exhibitions The project has participated in two major events/trade fairs to date (Figure 12, Figure 13). At these events, we have showcased our innovative solutions, engaged with industry stakeholders, and shared insights on the ZDM approach. We have created seven posters, effectively communicating key messages. While our current progress demonstrates active engagement within the industry, there remains room for further participation to meet our target of 10 participants in major events/trade fairs. Moving forward, we are committed to expanding our presence at this type of event, leveraging them as opportunities to foster collaboration within the manufacturing sector. Figure 12: Control Messe 2024. Figure 13: Techchill Milano 2022. 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 22 2.2.1.5 Training tutorials So far, we have developed one online course available on the project website titled ‘Data Analytics Tutorial’ providing learners with resources to understand openZDM concepts and methodologies (Figure 14). Additionally, a hackathon for students has been hosted, serving as another valuable training opportunity. The documentation produced during this event will serve as a comprehensive resource for participants, further enhancing their learning experience. These training tutorials will be made publicly available on the website and their impact will be tracked with the project’s analytics tools. Through ongoing initiatives and collaborations, we aim to achieve the proposed KPI of over 2 learning tutorials, for this purpose, we have selected key consortium members and assigned topics for future training. 2.2.1.6 Open data access The openZDM community on Zenodo (Figure 15) serves as a comprehensive repository for openZDM’s research outputs, datasets, and other scholarly contributions. Here, a diverse range of materials is curated, including technical and scientific publications, conference presentations, and workshop materials, providing a centralized platform for dissemination and collaboration. Figure 15: openZDM Zenodo community Figure 16: openZDM Zenodo analytics Figure 14: Dedicated section for Training Tutorial on the openZDM website 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 23 Table 5: openZDM Zenodo content overview Input Type Views Downloads A hybrid digital twin approach for proactive quality control in manufacturing paper 4 3 A methodology to assess circular economy strategies for sustainable manufacturing using process eco-efficiency journal 4 2 openZDM logo figure 7 0 openZDM boiler presentation presentation 70 30 Beam Straightness Measurement with Laser Triangulation System: a steel industry use case publication 6 4 Integration of Non-Destructive Inspection (NDI) systems for Zero-Defect Manufacturing in the Industry 4.0 era publication 9 6 A robot-based inspecting system for 3D measurement publication 5 4 Learning tutorial on Data Analytics tutorial 36 1 Thermal images of steel bars dataset 139 3 The data from Zenodo provides insights into the engagement levels of various types of content hosted on the platform, measured by views and downloads (Figure 16 and Table 5). The openZDM boiler presentation is the most viewed and downloaded content type, with a substantial 70 views and 30 downloads, indicating a strong interest in accessing this format. This suggests that the presentation serves as a popular medium for disseminating project findings and insights. Additionally, datasets also attract significant attention, with 139 views, although downloads are comparatively lower at 3, implying that users may be interested in exploring the datasets but not necessarily downloading them for immediate use. Among publications, papers and journals exhibit moderate engagement levels, each gathering 4 views and 3 downloads, indicating a steady interest in accessing scholarly articles and research papers. However, figures, despite having a higher view count at 7, have not registered any downloads so far. Tutorials also display a noteworthy engagement level, with 36 views, but only 1 download. Overall, the data underscores the importance of diverse content formats in catering to different user preferences and needs. While presentations and datasets attract significant attention, there is potential to further optimise engagement with other content types such as figures and tutorials by tailoring them to meet the specific requirements and interests of the audience. In addition to hosting openZDM’s data and publications, the aim is to actively engage with external repositories such as IEEE DataPort and the EU's open data portal to further enhance the accessibility and visibility of our work. As a next step, we are exploring opportunities to leverage these additional platforms to broaden the reach of our research outputs and facilitate greater collaboration within the broader scientific and technical community. Through these efforts, we aim to foster open and transparent access to research data and findings, promoting innovation and knowledge exchange. 2.3 Key outcomes and observations for next period Building upon the strategies and achievements outlined so far in this section, our next steps will focus on increasing the progress across dissemination, engagement, and impact. To enhance our dissemination efforts, we will intensify our focus on technical and scientific publications, aiming to meet the proposed KPIs while ensuring the quality and relevance of our contributions. Our strategy to engage key target groups will involve a multifaceted approach with attendance to events and directly reaching contacts in our consortium networks, these actions will be aimed at fostering inclusivity and maximizing impact. We have successfully engaged with academic and research communities through the dissemination of publications, presentations at conferences, and collaborations with universities. Additionally, our partnerships with industry stakeholders have facilitated knowledge exchange and technology transfer, driving innovation and practical applications of our research. To address gender considerations, we are committed to promoting diversity and gender equality across all project activities. The openZDM project has already featured a dedicated article on the website highlighting the number of female researchers involved in the project and social media actions to feature in equal amount of female and male perspectives on opinion articles and interviews. We actively seek to involve and empower women in leadership roles, research teams, and decision-making processes, ensuring their voices are heard and valued. 