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National Institute of Standards and Technology

NIST Special Publication 886

Proceedings of the Second Annual

Manufacturing Technology Conference:

Toward a Common Agenda

April 18-20, 1995

Gaithersburg, MD

Cheryl Albus, Editor
The National Institute of Standards and Technology was established in 1988 by Congress to "assist industry

in the development of technology . . . needed to improve product quality, to modernize manufacturing processes,

to ensure product reliability . . . and to facilitate rapid commercialization ... of products based on new scientific discoveries." NIST, originally founded as the National Bureau of Standards in 1901, works to strengthen U.S. industry's

competitiveness; advance science and engineering; and improve public health, safety, and the environment. One of the agency's basic functions is to develop, maintain, and retain custody of the national standards of measurement, and

provide the means and methods for comparing standards used in science, engineering, manufacturing, commerce,

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research facilities are located at Gaithersburg, MD 20899, and at Boulder, CO 80303. Major technical operating units and their principal activities are listed below. For more information contact the Public Inquiries Desk, 301-975-3058.

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• iviaienais KeiuiDiiiiy DUIIUIIIg ctllU flic IVCSCdl ClI LialJyjl aWi J

• Polymers • Structures

•• IxAf^t 1 lliir"rr\/ iviciunur^y •" Riiilriino DUIiUIII^ \yintAT'iilc iviaici lalo

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'At Boulder, CO 80303. Some elements at Boulder. CO 80303.
NIST Special Publication 886

Proceedings of the Second Annual

Manufacturing Technology Conference:

Toward a Common Agenda

April 18-20, 1995

Gaithersburg, MD

Cheryl F. Albus, Editor

Manufacturing Engineering Laboratory

National Institute of Standards and Technology

Gaithersburg, MD 20899-0001

Sponsored by

U.S. Department of Defense and

National Institute of Standards and Technology

August 1995

U.S. Department of Commerce

Ronald H. Brown, Secretary

Technology Administration

Mary L. Good, Under Secretary for Technology

National Institute of Standards and Technology

Arati Prabhakar, Director
National Institute of Standards U.S. Government Printing Office

and Technology Washington: 1995

Special Publication 886

Natl. Inst. Stand. Technol.

Spec. Publ. 886

918 pages (August 1995)

CODEN: NSPUE2

For sale by the Superintendent

of Documents

U.S. Government Printing Office

Washington, DC 20402
Introduction

The Second Annual Manufacturing Technology Conference: Toward a Common Agenda helped to define the major elements of a common

manufacturing agenda that involves the efforts of government, industry, and

academia. The framework in which the conference was built upon is based

primarily on the Manufacturing Infrastructure Subcommittee of the

Committee on Civilian Industrial Technology, which is part of the

President's National Science and Technology Council. The subcommittee

identified five areas of emphasis and prepared white papers for each area. The areas of emphasis are:

Advanced Manufacturing Systems

Engineering Tools for Design and Manufacturing

Manufacturing Processes and Equipment

Manufacturing Training and Education

Manufacturing Deployment

A sixth area was identified. Business Practices, after discussions held at two

previous workshops (10/94 and 3/95).

The conference opened with an overview of the National Science and

Technology Council Committee on Civilian Industrial Technology and

overviews of the subcommittees on Manufacturing Infrastructure and

Advanced Materials Processing. Following the overviews, executives from

major industry sectors provided a perspective of their industry's view on

federal activities relating to manufacturing. The industry sector presentations

set the stage for the second day, where parallel working groups evaluated the

white papers developed by the Manufacturing Infrastructure Subcommittee.

Feedback sessions provided a base for the subcommittee to begin developing a manufacturing road map effort.

The conference provided a forum for government, industry and academia to

identify specific strengths and weaknesses of the white papers and to lay the

framework toward building a common manufacturing agenda that will

strengthen U.S. industry's competitiveness.

Except where attributed to NIST author, the content of individual sections of this volume has not been reviewed or edited by the National

Institute of Standards and Technology (NIST). NIST therefore accepts no responsibility for comments or recommendations therein. The

mention of trade names in this volume is in no sense an endorsement or recommendation of the National Institute of Standards and Technology.

TABLE OF CONTENTS

Industry Keynote Address 1

J. Tracy O'Rourke

Chairman & CEO Varian Associates, Inc. Chairman, National Association of Manufacturers

Overivew of the CCIT 15

Joan Kelly Horn

Executive Secretary

Committee on Civil Industrial Technology

CCIT/Manufacturing Infrastructure 37

Joseph Bordogna

Asst. Director for Engineering

National Science Foundation

CCIT/Advanced Materials Processing 61

Lyle Schwartz

Director, Materials Science and Engineering Laboratory

National Institi ite of Standards and Technology

Manufacturing Sector Needs and Issues

Aerospace Sector 87

James M. Sinnett

V.P. and General Manager

McDonnell Douglas Corp., New Aircraft and Missile Products

Electronics Sector 121

Mauro Walker

Senior Vice President

Director of Manufacturing

Motorola, Inc.

Automotive Sector 143

Frank J. Ewasyshyn

Vice President

Chrysler Corporation

Heavy Equipment Sector 163

Richard Thompson

Group President

Caterpillar, Inc.

