Summary Report on Technology Strategy for Creating a“Robot Society” in the 21st Century

May 2001

Japan Robot Assosiation

Contents
1

The Robotics Industry at Present ･･････････････････････････････････････････ 1
1.1
1.2

2

Robotics research and education･･･････････････････････････････････････････ 6
2.1
2.2

3

The current state of the industry･･････････････････････････････････････････････ 1
Problems with the Japanese robotics industry ･･･････････････････････････････････ 3
The current state of robotics research･･････････････････････････････････････････ 6
The current state of robotics education ････････････････････････････････････････ 6

From robots to RT － the technology strategy ･････････････････････････････ 8
3.1 Basic principles of the technology strategy ･････････････････････････････････････ 8
3.2 The technology strategy of RT ･･････････････････････････････････････････････ 14
3.3 Priority research areas ････････････････････････････････････････････････････ 16

4

Proposals for reform in the government, private, and academic sectors ･････ 18
4.1 Changing perceptions in the government, private, and academic sectors･･････････････ 18
4.2 The role of the government, private, and academic sectors in promoting the RT industry･ 23

Conclusions ････････････････････････････････････････････････････････････････ 25

1

The Robotics Industry at Present

1.1

The current state of the industry

300

700
600
500
400
300
200
100
0

250
200
150
100
50
0
75 80 85 90 91 92 93 94 95 96 97 98 99 00
year

Number of robot
manufacturers

Production value(\billion)

The Japanese robot industry has grown strongly in recent years, buoyed by heavyplant and equipment investment in the fast-growing IT industry. Production value
peaked at ¥660 billion in 2000. As of 2000, robots were being produced by 153
manufacturers, although only a few were dedicated solely to robot manufacturing (seeFigure 1.1.1).
Robots are used extensively in manufacturing industries such as electricalappliances and automobiles. Total added value generated by robots in the
manufacturing industry overall in 1997 is estimated at ¥4.1 trillion, equivalent to0.8% of GDP (¥500 trillion). Robots are rarely used in non-manufacturing industries(see Table 1.1.1).

Production
value(\billion)
Number of Robot
manufacturers

Source: Report of Survey on the Robot Industry in Japan (2001 edition), Japan Robot Association

Figure 1.1.1 Trends in robot production and the number of robot manufacturers in Japan
Table 1.1.1

Added value generated by industrial robots in 1997 (estimates)

A. Production (¥billion)
B. Employee compensation (¥billion)
C. Added value (¥billion)
D. Added value generated
by robots (¥billion)
E. (D／C×100)
F. % of GDP

Automobiles
39,520Electricalappliances
56,045Other
manufacturing234,605

Total forMfg. Ind.
330,170

5,501

10,47943,00458,984

9,545

20,271

91,547

121,363

865

1,762

1,478

4,105

9.1 ％
0.17 ％

8.7 ％
0.35 ％

1.6 ％
0.28 ％

3.4 ％
0.8 ％

-1-

Meanwhile, despite the longstanding enthusiasm of many companies to apply
robots to new fields and applications and the general increase in public awareness ofand interest in robot technology, the robotics industry itself now shows little of theinitial excitement towards robot research that characterized the 70’s and early 80’s.
Although entertainment and humanoid robots are now enjoying something of a boom
among ordinary consumers, the robotics industry remains suspicious of robotics
research due to the failure of the anticipated markets to emerge—for instance,teaching-playback robots did not enjoy the level of market penetration that was
originally expected.
In terms of actual robot products, Japan would appear at first glance to beinternationally competitive, at least with respect to the advanced robot technology
employed in the manufacturing sector, one of Japan’s traditional areas of strength.
However, the United States and Europe boast advanced robot technology innon-manufacturing fields such as nuclear power, space, oceanic research, disasterprevention, and medical/welfare applications. Furthermore, while Japan can claim
considerable expertise in basic areas such as manipulation and mobile function andlower-order controllers, the United States is clearly superior in areas such as
intelligent software and media and network tools (see Table 1.1.2).
Table 1.1.2

International competitiveness in robot technology Note1)(A) Applied technology（○：competitive, △：average, ×：not competitive）
Application

Japan

U.S.＊

Europe＊＊Manufacturing (industrial robots)
Construction
Welfare applications
Medical applications Note2)
Nuclear power
Disaster prevention
Space
Entertainment
Bio-industry
Agriculture
Household
Service application
Livestock farming
Marine applications
Probes

○
○
△
×
△
×
△
○
×
△
×
△
△
△
×

△
×
△
△
○
△
○
○
△
△
×
△
△
○
○

△
×
○
×
○
△
△
×
△
○
×
△
○
○
△

Note 1) International competitiveness in applied robot technology used in thetable above is based on four factors:
1. Ability to develop unique products that are subsequently copied byother nations;-2-2. Ability to export product;
3. Ability to have domestic market larger than other countries; and4. Ability to create markets
Note 2) Japan has world-class technology in this area but market penetration ispoor. The ranking represents an assessment of overall factors fromtechnology research through product development.

