 Thank you so much for showing up to the first session of this morning. I really appreciate it. And yes, thank you for this really kind of introduction. My name is Regina and if you have any questions or remarks or anything, I'm more than happy to talk to you after the session. I'm not sure if we'll be able to do it in any time. Maybe we'll do better, but yeah, just come and talk to me. Right, so I got my PhD, I think six months ago or so, in the grassroots design, grassroots innovation. And I'm going to be talking about something completely different today. So we ran a small project with the FCDO on the frontier and telemetry's help in the UK to try to figure out whether distributed manufacturing was something that was already at a scale of a stage or if preliminary work needed to be done to support the work of distributed manufacturers. So my question is, because we're in the hardware track, right, do you know about distributed manufacturing? Who does? One, two, okay, maybe you know about it from me. Okay, my next question would have been is how many of you work in distributed manufacturing? One of them is four. Okay, can I ask you what it is that you're involved in? Me? Yeah. There's a group of people that are out of the gallery for open science hardware that's starting a program called the Open Science Shop. So they're trying to form a collective that will eventually be distributed manufacturing of science hardware, but they're in their very early, early stages of this. Amazing. Okay, so for our listeners online, there's going to be a project that allows you on the stages of what it's going to be within the framework of the open science hardware. Very cool. All right, so, okay, well, this is good because I came with two definitions for you. Of course, when we're starting a new project or something, it's good to define what we're actually talking about. And I feel like scalability is a term that is used quite often and quite generally. But it's actually quite interesting because when looking into the literature, we found that the term actually has no generally accepted definition. So what you're trying to see here is that scaling is not necessarily about growth only, but it means growth potential of project or company and their ability to exploit the economies of scale. And it is going to be the promise of exponentially returning, increasing returns to scale. So this definition is actually designed for conventional businesses, whereas with distributed manufacturing, we're kind of looking at a slightly different approach. And therefore, what we are working with is a definition that has been created for the humanitarian sector, which I thought was quite interesting. So ELLA is an organization in the United Kingdom where they have an excellent report on scaling humanitarian innovation. And so their definition is building on demonstrated successes to ensure that solutions reach their maximum potential, have the greatest possible impact and lead to widespread change. This is kind of a more human friendly approach to scaling anything. Right. And with that, I would like to come to distributed manufacturing. So distributed manufacturing is an approach to production that involves improvements in smaller quantities, more locations, and closer to the point of use. And what I also need to say here is that while we're talking about these two terms, that most of the literature that means that scaling and distributed manufacturing is that of approach closer to the user. There's actually a challenge which should not come as a surprise because distributed manufacturing is actually understood as a small practice. And still, we think that it makes sense to try to support those endeavors and also to try to see how they can be scaled because what we have seen, especially over the last couple of years, what it's been going on for a while, is these larger trends where traditional centralized manufacturing has kind of been failing people on all sorts of different levels. Centralized manufacturing is often built on long and unresponsive supply chains, so we can't really respond to some urges and needs. It is also far from the consumer, so consumers get what is being produced, and that's it. And they often use resources that are already scarce in an efficient way. These are, of course, major problems. At the same time, distributed manufacturing has advantages that we have seen, for example, during the COVID pandemic when makers were stepping up, producing a particular equipment. What we've also seen is, for example, humanitarian aid, man-made and natural disasters, supply chains often break down. There's no way to bring things to a particular place, which is only the most urgent thing. And so there, also, distributed manufacturing can help. And what we're also seeing is that there's actually a lot of large corporations engaging in distributed manufacturing. They just don't really talk about it because, of course, they want to keep the information themselves, which makes perfect sense. What we are seeing is that we are looking at the future of supply chains, trying to figure out how it might work in the future, and also producing parts for machines on demand, for example. Anyway, I'm happy to send you some reports about this if you're interested. So what I have to say is that basically people are quite optimistic about distributed manufacturing, and that's a lot of people think, also a lot of large corporations think, that it could be a special use for to provide a future collapse-compliant means of production. And what is predicted that we will be seeing some future collapses. Right. So what we did is we did a literature review, and this is what I recap for you now. And then we did a bunch of case studies. What we were looking at is, I know that the 3D printing was, it looks a little awkward, it's a 3D printing upon project, not just 3D printing, but to interview a lot of amazing people who are experimenting with smaller or larger scale distributed manufacturing, and we're trying to understand how they have been approaching growth and scaling, and especially what happened with them before and leading up to the pandemic, and then doing the pandemic as well, and this is how we created a bunch of case studies. And what we got out of this is a framework, at least preliminary framework. And I would like to give you a brief overview about this. I know that this is a long and very new, but I hope that some of it might be inspiring for you as well. So what we found is that efforts to scale distributed manufacturing actually have to focus on the ecosystem that a distributed manufacturing is in. So we looked at the ecosystem on three different levels. Micro would be the distributed manufacturer themselves, so that's one organization, one particularly known, so to say. The next level, which could be the collaboration between the distributed manufacturer and others, or it could be even a regional scale. And then macro, of course, is the global level, which we also see a lot, I think, with the networks in Bosch, people are trying to bring these different initiatives together, and also, of course, entities at the organizations or international development agencies can really react well on that level as well, or support the building of the ecosystem. So we organized a framework around this, and then the other part is the five success factors that we have found. These success factors are necessary when you're trying to scale