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 24 Moreover, we prioritize inclusive language and communication strategies to create an environment that is welcoming and accessible to all individuals. Through these, we aim to cultivate a diverse and inclusive project community that leverages the unique perspectives and talents of all its members to achieve our shared goals. To address the challenges presented in the dissemination activities and related to open access to the project’s results we will expand our presence at conferences and trade fairs, leveraging these platforms to showcase our innovations, foster collaboration, and raise awareness within the manufacturing ecosystem. Furthermore, we will continue to develop training initiatives, offering accessible resources to key stakeholders with the knowledge and tools needed to drive progress in zero defects manufacturing. Through these concerted efforts and ongoing collaboration, we are committed to creating a significant impact on the outcomes and results of openZDM. 3 Update on Exploitation activities 3.1 Progress towards the openZDM exploitation and IPR Management plan In alignment with the openZDM exploitation and IPR management strategy, as it was outlined in D6.1 and the project’s description of the action, several exploitation-related activities have been implemented up to M24. The aim of these activities covered several areas of business planning. First, the effort was allocated to identify and conclude on the core innovations that have the potential to be used either for commercial or academic purposes, namely the ERs of the project, and scan which of them have the greatest impact in terms of innovation potential, partners’ business views, and market trends, namely the KERs. By doing this, we also covered IP aspects and addressed how each of the ERs will be exploited and how partners wish to use their results after the end of the project (individual/ joint exploitation plans). This led to a more concrete idea of how to set up the business models of the KERs, and how to effectively promote them to key stakeholders/ initial adopters/ customers. 3.1.1 List of exploitation activities undertaken • The exploitation and IPR Management strategy have been implemented: The exploitation and IPR management strategy of the project has been followed and most of its activities up to Phase 4 have been implemented. As described in D6.1, and the updated exploitation and IPR management strategy, the phases of innovation management and IPR strategy are currently under implementation, while we have also conducted activities (i.e., market research, initial business model aspects) to address the business modelling phase. Visibility of project results is undergoing since we have identified the key channels to use. • Exploitation Workshop: A physical exploitation workshop was held during the 3rd GA meeting of openZDM, where partners aligned on ERs and discussed exploitation pathways. • Exploitation and Business Modelling Survey: A three-week exploitation survey was designed targeting the consortium, which informed the selection of KER, and devised exploitation paths, marketing strategies, and monetization models. The survey received 25 responses from all consortium partners. • Identification of ERs: 23 ERs were identified, primarily focusing on NDI systems with significant commercialization potential. From these, 8 KERs were selected based on business feasibility, market demand, and partners' views. • Individual and Joint Exploitation Paths for ER and per consortium partner: Initial exploitation paths for each ER, particularly NDI tools, were mapped out, including strategies like direct sales, licensing, partnerships, and integration into existing processes. • Market and competition analysis for the openZDM innovations, highlighting the key target markets, their size and core trends that currently exist. • Defined the customer segments and stakeholder groups who could act as initial adopters. • Defined the value proposition per ER, meaning that we tried to quantify the business benefits that each result brings to the potential customers. • Defined how the results could reach the end customers, via which channels, and delivery models, and made specific monetisation strategies per ER and the openZDM platform that serve the technical specificities. 3.1.2 Survey on Exploitation and Business Modelling All partners participated in the online survey, focusing on individual viewpoints to capture diverse perspectives. Multiple participants from each organization ensured comprehensive insight gathering for holistic exploitation 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 25 planning. The survey incorporated methodologies like the value proposition canvas for needs and benefits and indirectly addressed the business model canvas. Marketing strategies such as the marketing plan, marketing mix, and elements from the innovation radar questionnaire were also integrated. The survey assessed their understanding and commitment to project results with key questions including (i) Knowledge and Contribution, (ii) Deployment Timeframe, (iii) Result Potential, (iv) Market Focus and Size, (v) Competition Analysis, (vi) Target Customers and Adopters, (vii) Value Proposition, (viii) Resource Dependency, (ix) Promotion Channels, (x) Selling Model, (xi) Protection and Restrictions, (xii) Sustainability, (xiii) General Comments. The survey process involved distributing the survey and providing guidelines and support to project partners on how to complete it, collecting responses, and analysing data for actionable insights, ensuring a well-informed exploitation plan. 3.2 openZDM ERs, services and products, customer segments, value proposition, sales models, and IPR protection Based on project progress and the exploitation survey, we present the updated list of openZDM ERs, now comprising 23 innovations across software, hardware, or combined components (Table 6 - Table 24). Delivery models for each ER vary, with options including standalone modules, integration into the openZDM platform, or bundling with other services. Primarily targeting B2B markets, especially large corporations like car manufacturers, these ERs are offered as "modifiable off-the-shelf" products