(B) Element technology（○：competitive, △：average, ×：not competitive）
Type of element technology

Japan

U.S.＊

Europe＊＊Manipulation
Mobile（legs）
Mobile（crawlers）
Mobile（wheels）
Multi-finger hands
Remote-controlled devices andassociated controllers
Micro-and nano level devices
Simulation
Human interfaces
Intelligent control technology
Sensors
Visual recognition
Networking technology
Media technology
Software

△
○
△
○
△
△

○
○
△
△
○
○

△
△
○
△
△
○

△
△
△
△
○
○
△
△
△

△
○
○
△
○
○
○
○
○

△
○
△
△
△
△
△
△
○

* Includes Canada** Limited to European countries actively involved in robotics R&D

1.2

Problems with the Japanese robotics industry

With Japanese robotics manufacturers are already moving into major markets,
extensive price competition is unavoidable. Some of the other issues facing theindustry are listed below.

1) Lack of entrepreneurial spirit
As mentioned in the introduction to this report, the domestic robotics industry
has tended to concentrate on large, low-risk markets such as automobile and electricalappliance manufacturing. There has been little attempt to take venture-style risks asin Europe and the United States. This structural bias towards large manufacturingindustries has restricted opportunities for the development and marketing ofinnovative technology ideas generated by universities and government researchbodies, preventing many of the fruits of research from ever reaching industry. It also-3-

tends to restrict the boundaries of competition to the process of simply refining andimproving a limited range of existing technology, which blocks funds for basic researchand reduces the incentive to tackle smaller markets where the risks are higher, suchas medical applications and nuclear power (see Figure 1.2.1).

（

Figure 1.2.1）

How robot technology research outcomes are disseminated into
industrial markets in Europe and the United States2) Absence of national technology policy and marketing schemes
In Japan, nuclear robots have not emerged as a viable industry, and robot
development in fields such as space and disaster prevention is still very much at the
research stage. This situation can be attributed to the absence of national policy ofdeveloping markets for military and space technology, such as exists in Europe andthe United States. Thus, Japan’s lack of international competitiveness in these“extreme” fields is essentially due to the fact that market principles do not apply
because Japan does not enjoy the benefits of an ideal military market, which mightotherwise stimulate competition and create an environment in which market
principles could operate properly.
In Europe and the United States, research into extreme robot applications isundertaken as part of integrated, long-term national programs encompassing basic
research through to product development. In contrast, Japanese research is primarily
geared towards generating innovative technology ideas and hence is not linked toactual needs that exist in society. Furthermore, even the best research outcomes getburied unless they can be taken up by industry and translated into genuine
commercial propositions.

3) Lack of incentives to develop a technology around robot applications under
extreme environmental conditions
In order to develop a technology of robot used under extreme environmental
conditions, not only the robot technology but also the technology to deal with extreme-4-environmental conditions such as radiation, pressure, and vacuums need to be
developed. In Europe and the United States, technical standards for military andspace hardware provide manufacturers with more stringent development targets withrespect to reliability and operating conditions than in Japan, where robot
development is geared primarily towards consumer applications. Thus, robots inJapan is not equipped to provide a rapid response to situations such as the recent
criticality incident at Tokaimura.
In light of the dangers involved, the government should take a leading role insystematically promoting the development of technology of robot used under extreme
environmental conditions together with technical standards in this area.

4) Declining education level in engineering fields
Educational level in technical and engineering fields, the foundations of the
manufacturing sector in Japan, has dropped alarmingly in recent years. This isstarkly illustrated by the competitiveness ranking of leading nations put out by IMD(the International Management Development Institute business school, based in
Lausanne, Switzerland). In 1992, Japan was ranked fourth in terms of the“contribution of the education system to competitiveness,” but by the year 2000 it had
slipped to 39th place.
Arresting this decline in educational standards is of critical importance to the
future development of robotics engineers.

