1

2

1 - ORGANIZATIONS

COLLABORATION BETWEEN

THE SCHOOL OF MECHANICAL,

AEROSPACE AND CIVIL ENGINEERING

AND

POOL-NET / CLUSTER ENGINEERING & TOOLING

3

1.1 - The University of Manchester

The University of Manchester has a rich and proud heritage dating back to 1824. The

University was the birthplace of many discoveries with a major impact on economy and

society, involving the development of the first modern computer, the splitting of the

atom by Rutherford, the first degree in nursing, and the birth of modern economics and

medical ethics.

Twenty-five Nobel Laureates

have worked at the

University, with three

currently working at

Manchester. The University

of Manchester pioneering

track record mirrors the

proud heritage of the city of

Manchester, which was the birthplace of the Industrial Revolution and the worldwide

cooperative movement.

Since the new foundation of The University of Manchester in 2004, resulting from the

merge between the University of Manchester Institute of Science and Technology

(UMIST) and Victoria University, the University achieved many successes:

Manchester is one of the most popular Universities in the UK, attracting students from

all backgrounds;

A striking rise in the University position (from 78th to 34th), in the Shanghai Jiao Tong

Academic Ranking of World Universities;

An outstanding performance in the 2008 UK Research Assessment Exercise (third for

research power);

The award of the 2010 Nobel Prize in Physics;

A formidable track record in commercialisation of research with 1600 invention

disclosures and 17 new companies formed, attracting £173 million in third-party

investment.

4

1.2 - The School of Mechanical, Aerospace and Civil Engineering

The School of Mechanical, Aerospace and Civil Engineering (MACE) is one of the largest

Schools of the Faculty of Science and Engineer, with more than 100 academic staff

members. The School focus in conducting academically excellent research contributing

to fundamental knowledge and to major challenges of industrial and societal

importance. To address these, the School maintains strengths across a range of

engineering disciplines including solid mechanics, structures, manufacturing, fluids and

management; engage with users of research spanning academics in diverse fields,

industry, policy makers and wider society to frame the research agenda, and establish

multidisciplinary collaborations, drawing together relevant expertise from across the

academic spectrum. The School collaborates with leading academics, institutions and

organisations both in the UK and internationally, to inspire and advance research

activities.

THE UNIVERSITY OF MANCHESTER IN NUMBERS

39,000

Largest student

community in the

UK

10,000

Most International

students of any UK

Universities

£1.01bn

Annual income

1,000

More than 1,000

degree programmes

£345m

More than £345m

in research income

100

More than 100

spin-out companies

£300m

£300m bond issue

to support Campus

Masterplan

34th

Top World University

(34th in the World; 7th

in Europe)

5

1.3 - The Manufacturing Group

The Manufacturing Group research activities focus on three key research priorities:

innovative manufacturing focusing on sustainable and high-added value processing for

both new and current

materials or products; smart

manufacturing systems and

digital manufacturing,

addressing emerging aspects

related to factory design;

data-collection and

management, and mass

customisation and mass personalisation involving customers in the manufacturing value

chain. These research priorities, addressing economic, social and environmental

challenges, are enabled by advanced manufacturing process, namely laser-based

processes, additive manufacturing and multi scale manufacturing;

mechatronics/automation and modelling and simulation. Research activities are

supported by three research centres (The Laser Processing Research Laboratory, The

Manchester Biomanufacturing Centre and a recently established Industry 4.0 Research

Centre, conducting both fundamental and applied research, addressing key challenges

from industries as diverse as nuclear, aerospace, automotive, tooling, medical, security

and domestic appliances. The Manufacturing Group has strong research collaborations

with a wide range of companies, including Rolls Royce, Airbus, Jaguar Land Rover,

Procter & Gamble, BP, EDF, Siemens, National Instruments, etc. The Manufacturing

Group has also strong research links with Universities and Research Centres all over the

world, and its members hold visiting Academic Positions in Portugal, Brazil, Singapore,

China, Indonesia, Mexico and South Africa.

6

1.4 - Portuguese Cluster Engineering & Tooling

The Portuguese Engineering &

Tooling Cluster, coordinated by

POOL-NET – Portuguese Tooling &

Plastics Association, created in 2008,

is internationally recognized as

one of the top producers of

precision moulds for the plastics

industry, a n d i s increasingly

extending its value chain both up

and downstream with specialized

skills from design and engineering to

the production of final parts. This Industrial community has around 500 tool ing

companies employing approximately 8,000 workers in two main locations (Marinha

Grande and Oliveira de Azeméis).