V
Food Sector 175

Ai Clausi

Past-President \

-

Institute of Food Technologists

Apparel/Textile Sector 202

Craig Long

Director of Quality

Miliken and Company

Chemical

Sector 227

James Schoonover

Director of Operations

DuPont Company

Panel Sessions

Panel 1: Advanced Manufactursing Systems 243

Panel 2: Engineering Tools for Design and Manufacturing 279

Panel 3: Manufacturing Processes and Equipment 289

Panel 4: Manufacturing Training and Education 315

Panel 5: Manufacturing Deployment 331

Panel 6: Business Practices 351

Overivew of Manufacturing Programs

Overview of Manufacturing Programs at NIST 365

Overview of DoE Programs in Advanced Manufacturing ...391

Overview of ARPA Programs in Manufacturing Technology 429

Overview of U.S. Intelligent Manufacturing Systems 441

Other Manufacturing Programs

Advanced Technology Program 468

vi
Manufacturing Extension Partnership 499

Manufacturing Science and Technolgoy Program 529

Technologies Enabling Agile Manufacturing (TEAM) 645

Manufacturing Programs Research at NSF 695

Environmental Technology Initiative (ETI) at EPA 723

Intelligent Manufacturing Systems (IMS) 739

Agility Forum 775

Appendix A 827

White Papers for Panels 1-5

Appendix B 893

Attendees List

vii

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Remarks by:

J. Tracy O'Rourke

Chairman & CEO Varian Associates, Inc. Chalnnan, National Association ofManufacturers

2nd Annual Manufacturing Technology Conference

National Institute of Standards and Technology

Gaithersburg, Maryland - April 18. 1995

"Driving the Manufacturing Rebound Ahead; An Agenda for Action"

As you know from the introduction in coming here this morning to deliver the

industrial keynote remarks for this confSsrcnce, I wear two hats. I have the privilege of

serving as the 1995 Chairman of the National Association ofManufecturera. However,

my full-time job involves heading a pioneer electronics manufacturer in California's Silicon

Valley, where I am Chairman and CEO of Varian Associates,

My vantage poim - in these positions on opposite coasts - gives tne a good, clear view

ofhow important manufacturing is to the competitiveness and long-term future ofboth

America and my company. More significantly. I can see a recognition of manufkcturing's

importance spreading beyond the industry itself to the public and to our nation's policy

makers. TheN-A-M is pleased to have had a part in this renewed recognition of

manufacturing's prominence through the ongoing activities ofwhat we call the

Manufecturing Campaign, which we created precisely for that purpose.

We in industry arc clearly paying more attention to manufacturing as the economic data

and productivitj' numbers show. For example, the Worid Economic Forum recently rated

United States manufkcturers number one in worid competitiveness - a position we have

not held in a very long time. Studies by both the Brookings Institute arid McKinsey &

Company now rank the productivity of U.S. workers well above that oftheir traditional

rivals in Germany and JapanSo I think it's safe to say that — for now ~ American manufkcturers are back on top. I say

"for now" because we dare not sit back and enjoy the \aew. What weVe regained over the

past decade we can easily lose again — which is what brings me here today. Simply put, rvc come here to help define a ft-amework of actions to ensure that tlie United States

maintains a strong, internationally competitive manufacturing sector. A bit later on, I intend to share with you some of our experiences at Varian, and point out

how some ofthe work here at the N-I-S-T has helped us accomplish some fkiriy good

results. My purpose is not to regale you with tales ofhow good we are, but rather to

illustrate for you the kinds of things I think industry as a whole must do to get — and stay -

competitive on a worid basis. Til focus on both manufacmring and business practices,

which are key aspects of the CCIT Manufacturing Infrastructure Subcommittee's thrust

areas. Before doing so, however, let me comment briefly on the larger technology policy

issues swirling about us today, and tell you a bit about how the N - A - M views them.

3
Technology policy was not specifically Included in the Contract With America that

dominates today's headlmes. But - because a number of specific technology programs were caught up in the budget battle - technology and research & development issues

have received a great deal of attention during the famous "First 100 Days" that concluded

less than two weeks ago. As the budget process grinds on, technology policy will

continue to attr^ attention. AttheN-A-M, we have weighed into this ddjatc by

la>ing down some principles to help guide both the Administration and the Congress, and

both Republicans and Democrats.

Boiled down to their essence, these principles convey a simple and straightforward

message: "Cut, but cut carefully." Let me explain briefly the reasoning behind both the

need for cuts and the need for care.

The N - A - M has long argued that the federal govemmem has grown too large, has - become too Intiusive, and has weighed too heavily on economic growth in this country. I would wager that no one in this room would dispute this, whatever their political stripe.

We have now begun to take sigmficant - indeed historic - steps to reverse this. The need

to downsize government extends to every sphere and activity, including R&D. We cant

&nd everything we want anymore, and the approxhnatcly 75- billion-dollar federal R&D

enterprise is no exception. For example, we should look for savings by restructuring our fed^ laboratory system, which now consumes neariy one of eveiy three federal R&D

dollars. In short, we can no longer avoid the cold, hard fkct that we have to cut back.

Before we cut, however, we must prioritize. America's manufkcturers fece this problem in

their own companies eveiy day as they make hard choices about where to allocate R&D

and other investment dollars. But - because R&D is such an important driver of

economic momentum — accounting for anywhere fi^om one-third to one-half of all U.S.

economic growth since World War n the need for care in maldng cuts is essential. To

serve the best interests of the country, as well as those ofmanufacturers, decisions on

federal technology policy and R&D spending cuts should be based on three thmgs:

1 - a dear understanding of how the 80-billion-dollar-per-year corporate R&D structure has evolved over the years to meet new challenges;

2 - a grasp ofwhat today's R&D practices and trends are, in both the private and public

sectors; and

3 - an understanding ofhow federal R&D efforts can benefit from the lessons learned in the private sector.

4
One of the most important of those lessons learned is the value of technology partnerships - partnerships between companies, in consortia, with universities . . . and even with

government. In fact, technology partnersWps are rapidly becoming an industry "best

practice".

As someone with a long histoiy of doing business with the government, I must tell you

that my experiences add up to something less than a positive. So, when someone

mentions the idea ofindustry-government partnerships, I'm skeptical with good reason. But, IVe also learned that no one, including Varian, has all the resources needed to go it

alone. We we^/ partnerships, and we need to make them work. The role and rules of

partnering will be m^or elements in the upcoming debate over federal R&D policies.