-5-

2
2.1

Robotics research and education
The current state of robotics research

While robots are proving very popular with the general public, industry seems tohave lost the early enthusiasm of the 70’s and 80’s. One reason for this is said to be
the way in which robotics research is isolated from industry. Few mechanisms exist
for refining and developing research outcomes to the practical stage; as a result,
successful industrial developments are relatively rare.
Meanwhile, although industry is actively engaged in robot development, the newrobots produced by industry have little to do with the research performed in theacademic sector. Much of the practical robot technology is confined to “classical” areas
such as positioning, teaching-playback, and two-dimensional vision. Vast resources
are being poured into technology research, yet the fruits of this research rarely makeit to the practical stage (see Table 2.1.1).

Table 2.1.1 Practical robot applications versus technology that has not been developed
past the research stage — some examples
Practical robot applications
・Fast, accurate positioning servos
・Teaching-playback control systems
・Off-line teaching systems
・Map reference mobile robot navigation
systems・2-D vision technology
・Unilateral remote control systems etc.

Non-developed research・Force control technology
・Compliance control technology
・Distribution tactile sensors
・Test environment awareness technology
based on 3-D vision
・Multi-fingered hand・Obstacle avoidance technology
・Off-line task planning
・Model-based intelligence technology
・Walking robots (with legs)・Learning control systems etc.

The perception of robotics research as being of little practical relevance meansthat industry is now less likely to see robot technology as the key to future growth.
Industry investment in robotics research was further discouraged by the difficult
economic climate of the 1990’s, resulting in a largely unreceptive attitude towards
robot technology.

2.2

The current state of robotics education

Robotics research in the academic sector is flourishing, as evidenced by thesteadily increasing number of research papers and reports. Research is encouraged bya succession of robot contests. Furthermore, robots are popular among students and-6-have proven educational benefits, such as helping to arrest the trend away fromscience subjects.
In the education system itself, some attempt has been made to set up robotics as a
genuine discipline: for instance, modifications to curricula and the introduction ofrobotics science subjects. In spite of these changes, practical robotics science — theconglomeration of several “pure” fields in a single, broad-based discipline —lacks
substance. Furthermore, the lack of willingness to develop robotics engineering meansthat we are still very much confined to robotics science.

-7-

3
3.1

From robots to RT － the technology strategy
Basic principles of the technology strategy

As we saw in Chapter 1, robots generate added value. Robot technology, like
information technology (IT), represents a fundamentally important form of strategic
technology in terms of its potential for boosting industrial competitiveness. Thus,
initiatives to nurture the robotics industry should be seen as an important aspect ofindustrial policy for making Japanese industry more competitive in the 21st century.
In the future, the robotics market will extend beyond the manufacturing sector to
include bio industries, public services, medical and welfare applications, andconsumer applications. Whereas most manufacturing applications involve repetitionof set tasks, future public-sector, medical, and consumer applications will involve
non-regular tasks requiring more advanced functionality. Safety is also an issue, giventhat robots will be working directly alongside humans. Furthermore, the popularity ofindustrial robots in the manufacturing sector can be attributed partly to the fact thatrobots are operated by skilled technicians who can deal directly with manufacturers toensure that the robots are designed in accordance with their needs. By way of contrast,
the robots of the future will often be used and operated by ordinary consumers with nospecialist knowledge. This creates an entirely different set of precedents, which may
in fact hinder the development, and market penetration of robots.
If robots are to play an important role in future society, then it is most importantthat we take steps to nurture the robotics industry by providing the appropriate
infrastructure, industry framework, and “technology environment” to enablenon-specialized engineers and technicians in the field to consult directly with end
users and develop products that meet their needs.
The technology strategy espoused here includes greater openness as a key concept
for encouraging the emergence of markets of all sizes. Greater openness requires a
joint approach involving the government, private, and academic sectors. The basic
ideas underlying the strategy are explained below.

1) From robots to RT
Thus far, we have been considering robots in the narrow definition. RT, or robot
technology, refers to a much wider concept of robots as intelligent systems utilizing
robot technology to provide useful functions in real-world situations. RT andindustrial strategy should be predicated on this wider definition.

2) From industrial robots to RT as a “business solutions” industry
In order to tailor RT to future needs, it is important to create an environment
conducive to the growth and development of “business solution” providers whose job isto analyze client issues and combine various forms of existing technology to create
systems that address client issues. It is also important to provide an environment-8-

conducive to the creation of new industries that can steadily grow into larger markets.
Ordinary engineers and technicians rather than researchers should drive growth. To
this end, we need to set up completely open structures for providing RT component
devices. Together with the development of RT devices in module form, this represents
a key concept in the future of the robotics industry.