The Cluster originated from a collaboration between Portuguese companies

active in the Moulds, Special Tooling and Injection Molding Industry, and is

characterized by its highly developed infrastructure and ability to operate as a

multidisciplinary partner, thanks to a strategic positioning in the development of

complex and sophisticated industrial products.

Cooperation, Innovation and Internationalization are the companies’ main drivers to

promote their competitiveness supported on the collective brand “ENGINEERING &

TOOLING FROM PORTUGAL”, which represents the Coopetition model they are

promoting globally. The high-level standard of the Portuguese offer is recognized by

Multinationals and OEMs all over the world, these companies export more than 90% of

their production and one can find Portuguese Moulds in more than 120 Countries.

7

The Portuguese Engineering & Tooling Cluster, is a special supplier for the Automotive

sector (78% of the production), and also to other demanding sectors such as

Aerospace/Aeronautics, Houseware, Packaging, Electronics, etc. Spain, German and

France are the main client countries, representing 60% of the Cluster Exports, and the

production increased 90% in the last six years, confirming the strong competitiveness of

the Cluster companies, globally.

The Cooperation model to promote the Engineering & Tooling Cluster competences and

the collective brand “ENGINEERING & TOOLING FROM PORTUGAL”, has been

implemented involving exhibitions & trade shows, missions, newsletters, publicity, media,

B2B meetings, workshops, open houses, etc. For this, the Cluster is supported by two

main pillars, CEFAMOL – Portuguese Mouldmaking and Special Tooling Association, and

CENTIMFE – The Technological Centre for Mouldmaking, Special Tooling and Plastics

Industries.

Portugal’s Engineering & Tooling companies gained international recognition as

global solution providers for innovative products, considering their skills and

capability in interpreting their customers’ requirements, building a reputation for

versatility and advanced t e c h n o l o g y , while also offering an excellent price/quality

ratio. The Cluster provides excellence in all fields, streamlining innovation and

helping customers to find new solutions, while building reliability, precision &

efficiency with special emphasis on trust & commitment as core values.

8

In this context, Innovation is critical for the Engineering & Tooling Cluster, which has

been coordinating the European Tooling Platform / MANUFUTURE

(www.toolingplatform.manufuturenet.eu ) since 2008, with the leadership of

CENTIMFE, promoting Technological Roadmaps, B2B Events and the participating at

the European Calls at the different European Framework Programs (FP 7 th

, HORIZON

2020, and now preparing 2030).

Organization and Human Resources competences development, are assumed as

critical for the success of the Cluster. In fact, between 1998 and 2005, two outdoors

Master Degrees (Product Design & Tooling Production, and Polymers Engineering) have been

developed by the University of Minho in closeness to the Industry (at CENTIMFE

facilities), creating a strong basis for innovation within the Cluster.

More and more, Portuguese Engineering & Tooling Cluster firms are transforming

themselves from labor-intensive to capital - intensive, focusing their efforts on big

investments in the latest technology and machinery towards INDUSTRY 4.0

(digitizing Industry). The interaction between companies and Universities and

Research Centers is greatly increasing, promoting collaborative R&D projects, trying

to accelerate modernity and improving their role as global solution providers for the

future innovative products.

As such, HUMAN CENTERED MANUFACTURING is considered a very important and critical

path for the future development of the Portuguese Tooling & Plastics companies. These

companies need to be prepared and adapted for uncertainty, reinforcing their capacity to

manage their emotional intelligence, to better benefit from their R&D projects by the

improvement of the competences of their Human Resources.

Leadership, multidisciplinarity, data security and ethics are crucial topics in the Cluster’s

strategy and within it, coaching and new methods to retain, develop, evaluate and

manage people in the new learning, global and collaborative organizations, become more

and more critical, especially for SMEs, considering their fragile and informal structure.

Such approaches concur to continue reinforcing the international Cluster competitiveness

in the future.

9

1.5 - Collaboration between the School of MACE and POOL-NET

The Portuguese Engineering & Tooling Cluster, namely the Mouldmaking Industry

represents a key technological sector highly relevant for the MACE in general and for

the Manufacturing Group, in particular for different reasons including:

This is one of the most dynamic industries in Portugal, playing an international leading role by

exporting 90% of its production;

Major tool suppliers of large multinationals (from automotive, aerospace, electronics, home

appliances and packaging industries);

Equipped with state-of-the-art technology, comprising additive manufacturing and laser

manufacturing.