Industry and policy makers - each and every one ofus - must become engaged in this

debate. TheN-A-M's position is to favor a range oftechnology partnerships and

programs as part of an overall federal R&D portfolio. This docs not mean that wc are prepared, at this time, to support any partioUar program, or agency, or fimding level. Rather, we support aprocess that can yield the best mix of policies and programs that will

be needed to keep the United States out in front in the race for global competitivenesa.

Our gathering here today of industry, government, and academia is an indispensable

component ofthis process. The National Science and Technology Council stmcture

represents the best mechanism we've ever had to bring together the various technology

stakeholders. And, I think the Manufecturing Infrastructure Subcommittee and Its constituent Working Groups have done an excellent job of laying the groundwork for

building a common manufacturing agenda.

I say this, of course, as a not entirely dismterested party. In fact, wc at the N - A - M like to claim paternity for this undertakmg. As many ofyou know, industry quickly responded

to the "Advanced Manufacturing Initiative" proposed by the Bush Administration In early

1 992. And the N - A - M took the lead ui creating the Manufacturing R&D Coalition.

This Coalition - in which many ofyou in this room such as Dick Engwall of

Westinghouse, played leading roles - worked intensely on their objective for a

considerable time. The result was a rather remarkable document called "Crafting a Common Manufacturing R&D Agenda.**

The impact ofthis work is clearly evident in all six thrust areas identified by the

Manufacturing Infrastructure Subcommittee. Speaking as a results-oriented manufacturer,

however, we need to move beyond the definition phase and into a hands-on phase. With

that in mind, Tm serving up a challenge. That challenge is that you produce in this

conference — not only a national manufacturing R&D agenda - but also an action plan to

implement that agenda. I know that's not an easy task ... but it's what we need to move

this crucial effort ahead.

5
In doing so, I hope wc'U see the same spirit of teamwork that's been so important to the

progress we're celebrating in N - A - M's centennial year. Teaming is the heart of

America's newly revitalized manufacturing economy. Researchers tell us that today some

two-thirds of all big U.S. companies assign workers to self-managed teams. It is this

renewed emphasis on empowering people and investing in team relationships that makes

modern manufecturing tick. And I know of no better way to overoonie resistance to

change and new ways and ideas than the solid blocking and tackling that comes through

good teamwork.

Let me ^ve you just one ejcample. Only a few years ago you would never have heard the

term "agile manufacturing" being used in polite business conversation. Just a few weeks

ago In Atlanta, I spoke to hundreds of people at an entire conference organized around

that practice. In the late 1980s, there weren't many ofus discussing such ideas as virtual

companies, empowerment, or continuous improvement. Not so today. New ideas like -

this are taking hold across the country and around the world. And that creates a veiy

good environment for the kind of change that goes vnih my challenge to you.

It may be that we are entering a phase in our economic development that naturally fosters

the formation of more consortiums. Some challenges may be so daunting that we have no

other choice than to band together to deal with them. But bringing people together in new

ways also presents its own set of challenges. The innovative ideas needed to move us

ahead often demand that people completely change how they think about the worid of

work. I know that first-hand, because ofwhat my company is going through.

Back at the beginmng of my remarks, I said I would share some of the Varian experience

with you. I think it offers a good case in point for what we're talking about here, and Td

like to tiUTi to that now. May we have the first slide up, please . .

.

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Fortunately, the Varian experience is no isolated example. America can be proud of what

its manufacturers have acWeved. If we were passing out grades for economic

performance in 1994, the U.S. would have to get a top score. Simply put, it was the best

combination of growth, employment, and price stability in 30 years.

But, while a lot of people appreciate that the economy is better, they arent as aware that

the real story behind that rebound is the country's extraordmary competitive comeback.

That rd>ound reflects some fijndamental structural changes, powered largely by a much

less understood revolution in manufacturing. I use the term "revolution" advisedly,

because that's just what it is. Over the past decade, manufacturing companies across America have been undergoing a transformation on a scale not seen since the Industrial

Revolution ofthe 1800s.

ni be the first to admit that a lot of manufacturing's problems of a decade ago were self- induced and the result of considerable arrogance and complacency. Fixing many of those

problems didnt exactiy call for rocket science, just hard work and common sense. But,

we did it. And, despite all weVe accomplished, there b still no guarantee that tomorrow

will bring a new, golden age of manufkcturing progress.

As I suggested earlier, this is no time to let up. Ifwe expect to continue enjoying the

fiaiits of an Innovative manufacturing mdustry, then the going may very well get tougher

from here. That's why the challenge IVe given you this morning is so important. Global

competitiveness is what it's all about, If we're going to survive, much less prosper, we're

going to have to do H In a highly competitive environment ofconstant change. And, in

many respects, that environment will be dictated, at least in part, from oflfehore.

If we go forward from here, then we'd better be committed to a steady diet of

revolutionary rather than evolutionary changes. We'd better be willing to shake up our

organiiations every now and then to reinvigorate how the work gets done. And we*d

better be committed to pressing ahead with new concepts and approaches like those

spelled oirt in the six-part framework developed by the Manufacturing Infrastructure

Subcommittee. Those are the kinds of initiatives that will create the momentum needed to

drive us ahead toward the promise of a new and even better industrial age.

13

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1

AEROSPACE SECTOR NEEDS AND ISSUES

fey

J. M. Sinnett

Senior Vice President

New Aircraft and Missile Products

McDonnell Douglas Aerospace

Good afternoon^ Ladies and Gentlemen. It is a pleasure for

me to be here today to share some of our thoughts regarding the

needs and issues surrounding manufacturing technology for the

aerospace business.