or subscription-based services, with some available remotely as a Service. Additionally, we've analysed potential protection measures for each ER via the survey, laying a foundation for IP protection crucial for future exploitation and commercialization efforts. Table 6: ER #1: Laser line triangulation system – low temperature ER Name (#1) Laser line triangulation system – low temperature Description Laser line triangulation systems for measuring bar straightness down to 0.2 mm over a length up to 900 mm. It consists of triangulation sensors for low temperatures. Type NDI Lead Partner(s) (Point of reference) UNIPVM Target customer segment • Manufacturing OEMs in several areas • Steel Processing Industry as initial adopters Value proposition Enhanced quality control and thus reduction of resource usage and time, leading to improved efficiency and cost reduction. Sales delivery model • As distinct "parts" (few software modules together) instead of an "openZDM integrated platform". • As a service bundle, in combination with other ERs in the project. IPR protection • No specific protection but will only be available upon request; Trade Secret Table 7: ER #2: Thermal camera before descaling ER Name (#2) Thermal camera before descaling Description Two infrared cameras, for high-temperature metal parts, provide information on a) temperature gradients, and b) steel bar position concerning the furnace induction coil. This result refers to the thermal camera before descaling. Type NDI Lead Partner(s) (Point of reference) UNIPVM Target customer segment • Manufacturing OEMs in several areas • Steel Processing Industry as initial adopters Value proposition Enhanced quality control and thus reduction of resource usage and time, leading to improved efficiency and cost reduction. Sales delivery model • As distinct "parts" (few software modules together) instead of an "openZDM integrated platform". • As a service bundle, in combination with other ERs in the project. IPR protection • No specific protection but will only be available upon request; Trade Secret 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 32 3.3 Selection of openZDM KERs Partners were surveyed to determine preferences for the project's ERs based on commercial value, impact, and exploitation potential, irrespective of their involvement in development. This collaborative approach aimed to align with partners' expertise and current market needs in zero-defect manufacturing. Survey results, combined with analysis by the project's exploitation manager, formed the selection of KERs outlined in Figure 17. Figure 17: Survey results for the pre-selection of the openZDM KER. Based on the survey results, the most prominent ERs in terms of exploitation potential and impact are the: • openZDM integrated solution • openZDM platform (software, clean version) • Laser line triangulation system – low temperature • Data-driven analytics for quality assessment • Thermal camera before descaling • 2D Camera application for welding process monitoring • Digital twin toolset • IoT portable laser line triangulation for gap and flush The selected KER will serve as the project's primary innovations/tools promoted to stakeholders, including customers, collaborators, and investors. Exploitation activities will closely align with dissemination efforts, leveraging two key EC-supported channels: the Horizon Results Platform and the Innovation Radar. Uploading the list of KER to these platforms will enhance project visibility. 3.4 Market analysis 3.4.1 Target markets’ size and trends The project's ERs cover a wide range of target markets across various industries, reflecting the diverse applications and utility of the openZDM platform. Industries like automotive, manufacturing, and aerospace emerge as prominent target markets, with multiple results addressing some of their specific needs and requirements. Sectors 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 33 like construction, metalworking, and energy also feature prominently, indicating the platform's versatility and applicability across different domains. Niche markets like glass production, packaging, and furniture industries are also addressed, highlighting the platform's potential to serve specialized sectors with tailored solutions. Target market: Automotive industry The automotive industry stands out as a significant target market for the openZDM platform, with a global market size of $3.5 trillion in 2023, driven by increasing vehicle production and the adoption of advanced manufacturing technologies [1]. Key trends in this industry include the growing demand for smart manufacturing solutions to improve efficiency and quality control, as well as the integration of IoT and data analytics for predictive maintenance and process optimization. Target market: Smart manufacturing In the smart manufacturing sector, which is expected to reach almost one trillion by 2032 [2], a CAGR of 16% during the forecast period 2023 to 2032, there is a rising emphasis on digital transformation initiatives to enhance productivity and competitiveness. The adoption of Industry 4.0 technologies, including advanced sensing and monitoring solutions like those offered by openZDM, is driving market growth. Additionally, trends such as the increasing focus on sustainability and the rise of smart factories are shaping the landscape of manufacturing. Target market: Aerospace industry The aerospace industry presents another profitable market opportunity, with a projected market size of $678 billion by 2032 (a CAGR of 7.80% during the forecast period from 2023 to 2032) [3]. Key trends in this sector include the adoption of additive manufacturing technologies, the development of lightweight materials, and the integration of digital twin solutions for predictive maintenance and performance optimization. The openZDM platform's capabilities in data analytics, quality assessment, and process monitoring align with these industry trends, positioning it as a valuable solution for aerospace manufacturers. In addition, the openZDM platform also targets niche markets such as glass production, steel processing, and furniture industries. While these markets may have smaller overall sizes compared to automotive and aerospace, they offer some opportunities for specialized solutions. For example, the glass production industry has increased demand for precision measurement and quality control