Focusing on establishing Strategic, Technological and Business Partnerships on a global scale.

This CPD programme in Human-Centred Manufacturing (2nd edition) is developed under

a Memorandum of Understanding (MoU) of collaboration between the University of

Manchester and POOL-NET, targeting to develop an online MSc programme to be

launched in 2020.

10

2 - CPD in Human-Centred Manufacturing

2.1 – Introduction

In the context of the globalization process People make the difference in the

competitiveness of the industrial companies. Performance results of the companies,

especially for SMEs is increasing dramatically when they assume the engagement of

People as target to answer efficiently to the global client’s requirements. Competent

and motivated Human Resources create the success of the organizations. People

management demands for talents development, motivation and coaching, attention

and support, consistent with the continuous technical training, to develop a culture of

Innovation and competitiveness. World business is changing dramatically and people

adaptation to the new reality is a must for the knowledge society.

Industrial leaders, entrepreneurs and employees need to up-grade their capacity to

adapt themselves to the challenges of the future, reinforcing their capacity,

competences, and skills, to take advantages of their teams.

Companies are enlarging their network and cooperation, reinforcing their offer to their

global clients, trying to offer final and complete solutions (as one-stop-shop) to

integrate their participation in their client’s value-chain. Relationship skills, knowledge,

data security and trust, are becoming strategic requirements for industrial leaders to

develop their companies for the new era of INDUSTRY 4.0 (Digitising Industry).

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2.2 - Objectives

CPD in Human-Centred Manufacturing, is oriented to help managers and companies

decision makers to:

Develop modern skills for Human Resources management;

Look to Human Resources as a strategic and differentiation capacity of the companies, improving a new culture adapted for leadership;

Take advantage of the companies’ Human Resources (which are more and more creative, skilled and exigent);

Prepare the organization for adaptability in a changing world;

2.3 – Target Audience

CPD in Human-Centred Manufacturing, is dedicated to Leaders, Entrepreneurs,

Managers and Company Owners, Team Leaders, Engineers, from private and public

organizations, who want to develop skills to manage people, in the framework of

INDUSTRY 4.0.

Requirements for participation: Degree on Management, Economics or Engineering, or

proved experience on team management (minimum 2 years). Fluency of English

(minimum level b2).

12

2.4 – Global Programme

CPD in Human-Centred Manufacturing, will be developed under the program:

2.5 - Methodology

As part of the Human-Centred Manufacturing programme offered by POOL-NET/Cluster

Engineering & Tooling, The University of Manchester will deliver a set of seminars aiming

to facilitate high-level strategic discussions on how best to capitalise on human-centred

manufacturing in the emerging context of Industry 4.0. A total of nine (9) Seminars will

cover emerging social-technical trends, the changing role of creativity and innovation in

manufacturing, human capital development, and leadership in a changing world

context.

All the lectures will be organized at POOL-NET facilities (Edificio OPEN, Zona Industrial, Rua da

Bélgica, Lote 18, 2430–028 Marinha Grande, Portugal), at Fridays (after-noon) and Saturdays in a

way to be suitable for the participants from industrial companies.

Seminars Modules Title Hours Names Entity

I Human-Centred Manufacturing: New Organizational Environment 4 Callum KiddThe Manchester

University

A The Indústry 4.0 and the new differentiating competences 12Rui Tocha Artur

FerrazPOOL-NET

II Technological Strategic Thinking 4 Jillian YeowThe Manchester

University

B The new organizations and the role of the Leaders 16Manuel Laranja Luis

CordeiroPOOL-NET

III Developing the Digital Thread in INDUSTRY 4.0 4 Callum KiddThe Manchester

University

IV Social Responsibility and Sustainability 8 Paul Mativenga The Manchester

University

C Social Responsibility and Business Ethics 4 Artur Ferraz POOL-NET

V Design Thinking and the Role of End-Users in Democratising Innovation 4 Glenn CooperUniversidade

Manchester

VI The Designer: Changing Skills and Competency Profiles 4 Moray KiddThe Manchester

University

D Changing processes in organizations 16Artur Ferraz

Patricia BatistaPOOL-NET

VII Stakeholder Engagement and the Design/Product Development Process 4 April BryanThe Manchester

University

E Develop and retain talents to create Value 12Artur Ferraz

Patricia BatistaPOOL-NET

VIII Adaptability & Leading Change 4 Paulo Bártolo Callum KiddThe Manchester

University

F Practical Tools for Human Ressources Management 16 Artur Ferraz POOL-NET

IX Action Learning Set: Synthesis & Oral Presentations 8 Paulo Bártolo Callum KiddThe Manchester

University

44

76

120

Nº Hours for Seminars

Nº Hours for Moduls

Total Hours

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2.5.1 – Seminars Content

Seminars will be delivered by academics from the Manufacturing Group lead by Prof.