Firsts it is in^ortant for me to express the context of

these thoughts. While we come to you from primarily the defense

side of the business, we believe the principles universally apply

to the commercial side of the business. Most exan^les and

background originate from the tactical aircraft end of our

business.

Overall, Aerospace industry sales grew for a dozen or so

years, prior to peaking in 1991-1992, as illustrated in Figure 1.

Since then, for the most part, we have been living off business

backlog, or prior years' orders. The balance of trade, for U. S.

Aerospace, con^ared to total U. S. Merchandise, illustrates the

economic iit^ortance of the Aerospace manufacturing sector.^

Again, I remind you that we are primarily working off our

backlog, with new orders at an all-time low.

As we go forward, perhaps we should reflect, quickly, upon

the state of the Aerospace industry. Figure 2.

We believe the overwhelming issue of the day to be a matched

set: affordability and profi tensility . Both are closely linked to

acquiring new business. "Affordsd:>ility" , beyond being the buzzword of the day, means that we must stem the rising tide of unit

costs to con^ete in the world market place. The d3fncunic here is

that as the number of units being built decline, certain fixed

costs (for exan^le, those linked with under-utilization of plant

capacity) also must be controlled. In addition, it is even more

91
necessary to reduce our direct costs ... those associated with the

design, development, and production of our product. While we cut

costs to enhance the marketability of our product, it is equally

as iir^ortant to ensure profitability of the enterprise, for that

is what allows us to stay in business .. .providing value to our

shareholders in return for their investment in us AND providing

us necessary working capital for plant and equipment inprovement,

as well as the means to invest in technology for increased

operating efficiencies.

Our vision is to be world leaders in Aerospace. While

sometimes this vision is not so apparent on the National Level,

it certainly provides a stimulus for us at the corporate level.

But, it is becoming more and more difficult to succeed on an

international basis. Elements include: the desire of other

nations to build an indigenous capcQ>ility; cooperative

arrangements between foreign countries, economic and military;

cind the rising costs of U. S. products. The reality of life is

that we, in our business, often coir^ete as companies against

nationalized industries. Having said that, let me be perfectly

clear that I am NOT advocating that we nationalize the U. S.

Aerospace Industry. However, it is clear that we must consider

the changing world environment proactively in order to maintain

world leadership.

Another approach, gaining much favor and attention in

business circles these days is establishing strategic alliances.

These are primarily between prime manufacturers, prime manufacturers and their suppliers, and among the lower tier suppliers,

each playing to their specific level of strength as a team.

Certain hidden advantages may occur from such alliances,

particularly in the product definition stage, as integrated

product development is facilitated, and interface requirements

better understood between product levels.

Much has been written and said eibout Dual-use from both

perspectives; commercialization of the defense industry and using

coramercially-based manufacturing techniques to inqprove defense

manufacturing efficiencies. From our perspective as a prime

aircraft manufacturer and weapon system integrator, our ability

to en^loy such techniques is, at best, marginal. We must

capitalize on two elements: supplier support and dual-use

technologies

.

Finally, with regard to market risk, one of the unique

aspects of the defense business is its lack of stability in

procurement quantities, subject to significant change on an

annual basis. Often, given the defense acquisition and development process, the idea of cycle time reduction is a non sequitur.

Agility is often at odds with unpredictable change. Agile manufacturing can have some significance in a plant where multiple

products are produced, particularly as cellular manufacturing

92
processes are introduced. However, one of the characteristics of

our business is uniqueness of product. This is true whether

talking of a defense product or a commercial product. But, the

risk of change is borne in a different manner. For a defense

product, the customer bears the risk. This is not so for commercial aircraft. While airliners of a given model may all look

the same from the outside, they are built to specific interior

and equipn^nt specifications of a given airline. If an order is

reduced or cancelled, the manufacturer can be stuck with "white

tails" that may be particularly difficult to sell to other customers. The manufacturer often bears the burden of risk; in this

case, cost of inventory.

I will not bore you with any more details of the changing

environment for Aerospace, except to make two illustrative

points. I believe these are necessary to have us all on the same

wave length for an understanding of relevant magnitude of

quemtities produced and rates of production. Recall my earlier

comment about reduced rates, plant capacity, and fixed costs.

In 1985, the Department of Defense procured about 500 fixed wing

and 350 rotary wing aircraft, see Figure 3. The FY 1995 procurement is for about one-tenth the fixed wing and one-fifth the

rotary wing aircraft produced ten years ago. This year, the

government of Switzerland is procuring more fighter aircraft than

the United States. Naturally, we have been witnessing an accompanying consolidation in the Defense Aerospace business. The

same trend appears for commercial aircraft in the past five

years

.

For a specific con5>arison of combat aircraft "rate production",

consider the F-4 "Phantom", Figure 4. In the late 1960 *s we

delivered up to 72 aircraft per month from our plant in St.

Louis. The total production quantity was 5057 aircraft, operated

by three U.S. Seirvices and more than 30, worldwide.

Today, McDonnell Douglas is blessed with a number of production

programs. Figure 5. There are four tactical aircraft lines

(fighter/attack and trainer aircraft) in St. Louis. Last year we

delivered, from those four production programs a total of 115

aircraft; including "kits" and Foreign Military Sales.

Historically, one of the traits of the aircraft business was the

anti-cyclic nature of defense and commercial business downturns.

Figure 6 shows that since 1990, they are in cycle. Namely, both

are currently at low stages of any procure/delivery cycle. The

commercial business has been said to be on the verge of an upturn... in about a year... for the past three years or so.