3) Market structure of the future RT industry
The RT market of the future is expected to consist of many smaller markets
together with a number of large markets in certain specific products. Growth in RT
will be dependent on the relevant market structures and social systems being able tosupport a range of businesses of varying sizes. The strategy is formulated from thisperspective.

4) Developing smaller markets
Smaller industry markets will emerge to serve the many groups of businesssolution firms using new technology. While these markets are still small at the
moment, they are nevertheless important to major corporations in the sense that they
have the potential to develop into larger markets in the future. Smaller markets mustbe supported because they provide an important avenue for venture initiatives tosupply RT products for specialized forms of consumer demand that are not covered bymass-produced lines (see Figure 3.1.2).

Figure 3.1.2

Small markets in the context of overall market growth-9-5) Promoting greater openness as a means of transforming the industrial
structure
Under the strategy, the robotics industry of the future would essentially consist of
three types of companies: large corporations supplying products to mass markets;
system integrators, smaller venture companies designing and developing tailoredsystems for clients from various different forms of component RT technology; andsmaller companies supplying limited markets with RT products utilizing the latest
high-tech systems required in wider society. The strategy also calls for thedevelopment by 2025 of an industrial structure in conjunction with the academic
sector to encourage the fruits of research to be converted into practical solutions.
To this end, the overall strategy should be predicated on greater openness of
product manufacturing and technology ideas, which in essence means providing RT
components (hardware and software components of RT systems and technology ideasof all types, including robotics theory) that can be readily used by ordinary engineers
and technicians with suitable training (see Figure 3.1.3).

Figure 3.1.3

Transforming the industrial structure through greater openness

6) Developing robot technology in less competitive public-sector fields
Industrial strategy should also consider demand in public-sector fields such as
disaster prevention systems. To this end, we should aim to develop small-scale yet- 10 -

competitive markets in made-to-order robot products — in other words, markets for
public-sector robot products that help to make society more dependable byguaranteeing public safety.

7) Developing education and training system
We need to establish a manpower development system to educate and train RT
engineers to serve the robotics markets of the future. To this end, robotics engineering
should be established as an academic discipline in its own right, and the education
system should be expanded to provide training for engineers engaged in thesolution-provider aspect of RT. The latter would involve the development ofcomprehensive curriculum structures and teaching materials in the area of robotics
engineering, together with the establishment of an examination system providing
objective assessments of knowledge.

8) Speeding up the process of technical transfer
It currently takes ten years or more for research outcomes generated in theacademic sector to percolate through to industry. In order to promote rapid growth in
the RT industry, we need to speed up the transfer process. The government, private,
and academic sectors must join forces in developing the technology strategy to thisend (see Figure 3.1.4).

- 11 -

- 12 -

Figure 3.1.4 Changes in robotics technologyWe have identified five attractive and promising fields considered deserving ofpriority attention (see below). These fields are considered to represent importantsources of demand, taking into account changes in socio-economic conditions andinternational competitiveness of the domestic robotics industry in each market. The
five markets are summarized below, together with estimated size.
A. Manufacturing ･････････ ¥850 billion by 2010, ¥1.4 trillion by 2025
Human-machine interfaced production systems, eco-factories, networked factories
B. Bio-industries ･･････････ ¥90 billion by 2010, ¥360 billion by 2025
Automated analysis equipment, automated synthesis equipment, bio-factories
C. Public sector ･･･････････ ¥290 billion by 2010, ¥990 billion by 2025
Disaster prediction and monitoring, disaster prevention, emergency response
procedures
D. Medical and welfare ････ ¥260 billion by 2010, ¥1.1 trillion by 2025
Prevention of disease, diagnosis, treatment, rehabilitation, automated and/or
intelligent systems at medical facilities, medical training
E. Home ･････････････････ ¥1.5 trillion by 2010, ¥4.1 trillion by 2025
Education, home-based virtual training, entertainment-oriented rehabilitation
systems, communication tools, household equipment

Unit:¥trillion

9
8
7
6
5
4
3
2
1
0
1995
Home

Home

Medical /welfare
Public-sector
Bio-industries
Manufacturing

2000
Medical /welfare

2010
Public-sector

Bio-industries

Figure 3.1.5 Predicted growth in robotics markets- 13 -

2025
Manufacturing

3.2

The technology strategy of RT
As stated earlier, we need to move to an industrial structure that replaces the

traditional emphasis on major markets with a framework that enables dynamic
participation by companies of all sizes in the processes of developing and producing
products for a range of different markets, irrespective of market size and product typerobots- 14 -