Paulo Bártolo and the Project Management Group, lead by Callum Kidd, and supported

by Dr. Glenn Cooper, Dr. Moray Kidd, Dr. Jillian Yeow, Prof Paul Mativenga, and Dr. April

Bryan namely:

Seminar I: Human-Centred Manufacturing: New Organizational Environment

This is an introductory seminar to trace historical perspectives and present trends in

manufacturing technological development, with a view to identify future projections of

human-centric manufacturing. The facilitators will outline developments from the first

industrial revolution with the advent of the steam engine and mechanisation, to the

second industrial revolution with intense mechanisation allowing the creation of

production lines, to the use of more electronic power in the third industrial revolution,

which culminate in the fourth industrial revolution with a focus on cyber-physical

relationships. The workshop will also prompt participants to identify opportunities and

challenges faced at their respective organisations.

4-hour workshop format:

1 hour introduction and ice-breaker 1.5 hours of lecture 1 hour of group discussion 0.5 hour of plenary feedback

Seminar II: Technological Strategic Thinking

The second seminar builds on the first one to get participants to develop their

technological visions and foresight. The seminar will cover some key concepts in

strategic thinking in terms of corporate strategy, project/programme strategy, and

technology strategy with a view to identify points of alignment and misalignment in

their respective organisations. Using the STEEP (Social, Technological, Economic,

14

Environmental, and Political) framework of analysis, participants will work out and work

through their human-centric manufacturing strategy.

4-hour workshop format:

1.5 hours of lecture 2 hours of visioning exercise 0.5 hour of plenary feedback

Seminar III: Developing the Digital Thread in INDUSTRY 4.0

The concepts of the digital thread and the digital twin are the bedrock of the Industry

4.0 and Smart Manufacturing platform. The ability to develop and exchange valid data

across the extended enterprise, and the ability to capture, and manage through life, the

data that is unique to a single unit or asset, is still the hallmark of success in a modern

manufacturing environment. So, why is this so problematic for the majority of

companies around the world. The digital thread is the corner stone of the Smart

Manufacturing model. It is the communications’ framework that allows a connected

data flow and integrated view of the asset’s data throughout its lifecycle across

traditionally silo based functional perspectives. The digital thread concept raises the bar

for delivering ‘the right information, to the right place, in the right format at the right

time’. Digital Twin refers to the digital model of a particular asset that encompasses

design specifications and engineering models describing geometry, materials,

components and behaviour.

More importantly, it also includes the as-built and operational data, including changes,

unique to the physical asset that it represents. Of course, this is just the first challenge

for the smart manufacturer. The real challenge involves maintaining integrity in these

digital forms. For all but the few, this is still the greatest barrier in creating a truly

digital enterprise. This seminar explores the reasons why managing change and

maintaining integrity in data is such a challenge, and examines what we have to focus

on, if we are to create value in a smart manufacturing world.

4-hour Workshop Format:

1 hour – Introduction and examination of evidence based problems in managing data integrity across the extended enterprise

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1 hour – Workshop on defining the Digital Thread 1 hour – Group-led discussion on the critical issues and benefits of the Digital

Twin concept 1 hour – Wrap up discussion – where do we go from here?

Seminar IV: Social Responsibility and Sustainability

Sustainability and Social responsibility is a comprehensive approach to management of

organizations which is focused on creating and maximizing long-term economic, social

and environmental value. It is a response to the challenges which transforms potential

threats and risks into development opportunities for organisations and therefore

contributes to the development of World Class Manufacturing.

8-hour Workshop Format:

Ethics in business and engineering The case for industrial sustainability The energy intensity of machine tools and sustainable machining Circular economy and recycling technologies Oil-free micro machining

Seminar V: Design Thinking and the Role of End-Users in Democratising Innovation

Design thinking has evolved from the traditional view of the professional designer who

pushes the product into market, to more contemporary perspectives around the

everyday designer pulling information and ideas from end-users. How can

manufacturing organisations maximise the creative potential from user-centered design

and develop a sustainable business model from such thinking? This is the topic of this

seminar.