solutions to meet stringent standards, presenting an opportunity for openZDM's thermal camera technology for glass bottle thickness measurement. Target market: Glass production The global glass production market size was valued at $106 billion in 2021 and is expected to expand at a compound annual growth rate (CAGR) of 5.2% from 2022 to 2030 [4]. In this industry, glass manufacturers are adopting automation and digitalization technologies, including advanced sensing and monitoring solutions, to enhance operational efficiency and product quality. Target market: Steel processing The global steel processing industry, valued at $647 billion USD in 2021, is pivotal for construction, infrastructure, automotive, and various sectors [5]. Key trends include technological advancements like Industry 4.0 adoption and a focus on environmental sustainability. Demand is driven by construction, automotive, aerospace, and manufacturing sectors, spurred by urbanization and infrastructure development. Growth drivers encompass infrastructure investments, automotive demand, urbanization, and industrialization. Challenges include overcapacity, fluctuating raw material costs, regulatory compliance, and intense competition, driving consolidation. Global trade dynamics, influenced by policies and geopolitical tensions, also impact the industry, necessitating strategic adaptation for stakeholders. Target market: Furniture manufacturing industry Turning to the furniture manufacturing industry, its global market size was valued at $ 548.38 billion in 2021 and is expected to reach $780 billion by 2030, with a CAGR of 5.1% during the forecast period [6]. This industry is witnessing a rapid shift towards e-commerce and digitalization, with consumers increasingly purchasing furniture online and seeking digital tools for product visualization, customization, and virtual room planning. Sustainability is a key focus area within the furniture industry, driving demand for energy-efficient production processes, and circular design principles that prioritize product recyclability and resource efficiency. Furniture manufacturers are also incorporating smart technologies such as IoT sensors, wireless charging capabilities, and integrated multimedia systems into their products to enhance functionality, comfort, and convenience for consumers. 3.4.2 Key Trends on the core markets targeted by openZDM For the automotive manufacturing industry: • Increasing vehicle production and adoption of advanced manufacturing technologies. 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 34 • Growing demand for smart manufacturing solutions to enhance efficiency and quality control. • Integration of IoT and data analytics for predictive maintenance and process optimization. For the smart manufacturing industry: • Emphasis on digital transformation to boost productivity and competitiveness. • Adoption of Industry 4.0 technologies, including advanced sensing and monitoring solutions. • Focus on sustainability and the rise of smart factories. For the aerospace manufacturing industry: • Adoption of additive manufacturing technologies. • Development of lightweight materials. • Integration of digital twin solutions for predictive maintenance and performance optimization. For the glass production industry: • Demand for precision measurement and quality control to meet stringent standards. • Adoption of automation and digitalization technologies for enhanced efficiency and quality. For the steel processing industry: • Technological advancements and Industry 4.0 adoption. • Focus on environmental sustainability. • Growth driven by urbanization, infrastructure investments, and industrialization. For the furniture industry: • Emphasis on sustainability, energy-efficient production processes, and circular design principles. • Incorporation of smart technologies such as IoT sensors, wireless charging, and integrated multimedia systems for enhanced functionality. 3.4.3 Competition analysis and market insight from the openZDM exploitation survey Through the exploitation survey, we delve into the details of market analysis, examining factors such as market maturity, competition, and demand for each ER within the openZDM project. These fields were selected because they address also the aspects of market analysis covered by the Innovation Radar questionnaire. This analysis provides invaluable insights into the diverse landscapes of emerging and mature markets, as well as opportunities for market creation, guiding our strategic approach towards effective commercialization and exploitation strategies. Moreover, the integrated openZDM platform presents a robust solution for Zero-Defect Manufacturing, offering comprehensive quality assessment and control functionalities. Key competitors in this domain include established players such as Siemens with their Siemens Digital Industries Software suite and Dassault Systèmes with their DELMIA Apriso platform. However, openZDM distinguishes itself through its interoperability, modular architecture, and focus on real-time adaptation, providing a competitive edge in addressing evolving industry needs. In general, based on the exploitation survey results, some key insights are: • Results such as IoT portable laser line triangulation for gap and flush, 2D Camera application for welding process monitoring, and Digital twin toolset demonstrate an emerging market trend. There is a gradually growing demand for these solutions, with only a few offerings available. The market sizes for these results range from 5 to 10, indicating moderate to significant potential. 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 35 • Results like Laser line triangulation system – low temperature and Data-driven analytics for quality assessment are situated in mature markets. These markets are already supplied with many alternative products, suggesting a higher level of competition. However, there is still room for innovation and improvement. The market sizes for these results range from 5 to 8, indicating moderate to large market sizes. • The survey results also indicate that the market size of the platform could be significant – addressing several niches and use cases (average response 7 out of 10), while the competition is mild with not many similar alternatives available (average response 6 out of 10). In terms of market conditions, our internal analysis that the market for openZDM innovations is emerging considering that the various tools will be offered via the platform. The survey results are highlighted in Figure 18. 