(i.e., ready-made lines versus made-to-order lines and products for public industries
such as space and disaster prevention). In order to ensure growth in the RT industry,
it is particularly important to provide an industrial environment which enables
product development to marry research endeavors to the demands of the market, one
in which producers can be profitable in markets of all sizes.
In the computer and IT industries, for instance, a number of businesses provide“made-to-order” solution services involving the design and selection of hardware andsoftware components tailored to client specifications. Such services are predicated on
steady supplies of both hardware (components and units) and software in acompetitive environment. Greater openness in this way is one of the strengths of the
IT industry.
The transformation of the RT industry structure to promote specialization
predicated on greater openness is very important for the future of the industry.
Specialization will encourage the emergence of a range of solution providers, in turnstrengthening the industry and promoting further growth.
Greater openness as an element of the RT strategy is designed to promote thepractice of combining different functional elements. To this extent, it is a means ofencouraging standardization of interfaces between the many different robot
components (RC) used in robot systems. Greater openness does not represent a goal in
itself.
Greater openness enables the use of common infrastructure, thereby reducing
costs, encouraging joint initiatives between industry and academic sectors, andpromoting specialization (since application systems developers do not have to worry
about infrastructure and the level playing field promotes healthy competition). A levelplaying field also encourages the uptake of research outcomes by industry and speeds
up the transfer process.
Greater openness in RT would be required in three main areas:• Hardware (including actuators, sensor units, control systems, and intelligent
information processing systems)- Speed up and simplify the hardware product development process• Software- Industry growth divided between the software and hardware industries• Networking- RT integrated with IT technology- 15 -

Solution providers → tailored to individual requirements, made-to-order solutions

Structure of robotics industry at present

Proposed structure of robotics industry

Figure 3.2.3. Proposed new structure of robotics industry basedon concentration of production of RC components
Given that RT is expected to become increasingly integral to everyday life, the“dependability” of RT products — i.e., product safety and reliability — is an importantconsideration. We must set out dependability standards to ensure dependable RT
systems, as well as drawing up standards in individual application fields.
Due to the absence of technical standards in fields such as military and space
hardware, Japan lags behind Europe and the United States in the area of reliability
and environmental robustness in extreme applications. We need to draw up aclassification system for extreme environments encountered in disaster prevention
and emergency response applications, together with associated specifications andtesting standards for RT devices.

3.3

Priority research areas

The priority research areas listed below were selected on the basis of several
considerations, namely: relevance to real-world requirements; links to industrial
infrastructure; ability to predict future trends; potential for generating new
industries; and suitability for venture-style initiatives.

1) Design and operation of remote/dispersed network systems- Examples include remote maintenance, remote medical services, rescue services,
landmine removal programs, and “remote brain” factories- 16 -

2) Nano-handling technology-

Automated/bulk

processing

of

cell

manipulation,

micro-medical

tools,

micro-electronic circuit assembly

3) Kansei interfaces, technology for interpreting human behavior, simulation
systems, virtual reality (VR)- Intelligent rooms, intelligent social space systems, physical agents with remotecontrol capabilities

4) Robot vision- Register-less supermarkets, post-disaster restoration systems5) Mobile technology- Biped walking, flying technology, etc.
6) Advanced manipulation- Handling flexible objects, skilled manipulation, ultra-fast manipulation, precision
manipulation- 17 -

4

Proposals for reform in the government, private,
and academic sectors

4.1

Changing perceptions in the government, private, and academic
sectors
To promote the technology strategy for RT, we must first work to change

perceptions in the government, private, and academic sectors. Specific changes
required in each sector are listed below.

1) Industry• More effort to open up new application fields in line with changes in the industrial
structure
Robotics technology must work harder to develop closer links with IT and create a
range of new functions for human operators with direct relevance to productdevelopment, bearing in mind the changes taking place in the industrial structure,
particularly in areas such as intelligent home appliances, robotics rooms, and smart
rooms. This will largely depend on the efforts of those firms who are looking to takerobotics technology to the next level, beyond the traditional manufacturing
applications.

• Moving away from mass production and high-volume, low-margin sales approaches
Japanese managers tend to avoid taking risks or embracing new product ideas;
they are more comfortable to generate revenue through mass production of productideas developed overseas.
An enterprise is an operation that develops and pursues its own plans. The
traditional entrepreneurial spirit is lacking in today’s industry. We need a generalbusiness climate that encourages companies to be more innovative and pursue theirown strategies instead of producing products similar to those of other companies,
while at the same time working to develop new markets.
• More effort to provide products for smaller markets
With respect to the development of technology ideas, cutting-edge technology
ideas tend to require more time and effort to reach the mass-market stage. The idea is
to begin as a venture-based enterprise geared towards small markets, then steadily
grow the markets, in much the same way as with biotechnology. However, the robotics
industry has not made enough effort to develop markets and technology. Efforts todevelop technology and markets need to be built into corporate activity, for instancethrough company subdivision and venture initiatives with universities.