4-hour Workshop Format:

20 minutes – Introduction 40 minutes – Current Practices: Interactive workshop on their current design

and manufacturing process 1 hour – User-Centered Design 1 hour – Design for Function and Creativity 40 minutes – Business Application: Interactive workshop exploring application of

these principles to their companies

16

20mins – Reflective discussion and questions

Seminar VI: The Designer: Changing Skills and Competency Profiles

This seminar follows on from the previous workshop to get participants to rethink the

changing skills and competency profiles of the ‘designer’, with a view to develop better

recruitment, selection and incentive systems.

4-hour Workshop Format:

2 hours lecture 2 hours designing improvements to recruitment, selection and incentive systems

Seminar VII: Stakeholder Engagement and the Design/Product Development

Process

This will be an interactive workshop based on a cognitive mapping approach to identify

key issues, problems and solutions for developing more effective stakeholder

engagement in the product development process. The seminar will help participants

articulate who the key stakeholders are (including B2C and B2B relationships), and areas

for improving relationships with these key stakeholders.

4-hour Workshop Format:

3 hours cognitive mapping exercise 1 hour discussion on emotional intelligence

Seminar VIII: Adaptability & Leading Change

This seminar presents an overview of current thinking in leadership and motivation. In

this session, we will facilitate a discussion around appropriate styles of leadership in the

context of human-centred manufacturing systems. How do organisations lead and

motivate change especially in an increasingly distributed, globally dispersed supply

system? What are some of the myths around what motivates individuals especially in

the age of the knowledge economy?

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4-hour Workshop Format:

1.5 hours lecture 2 hours interactive workshop 0.5 hour plenary discussion

Seminar IX: Action Learning Set: Synthesis & Oral Presentations

In this final seminar, participants will synthesise their learning across the 8 seminars and

develop an action plan, which they will share with other participants. Participants will have

around 8 hours to prepare their action / development plans, which will be delivered to the

plenary group at the end.

2.6 - Modules Content

These Seminars will be followed by specific Modules, delivered by reputed specialists or

Industry consultants, selected by POOL-NET / Cluster Engineering & Tooling, namely:

Module A – The INDUSTRY 4.0 and the new differentiating competences

Stimulate and promote the development of the relational skills that most impact from

the 4th Industrial Revolution, on the Team leaders and decision makers. Develop

management and dynamic work competences. Promote and develop Human Resources

management competences for leadership in the new industrial environments. Reinforce

communication competences.

Contents (12 Hours):

a) The competences for the 4th Industrial Revolution;

b) Stress Management and Conflicts;

c) Assertiveness & persuasion on communication;

d) Work Management & time management;

e) Communication & presentation technics.

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Module B – The New Organizations and the Role of the Leaders

Stimulate and develop the leadership competences (community leadership). Stimulate

to recognize the most important challenges of the organizations; Improve de capacity

to influence and persuasion involving erudite techniques. Develop strategies to

motivate teams and inspire people. Develop communication strategies with individual

persons and teams to leadership.

Contents (16 Hours):

a) Concepts and tools for Leadership;

b) Building Leadership competences;

c) Promote Leadership as motor of organizational transformation.

Module C – Social responsibility and business ethics

Reflect about legal, ethic and deontological values and standards of conduct of

professional practices regulators. Demonstrate capacity for argumentation and ethics

decisions for concrete situation analyses in the day by day of the organizations.

Promote professional and personal behavior analyses in a framework ethic-

deontological and legal, of professions, with respect with the culture and values of the

organizations.

Contents (4 Hours):

a) Ethic and Moral;

b) Codes of conduct and deontological;

c) Intervention zone for business ethic;

d) The principals of ethic power in companies.

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Module D – Changing processes in organizations

Diagnose of the reasons for problems in organizations. Reflection about the changing

cycle in companies. Motivation and people stimulation to not be dependent for the

formal authority. Identification of high impact behaviors to achieve results. Recognize

the individual influence as a leader for organizational changes.

Contents (16 Hours):

a) Organizational Changes;

b) Goals and changes targets;

c) Types of organizational changes;

d) Resistance to change;

e) Prevention technics and conflicts management.

Module E – Develop and retain talents to create value

Develop a management model based on critical competences for the organization

success. Promote people mobilized actions around common objectives.