3.5 openZDM Exploitation Cases The set of ERs and KERs have some specificities that suggest different exploitation paths for each result. The variety of the consortium’s types of organisations suggests varying business needs and objectives. For instance, a research institution or a university has different exploitation paths and follows different business models compared to private companies. This implies that when designing the exploitation strategy of the project, we need to consider various models and revenue streams that align with the business specificities of each partner. To do this analysis we relied primarily on the outcomes of the exploitation workshop and the different business model practices followed depending on the organisation types. In openZDM, we can identify 4 organisation types/ exploitation paths, where each path implies the use of different business models and monetisation strategies. These strategies and models are summarised in Figure 19. Figure 19: openZDM main exploitation paths and monetisation strategies. Figure 18: Survey results on the trends of the openZDM market 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 36 • Case 1 – Tech-providers exploitation: Private companies of the consortium acting as technology providers can leverage licensing agreements with end users for commercial use. These agreements would pave the way for revenue generation through the provision of services such as technical support and maintenance (licencing fees to be determined on separate agreements with potential customers, pending on the usage level). Furthermore, tech providers could leverage their expertise to expand their service portfolio, introducing novel technological offerings to both existing and new clients. Collaboration is key in this domain, as we will also investigate exploitation agreements among partners to foster mutual growth and innovation. • Case 2 – Startup exploitation: In the startup exploitation case within the openZDM project, start-ups in the openZDM consortium emerge as promising players with an already established product undergoing further development and pilot testing, particularly in the automotive sector. Notably, openZDM use cases could serve as initial adopters of the product, utilizing it within its production lines, thereby validating its potential for industry use. With a large EU corporation expressing interest in the novel product for NDI tools a lucrative exploitation opportunity arises, emphasizing direct product sales as the primary revenue avenue for this case, facilitated by the openZDM project. This scenario also underscores the project's role in supporting market adoption and fostering innovation-driven partnerships between startups and established industry players. • Case 3 - University exploitation: The universities and research organisations of the consortium will primarily leverage an IT consulting business model, and if the opportunity arises, technology transfer to EU companies. These partners will capitalize on their intellectual assets through the dissemination of knowledge and expertise, offering consulting services to industry partners seeking specialized insights. Academic contributions and dissemination efforts play a pivotal role in advancing research and fostering collaboration between academia and industry. • Case 4 - Open-Source exploitation: Apart from the commercial aspects, the knowledge and some data created in openZDM could be used for open-source exploitation. This primarily includes some datasets that will be openly available to be used for academic research or commercial purposes (e.g., training AI models in manufacturing), as well as knowledge of standardisation for AAS. Contributions towards standardization, with a focus on AAS models, serve as building blocks for interoperability and innovation. Through platforms like Zenodo, project open datasets (which can be disclosed, not including any personal or confidential information) will become accessible to a broader audience, nurturing a culture of openness and knowledge exchange. 3.5.1 Open-access data in openZDM The project also leverages open access data created via its technical activities and pilot use case implementations, to enhance transparency and innovation within the zero-defect manufacturing domain. The types of data that could be offered openly include (non-confidential) non-destructive inspection (NDI) tool outputs, process optimization datasets, machine learning models, and technical performance metrics. Key stakeholder groups of the project such as academic researchers, manufacturing SMEs, industrial automation companies, and software developers could exploit this data. They can utilize these datasets to benchmark performance, develop and refine predictive maintenance algorithms, create innovative manufacturing solutions, and improve existing production processes. In the frame of the project’s data management activities, partners will systematically analyse any pertinent datasets internally, to determine which data can be shared openly, considering the confidentiality of industrial information. Following this, selected datasets will be uploaded to the openZDM dedicated Zenodo page. This will ensure transparency while respecting confidentiality, particularly crucial given the industrial nature of the data involved. So far, two datasets that are characterised as ‘open’ have been uploaded on the project’s Zenodo page, as presented in Table 25. Table 25: openZDM Open Data on Zenodo # Dataset Name Link DOI Type Stakeholders targeted Stakeholders reached so far 1 Thermal images of steel bars LINK 10.5281/ zenodo.10056653 CSV Steel manufacturing companies, research institutions, quality control experts 139 2 Thermal Images of glass bottles LINK 10.5281/ zenodo.8320253 jpg Glass manufacturing companies, research institutions, quality control experts 36 Dataset #1 consists of thermal images of steel bars captured using an Optris PI 1M thermal camera with a spectral range of 0.85-1.1 μm and a temperature range of 500 - 1800°C. Each file contains temperature matrices 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 37 of the scene, including the "hot" calibrated steel bar and the "cold" background, with images acquired during both transient and stationary stages of the manufacturing