- 18 -

• Greater use of outsourcing
Robots are systems, and as such contain many different forms of highly
specialized technology. No one company can possibly handle all aspects of robotics
systems. A faster and more efficient way to develop robotics products is for several
companies to work together and pool their resources. The industry must be preparedto embrace the venture approach if we are to compete with the pace of technologicalprogress in the United States.
• Closer links with the academic sector and greater utilization of research outcomesTo enable the robotics industry to develop basic technology ideas into totally new
fields of industry, it is not enough just to develop the most promising ideas asproprietary technology; rather, industry must be prepared to actively search for new
ideas and set up business plans that involve the academic and government sectors(the sources of ideas). It is particularly important for industry to move on from themodel of simply improving and refining technology originally developed by others, by
casting its attention further afield in the search for the potential technology of the
future. The robotics industry must be prepared to commit resources and training tothis end.
• Support for labor mobilization
The “10,000 Postdoctoral Fellows” program has seen a gradual shift towards asystem of fixed-term research appointments in public universities and research
institutes. But mobility of labor will still be restricted for as long as private industry
perseveres with practices such as hiring new staff only on 1 April each year andplacing undue emphasis on the academic background of applicants. Industry should
be prepared to hire staff throughout the year, and to do so on the basis of the skills
and capabilities of applicants rather than their age, university pedigree, and academic
qualifications. This is particularly true in Japan, where industry has a responsibility
to take a leading and guiding role with respect to universities.
• Active involvement in the work of academic groups
Generally speaking, private industry is primarily interested in the immediate
future. For this reason, industry pays little attention to work going on in the academic
sector. The lack of proper survey and research work in industry hinders thedevelopment of sound research strategies designed to generate new technology, andthis in turn is causing a steady decline in technology standards. Industry needs to be
more actively involved in the work of academic groups by actively sourcing
information on new technical developments.

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2) Universities• New educational targets and objectives
The expansion of robotics technology will require a great many innovative
researchers with the willingness to experiment with system integration on the basis ofextensive knowledge and experience in the field. To this end, the education system, in
addition to furnishing students with knowledge and providing hands-on experience inthe area of system integration, must make more effort to explore teaching techniques
and approaches designed to instill enthusiasm and motivation, so that students
finishing their doctoral courses are inspired to use their skills to start up venture-typebusinesses.
• More awareness of the importance of robotics research
Because research from a scientific perspective is seen as engineering research andis judged according to the same criteria, robotics research is widely considered byindustry to be of little use. This perception has created a significant misunderstanding
between industry and the academic sector.
We need to reconsider the special nature of robotics research, including its role andsignificance and the criteria by which it is evaluated, based on a proper understandingof the differences between research intended to contribute to science in general andresearch intended to serve industry.
• Reappraisal of performance evaluation techniques in research
While purely scientific robotics research can readily be assessed in terms of thenumber of papers published, robotics research geared towards industry does not lend
itself to academic papers and therefore cannot be properly assessed in this manner.
Given that under the present system industry-oriented research tends to be seen byacademic researchers as a less “genuine” form of research, we need to set up
evaluation criteria other than the number of academic papers published and look atother ways to assess the performance and achievements of researchers in this field.
This will in turn create stronger bonds between the academic and private-industry
sectors.
• New research structures predicated on links with industry
In order to ensure that research is relevant and useful to industry, researchers
themselves need to identify the needs of industry and liaise with industry on researchand development projects. Given that the research prowess of universities is largely
dependent on the skills of post-graduate students, we need to set up structures thatgive graduate school students the freedom to shuttle back and forth between industry
and school while pursuing their research. To this end, graduate schools should- 20 -

establish solid links with private industry and take a more flexible approach to joint
research initiatives and academic qualification procedures.