Now that we are on the same wave-length, let's turn to one

other paradigm. For the past 90 years, particularly for military

aircraft, we have eit5>hasized the application of technology to

93
improve the performance, capsibility, and effectiveness of our

products; with costs a secondary, at best, consideration. I

believe we may have now turned the corner to en^hasize technology

to reduce the cost of our product. . .and, by the way, still meet

the "requirement". In addition, we have evolved an increasing

focus on process technology; which, in conjunction with good

business practices, shows the promise of providing breakthroughs

in affordability . It remains for us to motivate and capture an

ecpiivalent groundswell from our respective work forces.

If we examine the economics associated with so-called high

rate versus low rate production, different cost drivers emerge

for the production process. This is characterized in Figure 7.

With high rate, en^hasis is on recurring costs, as a relatively

bigger piece of the pie. For low rate, non-recurring costs (such

as for engineering, tooling, and manufacturing set-up) dominate

the picture. Our focus should be on both. There is real leverage

to be gained through IPPD- Integrated Product and Process Definition, DFM&- Design For Manufacture and Assembly, and a plethora

of emerging information technology tools. The latter can be exploited to facilitate process simulation and establishment of a

virtual factory, to work out process kinks prior to making physical commitments in plant, equipment and process. The benefits

will be reduced costs, via reductions in cycle time, inventory,

and non-value added work, and improvements in product quality.

Now, I would like to share with you just a few exanples of

the work going on in n^f division in order to illustrate the kind

of technology elements we believe can have an impact . I believe

these will characterize the "needs" of our industry in a broader

sense

,

We are developing a nusober of processes for insertion to our

factory floor and application to our existing programs. Some of

these are highlighted' by Figure 8:

o Automated Fiber Placement (Coxr^osites)

o High Speed Machining (Metals)

o Tool-by-Light (Assexnbly)

o Low Cost Tooling (Conposites)

First, let^s address con^osite materials initiatives.

One could argue that most coir^osites technology, while

providing a lighter weight product, is too expensive (in some

cases, considered too risky) for commercial application and for

the new defense paradigm. "It* s the cost, dummy!!" In many

cases material fabrication is expensive and the use of robotics

has only emulated a labor intensive process, rather than spurring

totally new processes. One exception is "fiber placement" of

con^osites; where strips of material are laid in con^lex cuxrva- tures or shapes, and the material is consolidated "on the fly".

The process variables are ten^erature , pressure, and rate. All

94
are machine control parameters. Therefore, once process variables are established for a specific product, say an inlet duct,

operator certification is all that is required to provide a

quality product. . .each and every time.

Another characteristic of the most often selected composite

materials is that they require a cure cycle; often in an autoclave at elevated tenperature and pressure. This leads to massive, expensive tools, and often difficult process control for

uniformity of tezi^rature, surface characteristics, and relative

thermal expansion between the part and the tool. We have developed a technique by which we fabricate the base tool from room

temperature cure conposites (no autoclave) . An exaxt^le, showing

some of the manufacturing steps, is illustrated in Figure 9. To

the surface of the tool, we apply an arc-spray metallic coating,

which serves as both a vapor barrier between the tool and the

part to be made, and as a hard surface for part definition. The

final tool is produced at a fraction of the cost, weight, and

volume of traditional steel tools. Thermal expansion of both the

part and the tool is identical (both are con^osite) and teinperature control at the tooling interface is facilitated by doing

away with the massive heat sink of the traditional tool.

Often coii9>osite parts are designed like metal parts, without

taJcing advemtage of the unique mechanical properties and design

allowables associated with the material. In the extreme, consider

the simple substitution of materials; con^osites rather than

metals in the same basic design. This is indeed a more costly

prospect. We have a technology program, sponsored by the U. S.

Navy, to develop an advanced structural concept utilizing the

full material characteristics and advanced manufacturing processes. It is called "Advanced Lightweight Aircraft Fuselage

Structure", or ALAFS, illustrated in Figure 10. Inherent in the

design is the use of large unitized structures to reduce the

number of parts, number of fasteners, number of assembly steps,

and opportunities for error. The program goal is to provide a

30% reduction in cost and a 20% reduction in weight, con^ared to

a like conventional structure.

As an example of metal fcibrication, let's consider "High

Speed Machining". The fundamental is a tool bit that rotates at

speeds up to 40,000 RPM, removing material at hundreds of inches

per minute. Figure 8. Under these conditions, the traditional

heat build-up that occurs in the part during the machining process singly does not occur. Chips are flying so quickly that

there is literally no time for heat transfer to the part. The

heat goes with the chips. This provides unprecedented thermal

stability-no warpage or distortion-of the part. When combined

with machine control technology, parts can be machined to unprecedented tolerances and tolerances maintained over a large area.

Application of the process will allow us to machine parts which

replace previously built-up sheet metal and machine part sub95
assemblies as illustrated in Figure 11 . The result is a higher

quality product at less cost... fewer parts, fewer tools, fewer

fasteners, fewer opportunities for error. . .and often at less

weight than the assembly replaced.

Further, this opens entire new possibilities for the reduction in numbers of assembly tools, since they are eliminated in

some cases, and in other cases, the billet can serve as the tool.

Figures 12 through 15, in turn, show the main door structure

still attached to the parent billet, the opposing side skin, and

the billet being used as a tool to mate skin and structure. The

contrast between this and traditional tooling concepts for multiple part build-up is best illustrated by coinparing Figures 14 and

15. This comparison is indicative of the reduction of tools and

several associated "care and feeding*' steps (design, fabrication,

inspection, maintenance, set-up, and accounting) ; which can all

be eliminated.

Now, take this one more step by integrating the design data

base (a digital solid geometry model) and a design process called

feature based design. Figure 16. This will allow us to define a

structure with integral features, such as back-up structural

support ribs, to further reduce the number of parts in perhaps a

more conplicated assembly. In principle, feature based design

can apply at the air vehicle level or all the way down to the

individual piece part level. It is all resident in the digital

design data base.