process. The dataset includes timestamps, number of images, and product types for each date of acquisition. The files are stored in CSV format and are accessible through the provided links, categorized by product type. This dataset could be utilized by researchers in materials science, manufacturing engineers, and software developers for tasks such as analyzing temperature distributions during production processes, developing predictive maintenance algorithms, and optimizing manufacturing parameters to enhance efficiency and quality control. Dataset #2 comprises thermal images of glass bottles, obtained as part of one of the openZDM project's use cases. The files are stored in a zip archive titled "5153_noID_16-03-2023.zip," with a size of 701.7 MB. Additionally, metadata is provided in a separate file named "Metadata.txt." It could be utilized by researchers in packaging design and machine learning specialists for tasks such as analyzing thermal properties during production, detecting defects or irregularities in bottle manufacturing, and training AI algorithms for automated inspection processes. To expand our dataset repository on Zenodo, we have developed an .xslx template, and shared and discussed with project partners, to facilitate the identification and upload of additional open data. Each Work Package leader will oversee the identification process within their respective Work Package, ensuring GDPR compliance and maintaining the confidentiality of industrial data. The template includes fields for Dataset Title, Description, Dataset Owner/Contributor, Related Task(s), Dataset Format, Dataset Size, Keywords/Tags, License, Version Number, Status, Date Uploaded, DOI, and Comments, providing a framework for collecting and organizing open data contributions. 3.6 Individual Exploitation Plans per Partner Furthermore, we also run an important exercise to investigate partners’ preferred exploitation plans per ER. Partners indicated how they wished to exploit the results after the end of the project via the exploitation survey; the underlying intentions are presented in Table 26. Table 26: openZDM Partners' Individual Exploitation Plans. Partner Exploitation Plan for the openZDM ERs LMS • Direct sales of the result. • Direct sales combined with yearly maintenance and support. • Offer consulting services via service contracts. • Provide training for the result as a service and material for training. • Perform further research and publish scientific papers in journals-conferences. • Academic exploitation via publications of scientific papers, material for new courses, and links between industry and academia. • In case of joint ownership, my organisation would be willing to commonly draft an exploitation agreement. This agreement will specify the ownership status, access, and exploitation rights among involved partners after the end of the project. VDLWEW • Main exploitation will be internal as an end-user of the result (to establish exploitation agreements with involved partners). • In case of joint ownership, my organisation would be willing to commonly draft an exploitation agreement. This agreement will specify the ownership status, access, and exploitation rights among involved partners after the end of the project. VWAE • Main exploitation will be internal as an end-user of the result (to establish exploitation agreements with involved partners). SONAE • Main exploitation will be internal as an end-user of the result (to establish exploitation agreements with involved partners). • Create a start-up/spin-off to exploit the result. • Academic exploitation via publications of scientific papers, material for new courses, and links between industry and academia. • Perform further research and publish scientific papers in journals-conferences. VIDRALA • Main exploitation will be internal as an end-user of the result (to establish exploitation agreements with involved partners). INTRA • Licensing of the result via licensing agreements. • Offer consulting services via service contracts. 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 38 Partner Exploitation Plan for the openZDM ERs • Offer technical integration and maintenance services via service contracts We have in mind a funded research project where the result can be used as background IP. USIT • Direct sales of the result. • Direct sales combined with yearly maintenance and support. AIMEN • Main exploitation will be internal as an end-user of the result (to establish exploitation agreements with involved partners). • Academic exploitation via publications of scientific papers, material for new courses, and links between industry and academia. • Exploitation via standardisation bodies. • Perform further research and publish scientific papers in journals-conferences. • Open-source exploitation - offer the result through an open-source license (e.g., available on GitHub, Zenodo, etc.). INDUCTION • Direct sales combined with yearly maintenance and support. HABBER TEC • Offer technical integration and maintenance services via service contracts. • Direct sales combined with yearly maintenance and support. MSI • Direct sales of the result. • Direct sales combined with yearly maintenance and support. • Offer consulting services via service contracts. • Offer technical integration and maintenance services via service contracts. • Further exploitation needs a budget in people (manhours). • Further exploitation needs 3rd party costs (infrastructure - hardware - training venues etc.). • We have in mind a funded research project where the result can be used as background IP. • Open-source exploitation - offer the result through an open-source license (e.g., available on GitHub, Zenodo, etc.). F6S • Academic exploitation via publications of scientific papers, material for new courses, links between industry and academia. • Open-source exploitation - offer the result through an open-source license (e.g., available on GitHub, Zenodo, etc.). TECNALIA • Main exploitation will be internal as an end-user of the result (to establish exploitation agreements with involved partners). • Licensing of the result via licensing agreements. • We have in mind a funded research project where the result can be used as background IP. • Perform further research and publish scientific papers in journals-conferences. UNIPVM • Offer consulting services via service contracts. • Academic exploitation via publications of