• Researchers permitted to act as industry consultants; use of sabbatical schemes
For the academic sector to create stronger links with industry, it needs to allow
university personnel to act as consultants to industry. For instance, academic
structures should be relaxed to enable researchers to take their own technology ideas
to industry and work alongside company employees on developing the technology to
product level. Similarly, the sabbatical system, under which researchers are granted
leave to go outside the public system for a specified period of time, could be used tocreate new links with industry.
• Introduction of contracts for research on consignment
Due to difficulties obtaining guarantees of outcomes and schedules, Japaneseindustry tends to avoid outsourcing research to local universities, instead relying on
American universities for its outsourcing needs. Japanese universities could help toredress this situation (and create stronger bonds with industry) by embracing
business principles and setting up outsourcing systems based on the principle of strict
adherence to schedules and outcomes.
• Embrace the principles of competition; speed up the process of change
While the government and private sectors clearly recognize the need for reform,
the academic sector has been slower to embrace change. The principles of competition
should be instilled in the academic sector by introducing new performance evaluation
techniques in research (see above). Thus, factors other than the number of papers
published should be considered: for instance, the number of times a researcher has
been quoted, the number of patents obtained, and the extent to which the fruits of hisor her work have been taken up by industry. In addition, research in general should be
more productive.

3) Government research organizations• More joint research initiatives with industry
It is important to ensure that the work of government research organizations is
consistent with the actual needs of industry and society. Research topics should beselected on the basis of surveys of industrial technology and general social trends inorder to ensure that the research generates genuinely useful technology. To this end,
government research organizations should engage in regular information exchange,
for instance through academic societies and committees, as well as training sessions
involving industry representatives.

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Once a topic has been selected, it is important to set up clearly defined targets
and timetables for the research project. Research outcomes should be evaluated on thebasis of the usefulness of the technology (irrespective of whether or not the technology
is subsequently transformed into actual products), rather than on theses andtechnical papers.

• More research into basic (pure) technology and areas considered to harbor future
potential
The role of government research institutes should be to make predictions about
future trends in industrial technology and pursue research in areas designed toaddress potential future problems. Instead of choosing research topics on a whim, orfor reasons of personal interest, or in response to trends or fads in the academic sector,
we need to refine our basic technology and create systematic structures that will
stand us in good stead in future times. Industry will not be interested in working with
universities unless they exhibit a flair for original technology ideas and demonstrate
depth of talent.
• More encouragement for tackling combined research themes
Robotics (or “robot engineering”) is essentially a myriad combination of manydifferent forms of technology, a marriage of machinery and physical mechanisms withfields such as information processing and ergonomics. The ultimate aim should be tocreate new technology from this fusion of different fields. It is important to be imbued
with a sense of curiosity and a willingness to take on new challenges. Researchers inmanagerial or supervisory roles should be willing to take the initiative in pursuingresearch that brings together so many different fields.
• Refinement of software and digital technology
Japanese universities are poor at teaching software and digital technology. Japan
has no proper system for training researchers in this field. Consequently, we arebehind in this area. Yet these skills are absolutely vital not just for the development ofrobotics but also for the future creation of new IT industries. In the age of science andtechnology, software and digital technology provide the “powerful, necessary, andindispensable” tools that underpin the work of researchers and engineers in all fields.
Japan is in a dangerous predicament, lacking the necessary expertise to make full useof these tools. Something must be done to redress the situation.
• Flexible, mobile administration
Research is to some extent a leap into the unknown, where things do not always
proceed as planned. Yet researchers are too often bound to pre-determined schedules,
and this prevents them from looking into areas of genuine importance and resolving- 22 -

problems for the sake of future generations. This situation should be addressed by, forinstance, adopting a more flexible approach towards project implementation andongoing changes to project details, particularly with respect to improving the mobilityof labor. At the same time, we need to alleviate the influence of budgetary restraints,
eliminateoverlyshort-term

management

attitudes,

andshortenbudgetimplementation periods, which are sometimes ridiculously long.

• Emphasis on tackling challenges
Research work should not be stifled by an overbearing emphasis on outcomesfrom the outset. There is little point in setting out known outcomes as targets at the
project planning stage. Rather, we should allocate plenty of time to the planning
process and to the research stage itself. Moreover, rather than focussing to heavily on
outcomes achieved during the project period, we should assess project outcomes as
they eventuate, on their own merits. Similarly, penalties for research outcomes should
be assessed objectively based on proper reports of research work, taking into accountconsiderations such as how the research is conducted.
• Acting as a bridge to the private and academic sectors
Government research organizations should fulfil a neutral, independent role,
supporting the practical development of new technology concepts identified byindustry. They should utilize the knowledge of specialist groups of experienced
robotics researchers to assess new technology concepts in robotics and provide
consulting services to industry. In addition, they should encourage the development ofskills for identifying useful technology with practical potential for industry.

4.2

The role of the government, private, and academic sectors inpromoting the RT industry
The government, private, and academic sectors can each play a different role inpromoting the RT industry.