If we then use high speed machining for the process, it is

called an HSM Isogrid part. Figure 17. Not being satisfied with

merely machining the part from a secondary NC machine program, we

found a vendor who could machine the part directly from our solid

geometry digital design data base... from definition to fcUsrication, "untouched by human hands". The results are in^ressive to

us. We believe them indicative of the benefits to be derived

from the combination of technology application and process

change.

Earlier, I alluded to product and process simulation as a

means to gain real manufacturing cost leverage. Let's move away

now from the parts discussion to the holistic view. My vision is

that we exnploy information and con^utational technologies to

achieve a distributed interactive sixmilation of the entire

definition, development, production, delivery, and support

process: Distributed between customer and supplier. . .at all

levels; Interactive with design constraints, requirements,

technical trade studies, and cost as an independent parameter.

Such a simulation would be slaved from the digital product

definition in solid geometry. . .a single digital data base.

Integral elements would be feibrication , assembly, tooling, parts

flow, and factory arrangement.

96
We have begun the journey via a process we call DMAPS, or

Design, Manufacturing, and Producibility Simulation, Figure 18.

In its entirety, it includes not only product and process definition, but, also, business practices, and cost sensitivities.

Product definition is built from a single data base, as

shown in Figure 19. This geometric definition enconpasses the

product from the external mold line to the build up of structural

elements and installation of subsystems and coiiponents. Aero,

propulsion, thermal, structural, electromagnetic, geometric, and

mass properties analyses may be conducted; linked to the single

data base. Electronic mock-ups continue to replace physical

ones

.

The process allows us to construct a "virtual prototype".

Figure 20, as a focus for both product definition and development

of the supporting analytical tool sets themselves. Such a

virtual prototype provides a focus for further integration of the

tool sets and definition of the supporting manufacturing,

assembly, and sustainability processes for the product. Probably

the most significant tangible example is the F/A-18 E/F Forward

fuselage and its Assembly Tool, Figure 21. The first F/A-18 E/F

Engineering and Manufacturing Development aircraft is currently

being fzd^ricated and assembled, with a targeted first flight date

late this year. Similarly, we have employed virtual prototyping

to verify engine installation procedures for both product

assembly and product support.

Well, there is a quick walk-through of many issues and

several answers suggested from one segment of the aerospace

business. I am confident that you can find the parallels in

different sectors of aerospace in particular, and manufacturing

in general. Specific applications of the technologies highlighted will, of course, need to address specific product,

process, and factory elements or characteristics unique to those

business sectors.

In parting, allow me to summarize a few of the strategies ' which we think are particularly relevant to Aerospace

Manufacturing, Figure 22. We must determine a new way of doing

business. In order to succeed in global competition, we need to

find a way to accommodate low rate production. . .affordably. We

need to be flexible so that we can build the latest technology

and developments into our processes and into our factory to

reduce costs. We cemnot wait for the "next" new start. We need

to shorten the product development cycle, reduce risks through

application of all elements of virtual prototyping, modeling and

simulation with integral cost analyses, and, finally, provide

world class quality... at the lowest unit cost.

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143
"Needs and Opportunities: A Chrysler Perspective"

Frank J. Ewasyshyn

Vice-president, Advance Manufacturing Engineering

Chrysler Corporation

Auburn Hills, Michigan

Presented at the 2nd Annual Manufacturing Technology Conference:

Toward a Common Agenda

April 18, 1995

NIST Gaithersburg, Maryland

Thank you John (Decaire) and good afternoon to all of you.

It is my pleasure today to represent Chrysler Corporation and I welcome

the opportunity to comment on the technology policies being drafted by the

Committee on Civilian Industrial Technology.

I am going to structure my comments within the framework of the six

themes developed by the Subcommittee. First I would like to give you a

few facts about Chrysler and the domestic automobile industry. Chrysler

Corporation is made up of 121,000 men and women who design, engineer

and produce 2.8 million vehicles annually. In 1994, we had over 52 billion

dollars in sales. Last year, the domestic industry together employed 1.4

million people, sold a total of 12.6 million vehicles and contributed 4.5% of

the Gross Domestic Product. When including suppliers, dealers and others

related to the automobile business, the automobile industry accounts for

one in six jobs in the US.

144
Competition in this industry is, to say the least, fierce. Currently there are

over 30 nameplates being sold in the US. Customer needs and market

requirements are constantly changing. No one recognizes the need for

flexible and responsive systems more than we do. But manufacturing a

new automobile or truck is a very complex and expensive process and can

cost from one to several billion dollars. To guess wrong can be financially

devastating - to us and our shareholders. So when we make changes in

the way we do business, we try to do it carefully. We get everyone's input

and then we focus as a team to make sure that we'll be successful.

To better understand the magnitude and complexity, let me briefly describe

for you Chrysler's process for developing a new car or truck. It begins

about 30 months before actual production. Designs both in clay and in

digital form result from extensive market research and customer comment.

When a final design is chosen, the product engineers, our purchasing

people, our financial people and our manufacturing process and plant

people go to work. About 20 months before scheduled production,

component designs are basically complete, manufacturing processes have

been chosen, tooling is starting to be designed and an engineering

prototype vehicle is on the road. Tool construction starts about 16 months

before launch and production prototypes are built to verify our processes.

Pilot production vehicles are made using the production tools at about 1

1

months. The new tooling is then installed at our stamping, powertrain and

assembly plants and our suppliers are doing the same. When just a few
weeks away from actual volume production, another set of pilot vehicles is

produced to validate the production system and identify and fix the

unforeseen but inevitable problems. Production begins with a careful ramp

up to planned rates with continuous monitoring of quality levels.

Our success in these efforts is measured in terms of:

Quality - Are we meeting and exceeding customer expectations?

Cost - Are we making money for future product development

and for our shareholders?

and Timing - Are our new vehicles ahead of the competition In terms

of style, features and function?