scientific papers, material for new courses, and links between industry and academia. • Perform further research and publish scientific papers in journals-conferences. IPB • Offer consulting services via service contracts. • Academic exploitation via publications of scientific papers, material for new courses, and links between industry and academia. COMAU • Direct sales of the result. • Direct sales combined with yearly maintenance and support. • We have in mind a funded research project where the result can be used as background IP. UPORTO • Create a start-up/spin-off to exploit the result. • Academic exploitation via publications of scientific papers, material for new courses, and links between industry and academia. • Perform further research and publish scientific papers in journals-conferences. • Open-source exploitation - offer the result through an open-source license (e.g., available on GitHub, Zenodo, etc.). • We have in mind a funded research project where the result can be used as background IP. APTIV • Main exploitation will be internal as an end-user of the result (to establish exploitation agreements with involved partners). • Licensing of the result via licensing agreements. 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 39 Partner Exploitation Plan for the openZDM ERs • Offer consulting services via service contracts. • Offer technical integration and maintenance services via service contracts. • Further exploitation needs a budget in people (manhours). • Further exploitation needs 3rd party costs (infrastructure - hardware - training venues etc.). 3.7 Initial market uptake scenarios and openZDM Business Model For the eight KERs identified in Section 3.3, we have already considered some aspects of their business models to support their commercialisation after the project. Based on the business model canvas, we specifically focus on the core aspects of a business model, meaning (i) how the KER can be channelled/ delivered to the customer, and upon reaching the customer, (ii) how the KER could be sold to create value (monetisation strategy per KER). Moreover, before answering these questions, we added an additional dimension to our analysis, which revolves around the IPR protection measures to be used for each KER. IPR protection is essential to safeguard knowledge and exploitation rights among partners. Some further details that we considered for the results are the following: Channels to Promote the Results per Result: • Each KER within the openZDM may require tailored promotion channels based on its target audience and industry niche. • For instance, results targeting the automotive sector may benefit from promotion through industry-specific trade shows, online forums, and partnerships with automotive manufacturers and suppliers. • Results aimed at academia could leverage channels such as academic conferences, research publications, and collaborations with universities and research institutions. • Most importantly, project ER will be shared across the openZDM use cases, internal meetings/forums and events. Selling Models per Result & Aggregated Selling Channels: • The choice of selling models for each result may vary depending on factors such as the nature of the solution, target market, and exploitation agreements. • Direct sales, licensing agreements, subscription-based models, and revenue-sharing arrangements are potential selling models that will be considered. • Aggregating selling channels can involve establishing partnerships with distributors, resellers, and online marketplaces to reach broader markets efficiently. Considerations for exploiting the openZDM platform: • Selling the openZDM platform as a whole requires highlighting its comprehensive suite of solutions that will be provided to diverse industries and applications. • Leveraging a solution-based approach, and showcasing the platform's versatility, scalability, and customization capabilities can appeal to potential buyers across various sectors. • Given the broad range of tools and application areas of the platform, it could be offered to customers as a service bundle. Customers can pick selected services to access and pay for them, and this implies automatically the creation of a service bundle, with the tools and technologies needed for that application. For instance, separate service bundles can be created for the pilot application areas, like automotive, glass production, steel processing, woo-based panels processing and electric batteries production. • Offering flexible pricing models and ongoing updates and enhancements can enhance the platform's market competitiveness and long-term sustainability. Two models could be used: a licensing model for using the service bundle from the openZDM platform, and IT service contracts for additional functionalities and further development. Also, maintenance and local installation of the platform could be part of the licensing option. • Collaborating with industry partners, engaging in targeted marketing campaigns, and participating in relevant industry events can amplify visibility and generate interest in the platform among key stakeholders. Promotion Channels of the openZDM Results for Stakeholders Engagement We also investigate the promotional channels of our business model; this is essential as it enables organizations to identify the most effective channels for reaching their target audience and promoting their products or services. That said, the understanding of the preferences and behaviours of potential customers allows project partners to tailor their marketing efforts, accordingly, maximizing visibility and engagement. The survey results, shown in Figure 20, indicate a diverse range of promotional channels that could be leveraged for the exploitation of openZDM project outcomes. Notably, the largest proportion of respondents cited their own connections, network, and 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 40 existing customers as a key promotional channel, highlighting the value of leveraging existing relationships to drive adoption. Additionally, partnerships with other openZDM partners offer opportunities for joint exploitation agreements, extending the reach of project outcomes to new markets and audiences. Academic research organizations and governmental institutions emerge as significant channels, underscoring the importance of collaborations within the research and public sectors for