distributed manufacturing, either from the inside or the outside. And these five are make or making products. Make or making products, while also, for example, having access to different inputs and infrastructure scales, sell or selling products in the market, for which one, of course, need market knowledge and the readiness of the market as well. Operate or how the organization that does the making and the selling is operated into the infrastructure, which some of it, they actually have some impact on other and other infrastructures have to come from the outside. And also, they have to understand the regulatory environment. Collaborate, which I think is something that we can relate to, how do they actually work together with others in their own ecosystem and how that can be supported. And invest, or they need to invest to a growth or scale distributed manufacturing. And this includes experimentations, as well as the iterative development of business models, which is currently for distributed manufacturing, a site for traditional business models. We don't really have these level business models yet, so people have to understand that the duration is needed. And, of course, access to funding, right? You can't do it always on your own. So now I would like to give you two brief examples, because I know that I was almost over. So basically along the lines of these five success factors we have created, this home complicated matrix of all of the things that are needed or might be needed to happen. Some of them might be there and some of them might be new. For example, for making, looking at quality and compliance, whether quality assurance is there already can be a challenge. It can also be an enabler, right? So for example, if you have ISO certification, it can give your customers confidence in your products. At the same time, if you are not able to reliably generate produce things in the quality and quantity that is needed, it's going to be hindering your growth, especially your new scaling. These are some basic things that need to be said and need to be compiled somewhere. And so this is why we have created this report. I will tell you a bit more about that in a second. And so what we also try to do is gather different strategies on how to make these, how to overcome these challenges and how to turn them into enablers. So for example, as you see on the right, we have the micro-mes or the macro-level. Co-pens or CRP is something that can help on the global level, on the macro-scale with the quality assurance. And then on the micro-level, there's a couple of smaller tools that we've done. For example, process implementation. We've seen that it really helps people scale up their efforts. And we know that it's always a pain to do proper process implementation, but it's really really helpful. Right. For example, under Invest, we looked at different business models. So of course, as I said, uncertainties about business models are still something that make it really difficult for people to grow for scale-to-freedom manufacturing efforts. At the same time, getting the right business model is something that can unlock funding and start generating revenue and basically help you become sustainable. Right. These are kind of basic points, but they need to be gathered somewhere. So what we recommend in here is an iterative approach that includes trials and errors. And of course, it's easier said than done because you have to make money to pay your bills to have your machines running and so on and so forth. So what we're recommending here on the macro-level, the top-down level, is to share information globally on different tested business models and share them openly, and especially also the context in which they have either worked or failed so that people can learn from those. And so we also have created a checklist, just getting this really manufacturing. These are maybe for high-level use, but some of them might be neighbors that maybe you want to do this really manufacturing and that would occur as well. So again, this is about creating healthy ecosystems for distributed manufacturing. It should include building partnerships, including strong relationships with local communities, standardizing manufacturing processes, especially distributed manufacturing, right? Automating manufacturing and administrative processes. Automating things the way that you don't need to think about in your daily lives is something that is going to help you scale, obviously. Building the capacity of all actors and stakeholders is going to be done locally in the makerspace. It can also be done together with the TVET institution, right? And investing in skills development is similar, but also knowledge transfer. Sharing knowledge with each other and with the infrastructure. Creating supportive policy and regulatory environment. Again, this is something that can also be valued for, run-on-lock. The social and environmental sustainability in all of the aspects of the operations. This is especially important because if what we're going to see is a bunch of distributed manufacturers popping up at the places who then don't actually pay attention to how the waste is managed and so on and so forth. We've seen some examples that could lead to further environmental destruction as opposed to the promises of being more environmentally friendly. And of course, finally, the marketing, the benefits of distributed manufacturing so that people start talking about it. I know that this was a lot of information. The report is actually going to be downloadable very, very soon today or tomorrow. So I hope that you are going to go and download it, check it out. We still have a lot of work to do with it. But we are also planning on launching an ongoing knowledge sharing group. And I would like to invite all of you to come and join it. You can have a talk to me in your email address. I promise to do the same. Or reach out to the team. And I would also like to, of course, thank you for two technologies. How do you pay the last CDL and maintain that manufacturing change? And thank you so much for your attention. Thank you very much. Is there any questions or anybody? I need to run over to get you behind. So you mentioned sustainability. But if I wanted the world to contain one million more widgets, I don't care how they arrive. It seems to me, just from first principle, that a more efficient way of doing that is centralizing manufacturing. You can call it efficiencies of scale. So how is this pension resolved? You are absolutely right. So centralized manufacturing has actually been designed to do exactly that, right? To do things efficiently and fast. And it makes perfect sense. When we are seeing things like the COVID pandemic, suddenly things were not available because the supply chain was broken down. And so what I wanted to highlight in the presentation is that, especially again in humanitarian aid settings, for example, there are all these different scenarios that are not the norm. And these future collapses, so to say, we need to find ways to comply with them. And so distributed manufacturing, global production, which is, of course, it has different other advantages, like being close to the end user, so being able to individualize, personalize particular things, while also placing things on larger scales. At the same time, it is possible, and we've seen some examples, that distributed ways of operating can actually be more useful in those crisis scenarios.