So when we talk about Advanced Manufacturing Systems, which is the first

theme, it has to be within the context of improving quality, reducing cost

and speeding up our time to market. For example, our decision to

reorganize into a Platform-based organization or our decision to adopt one

set of system-wide advanced computing tools - topics on which I will talk

more later - were major decisions and were only made because they would

obviously improve our chances for success. Now I agree that we need

advanced systems to improve but developing these is beyond what a

Chrysler alone can do. In the working papers I counted at least 20 or 30

different initiatives being sponsored by various arms of our government. I

will be honest with you - we cannot support every strategic or tactical plan

to adapt or develop technology for manufacturing. We have to keep

focussed on the customer. A major effort is needed to develop

mechanisms for industry involvement and information dissemination.

146
###

Next, I would like to talk a little bit about the kinds of tools we are using for

product and process development, the subject of Theme 2. But remember

that, while the technologies are neat and never cease to amaze this

engineer, any body can buy technology. The larger need that has to be

addressed is the skill level of our people. But I will talk more on that when

we address Theme 4.

One of the first tools we use in the vehicle development process is our

Conceptual Design and Rendering System - CDRS for short. Developed

jointly with Evans and Sutherland, our stylists in the Design Office use

CDRS to make photo-realistic models of new designs. This technology has

saved us hundreds of thousands of dollars by reducing the number of

physical models made for evaluation.

While still in the concept stage, our stamping engineers can evaluate the

manufacturability of those swoopy curves with both proprietary andpurchased stamping formability codes. We can determine much earlier

than before how easy or hard it will be to form a panel and advise the

stylist where changes in shape can improve quality or cost.

Almost all of our vehicles' stamped sheetmetal parts are designed using

CATIA computer aided design software from Dassault Systemes, a French

company. And for each new model program, more of the powertrain,

147
chassis and trim components are digitally designed.

Cray computers are used for impact simulation and structural analysis.

Further into the vehicle development process we are applying generative

design software to the design of our stamping dies. And CATIA is used

extensively for assembly tool design. We are extending these tools now

into process design.

Kinematic simulations of the stamping and assembly processes, like this

robot workceli, allows the engineer to validate his design before tooling is

constructed. An added benefit is that the simulation model automatically

generates the control codes for the robots and, in the future, for all of the

automation.

Discrete modelling tools are used to evaluate material and tooling flow,

identify bottlenecks and verify that planned production rates can be met.

In production, we monitor dimensional integrity using machine vision

systems and computer controlled coordinate measuring machines. And our

factory floor networks feed information about machine and product status

to the engineers and maintenance personnel to insure maximum

production uptime.

But as I said, all of this technology is of little use if the operators on the

148
floor do not understand it. We need to make equal investments in our

people. There is a tremendous opportunity for all of the stakeholders in this

process - the companies, the researchers, the universities, the government

- to partner in identifying new and emerging technologies and to provide

j| both our current and future workforce with the tools to effectively apply

them.

###

(theme 3)

For almost as long as I can remember, we have always had the latest

buzzword technologies that would launch us to a new level of

manufacturing productivity. Things like CNC, CAD, then CAM, and then

CIM and now it's IMS (Intelligent Manufacturing Systems) and STEP ;| (Standard for the exchange of Product Information) and IPPD (Integrated

Product and Process Design). Let me give you an example of good, oldj fashioned engineering. ||

Instrument panel installation has traditionally been an "ugly" operation,

with the panel hanging half-installed on temporary hooks while-two | operators, kneeling in the car, route and connect all the wires, cables j and hoses. They finally roll the panel up into position and drive the 4

attaching screws, hoping that nothing got pinched in the process. !

Further down the line, an operator installed the steering column and

|[ drove the attaching bolts while lying on their back on the floor. i

149
For the "LH" process, the "LH" is our Chrysler Concorde, Dodge

Intrepid and Eagle Vision line of vehicles, the panel was designed so it would be loaded horizontally into place. There are no cables, hoses or

wiring bundles to get pinched. This allows us to use an assist arm

device to carry the load of the heavy instrument panel and load it

straight into position on the cowl using master locating pins.

The process and design were further refined for the Neon. The

steering column was designed to be part of the instrument panel. A

more sophisticated assist arm with built in nut runners automatically

positions and attaches the panel. In another station, another arm

locates the steering column in position and drives its attaching bolts.

The process was further refined for the Cirrus and Stratus by adding

the in car heating, ventilating and air conditioning unit to the instrument

panel / steering column assembly. All are assembled to the vehicle at

one time.

I use this example because there is nothing high tech about it. It illustrates

the kind of thinking that will separate the winners from the losers. It's what

we call Continuous Improvement. We do not need "home run" technology.

Just a steady stream of base hits with every new model. We need proven

and effective technology. Our goal is for each new generation of process

equipment to be 20% more capable, 20% more efficient and 20% more

reliable. To achieve this we will depend heavily on our suppliers. Chrysler

150
buys about 70% of its manufacturing tools. Ford and GM are a little more

self-sufficient but still rely on their suppliers for anywhere from 30% to 50%

of their needs. So our supply base has to be brought into this process

more than they are.

: ###

Let's talk next about Manufacturing Training and Education. This is

probably the most important of the six themes we will discuss today. Here

are some of the things we are doing to address technical skill building.

• Chrysler Manufacturing invested over $185 million in 1994 to upgrade

technical and "soft-side" skills. We will spend more in 1995.

• We have established a Technical Training Center in partnership with the

United Automobile Workers to focus on upgrading the capabilities of our

skilled trades workforce to keep abreast of the new technologies we are

introducing.