promoting innovation and adoption. While less common, engagement with third-party vendors, resellers, standardization bodies, and open-source platforms like Github and Zenodo also presents valuable avenues for promoting openZDM project results, facilitating broader dissemination and adoption within relevant communities. Figure 20: Survey results on the promotional channels of the openZDM ERs. Key Target Groups and Engagement Activities Clustered ERs Target Groups for Exploitation Engagement Activities/Actions NDIs • Manufacturing OEMs • Automotive OEMs • Steel Processing Industry • Direct sales pitches showcasing NDI benefits • Industry-specific webinars and workshops • Participation in industry trade shows and exhibitions (e.g., Hannover Messe) • Promotion via EFFRA Software components • Manufacturing OEMs • Technology Integrators • Collaboration with industry associations for promotion • Engaging with potential existing clients of industrial partners • Offering product demos and trial versions • Promotion via EFFRA Integrated platform • Manufacturing OEMs • IT Technology Integrators • Research and Academia • Hosting interactive online demos of the platform • Presenting in manufacturing events media for platform exposure • Providing case studies and success stories • Collaborate with academic-research organizations and governmental institutions for promotion • Utilize open-source platforms like Github and Zenodo for broader dissemination • Share insights at the IEEE International Conference on Industrial Technology 2024 • Promotion via EFFRA 3.8 Draft Exploitation and IPR agreement plan To ensure effective exploitation of the openZDM platform and its tools, consortium partners will try to establish an exploitation agreement. This document will outline how the platform and its ERs can be used commercially or for research post-project. It will also clarify ownership of ER and how they can be jointly or individually exploited. The agreement will set a framework for collaborative efforts, defining ownership, access rights, and use of project results and background intellectual property. It will stress maximizing commercial and societal impact while adhering to Grant and Consortium Agreements. Procedures for result exploitation, including commercialization and research/non-commercial use, will be detailed, along with provisions for confidentiality, dissemination, and IP 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 41 protection. Moreover, the agreement will establish procedures for dispute resolution, duration, termination, and amendments, ensuring clear collaboration. The following provisional plan is envisioned: • Month 30: Share draft exploitation agreement with partners for review and feedback. • Month 38: Legal departments of all partners review and provide input on the document. • Month 42: Finalize and sign the exploitation agreement. Given that the openZDM consortium is comprised of various organisations and organization types and given that several legal departments might be involved in its signature, it might be difficult to eventually sign such a document. A draft version of the agreement has been already created and partners will check it and try to align on it. If a separate agreement is not feasible in the end, all the IPR and exploitation management-related aspects of the ER will be analysed and described in detail in the last exploitation deliverable in D6.3 on M42. The provisional structure (table of contents) of the openZDM exploitation agreement that will be pursued is documented in Appendix I. 3.9 Key observations and way forward Key Observations Progress in Exploitation Strategy Implementation: • The project has completed activities up to Phase 4 of the exploitation strategy, including holding an exploitation workshop, conducting market research, and devising initial business models and monetization strategies. • 23 ERs have been identified, with a focus on NDI tools, of which 8 have been selected as KER. Current Activities: • Implementation of the exploitation and IPR management strategy as described in D6.1. • Conducted a physical exploitation workshop to align on ERs and discuss pathways. • Completed an exploitation and business modelling survey, receiving responses from all consortium partners. • Mapped initial exploitation paths for ERs, focusing on strategies such as direct sales, licensing, and partnerships. • Conducted market and competition analysis for the openZDM innovations and technology areas. • Defined customer segments, stakeholder groups, value propositions, and monetization strategies per ER and the openZDM platform. Way Forward Based on the current progress and observations, the following activities should be implemented to ensure the effective exploitation of the openZDM project results. Activities to Be Implemented: • Industry links and direct market feedback • Target as a consortium to establish 5 key synergies from our existing networks, targeting mid-caps, SMEs, and start-ups in the European industry. • Organize meetings or webinars with potential adopters and envision the first customers to present the openZDM platform and gather feedback. • Engage with identified customer segments and stakeholders to validate the proposed business models and value propositions. • Organize a dedicated online exploitation workshop among partners to extract optimal business models and pathways to commercialization. • Utilize frameworks such as the Business Model Canvas (BMC), Service-Dominant Strategy Canvas (SDS), and Value Proposition Canvas to refine the strategies for each KER. • Create detailed business models for each KER, considering factors such as pricing strategies, customer acquisition costs, and revenue streams. • Identify potential domains and ecosystems where the openZDM platform and the ER can be replicated, in collaboration with the technical activities in WP3 and WP4. Based on the technical specificities of each ER, a table will be created that will highlight other use cases and manufacturing domains where each result can be deployed and exploited. Also, the key strategies to support each result's exploitation in other domains will be highlighted. • Pursue the signing of the exploitation agreement by M42, following the review and approval process initiated in M30 and M38. 07 Jun. 24 IMPACT MANAGEMENT ACTIVITIES - INTERMEDIATE VERSION | PU 48 Appendix IV: 3rd Newsletter Figure 23: 3rd Newsletter.