1) Industry
In order to transform itself into an RT industry, the robotics industry must be
prepared to identify current problems and commit to structural reform throughgreater openness in existing products and re-training programs geared towards thesolution provider model.
To this end, the Japan Robot Association should fulfil a cross-industry role,providing wide diversity and specialization capable of responding to future needs, andact as a focal point for the government, private, and academic sectors to liaise over the- 23 -

future direction of the industry. The Association should also serve as a fully networked
information center and in this capacity should draw up de facto standards for RT.

2) Universities
The role of universities is to: set up robotics engineering curricula and structures
geared towards the establishment of open robot technology structures; provide
student training and associated curricula in robotics system integration; and provide
training for project coordinators responsible for linking research projects to real-world
demand together with engineering courses to this end.

3) Government research organizations
The role of government research organizations is to: pursue combined research oncommon infrastructure as part of the RT strategy based on areas of research
considered to have significant potential; provide links between different fields ofresearch; conduct long-term surveys of technology trends; map out future paths anddirections; provide the administrative expertise for building and operating a common
infrastructure for applications development; training engineers and researchers withan interest in venture initiatives predicated on industrial and academic exchange
schemes; generating new ideas and proposals; and promoting inter-industry links.

4) Government
In order to achieve the aims of having the government, private, and academic
sectors share the RT vision outlined in this technology strategy and promoting greater
openness in the RT technology structure, the government should actively promote a
new approach of nurturing the RT industry with an infrastructure based on open
technology foundations. Other policies that the government should pursue include:
developing research programs geared towards practical outcomes; promoting joint
technology development projects between the private and academic sectors; creating
systems for re-training of engineers and for accreditation of qualifications; introducing
tax benefits designed to encourage the use of robots; promoting deregulation and“socialinfrastructure”

investment;

promotingentrepreneurial

endeavor;

andencouraging public-sector research in fields such as nuclear power, space, and disasterprevention in a bid to generate new markets.

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Conclusions
Liaison between the government, private, and academic sectors is crucial to thegrowth of the RT industry
The technology strategy espoused in this paper is predicated on the broad conceptof robot technology (RT) as opposed to robot machines in the traditional sense. Robottechnology represents a universal foundation of industrial technology which is highly
relevant in a very wide range of fields, such as: manufacturing, the traditional domainof robots; bio-industries, considered the strategic industries of the future; public-sector
fields, from disaster prevention and rescue to the preservation of vital public utilities,
considered increasingly important in the 21st century, not least because of theirrelevance to public safety and well-being; medical and welfare applications, in thecontext of the aging of society and the trend towards smaller families; and finallyhousehold uses, in the same context. This paper has presented a technology strategy
for the development of robot technology.
In order to create an RT industry capable of providing RT solutions tailored todiverse market demands, it is important to promote venture business schemes that
capitalize on research work being performed by universities and government researchorganizations and also to encourage participation by other industries. We must also
create a business environment that supports the establishment of even small-scalebusiness operations. These objectives can be achieved through greater openness, asespoused in this technology strategy. Greater openness is one aspect of the overallbusiness environment which will allow researchers and engineers in the government,
private, and academic sectors to creatively and freely develop a range of different RT
products with the potential to be developed into major markets, and which willaccommodate even those robot businesses designed for smaller markets.
Closer cooperation between the government, private, and academic sectors,
considered crucial for achieving greater openness in RT, is predicated on three key
concepts.

1) Mutual support between the government, private, and academic sectors forinternal reform
We must set up a support structure to encourage mutual understanding andcooperation between the government, private, and academic sectors as each strives to
identify and tackle its respective problems and issues, while also working to resolve
problems and issues in other sectors.

2) Good coordination between the government, private, and academic sectors intraining workers for the RT industry
Universities should produce talented professionals who are creative, practical,- 25 -

and entrepreneurial. Industry, meanwhile, should take on university graduates andallow them to display their full potential. To this end, companies should inform
universities (and perhaps some government research organizations) of the skills andabilities they require of researchers. In this way, good coordination between thegovernment, private, and academic sectors will provide the ideal workers for the
benefit of the RT industry.

3) Cooperation between the government, private, and academic sectors on
international standardization and intellectual property rights strategies
International standardization and intellectual property rights strategies are of
critical importance to Japan’s ability to maintain its relative superiority in robotics
technology and develop RT as a key strategic industry. To this end, the government,
private, and academic sectors need to work together to promote RT research linked to
the requirements of the real world, to develop new markets, and to attain a position asinternational standard.

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