Contents (12 Hours):

a) Competences System;

b) Implementation of an effective information system: from the identification of

competences to people development;

c) Motivation system: Careers and Benefits;

d) Develop effective leaning systems.

Module F – Practical tools for Human Resources Management

Develop analytic capacity and the strategic perception for relationship management.

Prepare people to lead in a practical way with several situations and challenges in the

Human Resources management. Develop competences for process improvement in

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Human Resources management, especially in disruptive environments, project

proposals, use of resources, implementation and project management.

Contents (16 Hours):

f) People evaluation system: from potential to performance;

g) Evaluation to develop;

h) Share values and promote team work;

i) Organizational design.

2.7 – Criteria and evaluation methodology

The trainee to fulfil the presence rules need to participate in the minimum of 50% of

the total hours of the CPD in Human-Centred Manufacturing. The trainer will evaluate

the trainee considering the criteria for the learning process, namely: subject domain

(continuous evaluation), generalization of knowledge (final evaluation). Additionally, we

will have behaviour criteria for evaluation: motivation, participation, relationship,

responsibility, presence, punctuality, promoting a global evaluation of the trainee

performance and involvement. The final classification will be from 0 to 100 and

comprises two components: an integrated final report (80% of the final mark) and a

"progress diary" corresponding to a continuous reflection on each core element of the

training program (20% of the final mark).

2.8 – Progression

The number of hours of this CPD program will be converted into ECTS1 credits and,

together with the corresponding contents, considered for equivalence in a full master's

degree program in preparation between the University of Manchester and POOL-NET.

1 European Credit Transfer and Accumulation System

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2.9 – Calendar 2019

The CPD HUMAN-CENTRED MANUFACTURING will follow a calendar. Nevertheless, the

proposed calendar can have some adjustments, for uninspected reasons.

M T W T F S S

1 2 3

15

16 Module A

(4H) Rui

Tocha + A.

Ferraz

17

15 Sem.I (4H)

Callum Kidd

16 Module A

(4H)

Artur Ferraz

2223

Sem. II (4H)

Jillian Yeow

22 Module A

(4H)

Artur Ferraz

23 Sem. III (4H)

Callum Kidd

29

30 Module B

(4H) L.

Cordeiro

29 Module B (4H)

L. Cordeiro

30 Module B

(4H) M.

Laranja

11 12 13 14

March 2019

25 26 27 28 31

84 C 6 7

24

9

18 19 20 21

10

M T W T F S S

5

6 Sem. IV (4H)

Paul

Mativenga

5 Module B (4H)

M. Laranja

6 Sem. IV (4H)

Paul

Mativenga

12

13 Sem. V (4H)

Glenn

Cooper

12 Module C (4H)

Artur Ferraz

13 Sem. VI (4H)

Moray Kidd

15 16 17 18 F 20 P

26

26 Module D (4H)

Artur Ferraz

29 30

14

2 3 4

8 9 10 11

April 2019

27 Module D

(8H)

Artur

Ferraz/Patric

ia Batista

22 23 24 F 28

71

M T W T F S S

34

Module D

(4H) Patricia

3 Sem. VII (4H)

April Bryan

4 Module E

(4H) Patricia

Batista

1011

Module E

(4H) Artur

Ferraz10 Module E (4H)

Patricia

Batista

11 Sem. VIII (4H)

P. Bártolo

Callum Kidd

13 14 15 16 17 18 19

24

24 Module F (4H)

Artur Ferraz

27 28 29 F (MG) 31

Module F (4H)

Artur Ferraz

5

126 7 8 9

20 21 22 23 26

25 Module F

(8H)

Artur Ferraz

May 2019

2F

M T W T F S

1

7

8 Sem. IX (4H)

Paulo

Bartolo +

Callum Kidd

7 Sem. IX (4H)

Paulo Bartolo

+ Callum Kidd

8

F 11 12 13 14 15

17 18 19 F 21 22

24 25 26 27 28 29

3 4 5 6

June 2019

22

Contacts:

Professor Paulo Bártolo The University of Manchester Oxford Rd Manchester, M13 9 PL UK Phone: +44 (0) 161 306 6000 www.manchester.ac.uk E-mail: paulojorge.dasilvabartolo@manchester.ac.uk

Rui Tocha Edifício OPEN, Zona Industrial Rua da Bélgica, Lote 18, P.O. Box 78 2431 – 903 Marinha Grande Portugal www.toolingportugal.com E-mail: rui.tocha@toolingportugal.com

Supported by:

www.ibc.pt