• Prior to the launch of our new small car, the Neon, 50% of the Belvidere,

Illinois Assembly Plant hourly and salary workforce - about 1500 people -

worked on site at our Technology Center in Auburn Hills, Michigan

building prototype and pre-pilot cars. Belvidere was involved in every

decision that affected their process and layout. This effort developed

plant ownership right from the beginning of the product, the process and

151
the tools.

• We are actively involved with Focus: Hope and its NSF-sponsored

Coalition for a New Manufacturing Education which is addressing the

non-traditional and at-risk students.

• We have coaxed young engineers and researchers out of the university

and on to the plant floor with our 2mm Variation Reduction Program - a

joint venture between ourselves, General Motors, several tooling

suppliers, and the University of Michigan and Wayne State University.

This set of projects, partially funded through a NIST ATP, benefits both

the manufacturers and the students. We benefit from the science that

they bring to the plant floor. They get a chance to exercise more than

just their theories and they experience the real and often intractable

world of manufacturing.

• We are active with MIT and its Leaders For Manufacturing program.

Candidates for a dual masters degree from the College of Engineering

and from the Sloan School spend time with us analyzing real

manufacturing problems. These are not co-op jobs. Expectations on our

part are quite high.

Now I am not using these as examples to show how involved we are in

training and education. I only want to point out that we recognize the need

152
for relevance in today's engineering curricula. Relevance which is only

possible from real exposure to the manufacturing environment.

We would like to see an initiative that addresses the perception that

manufacturing engineering is somehow second class. We need to examine

how the NSF, NIST, the national labs and our universities - and even K

through 12 education - can encourage our fine young minds to seek the

challenges of manufacturing. We need to address improving education in

general with national standards and methods of certifying teacher

competency.

###

Theme 5 deals with deployment. I mentioned before that Chrysler is

heavily dependent on its suppliers for parts and tools. Therefore, the use of

advanced technologies within our company will have only marginal impact

on our competitiveness if our supply base does not have access to the

same technologies. For example, at Chrysler, early involvement as part of

a platform team exposes our tooling suppliers to CATIA, simulation

modelling and other technologies. Often we will require that they use the

same CAE, CAD and CAM tools that we employ. They are even networked

to our corporate systems to insure rapid communication of design

information.

Now this can create problems when large suppliers who service all three of

153
the domestic car companies are forced to acquire and master several

different systems. Issues like data translation and hardware standards are

being addressed by the AIAG, the Automotive Industry Action Group. The

AIAG was founded in 1982 by the automotive OEMs and suppliers to

"increases U.S. automotive industry productivity and competitiveness by

improving manufacturing and materials management through a

cooperative effort of automotive manufacturers and suppliers." AlAG's

membership includes 15 automotive and heavy truck OEMs, over 600

suppliers, and a variety of government agencies, vendors, military

establishments, academic organizations and trade associations. The AIAG

has developed and published over 60 standards and guidelines used in

automated manufacturing and communications processes.

Another organization doing significant work in communicating new

methods and in standardizing existing ones is the Auto/Steel Partnership.

This consortium was formed in 1987 to increase the level of interaction

between the North American steel industry and the domestic Big 3. Joint

committees have been set up to investigate various applications ol steel in

the automobile body. Recent projects in design, testing, high strength

steels, lubrication and spot welding have had significant impact on the

quality of service provided by the steel companies to the auto companies.

The last group I want to mention is the United States Council for

Automotive Research, or USCAR. This group, made up of representatives

154
of Chrysler, Ford and General Motors oversees the 14 partnerships and

consortia shown here. While most deal with product issues, several

involve manufacturing technologies, such as the Automotive Composites

Consortium, the CAD/CAM Partnership and the Low Emissions Paint

Consortium. Also of particular interest is the Partnership For the Next

Generation Vehicle. Goal One of this effort is to identify manufacturing

enablers for the high mileage vehicles of the year 2000 and beyond.

Through the NIST Advanced Technology Program, we along with Ford,

GM and major automotive suppliers, have submited proposals for joint

research in areas including sheetmetal springback, aluminum diecasting

and welding, open architecture control systems and others. (Your support

for them will be greatly appreciated.)

###

The last theme deals with business practices, i have two illustrations of

how changes in our business - real infrastructural changes - can have a

significant effect on a company's success.

The first example is our Platform Organization. For decades, prior to the

reorganization of Chrysler's product development activities into Platform

teams, we had a traditional sequential process, with "over-the-wall"

handoffs between key functional disciplines, which were separated both

geographically and philosophically. Communication between these

"chimneys" was difficult, usually took place at the top, and Manufacturing

155
was always at the bottom of the funnel, facing the launch deadline come

hell or high water.

Engineering built their own prototypes with crude tools about 65 weeks

before launch. A small group of so-called "manufacturing feasibility

engineers" got their first look at the released production design as it went

together for the first time on a surface plate deep in the Engineering

experimental build shop. Every problem they found became a change to a

released drawing that had to be fought through the Engineering and

Procurement systems. These carried cost and timing penalties and had to

be effective for the C-1 pilot build, conducted ten miles away at the

Manufacturing pilot facility, at 22 weeks before launch. More problems

were uncovered at pilot with final designs and parts. A wild scramble

ensued to get "fixes" in place for the first in-plant build at PVP (Pre-Volume

Production), six weeks before launch. This was usually the first time that

the assembly plant people ever saw the product.

The net result of all this, of course, was that most of the first modetyear

was spent resolving build and quality issues on the fly, with even more

costly changes to the product, the process and supplier tools. Predictably,

quality and reliability suffered, warranty costs went up, the customers fled

to our competitors in droves, and the black ink turned to red.

Then we woke up and reorganized our technical and support resources

into platform teams, co-located together under one roof, including all the

156
various disciplines necessary to conceive, develop and launch new

programs. Manufacturing became a partner in the development process -

Teamwork, in pursuit of shared goals with the customer as the focus.

This new way of doing business opened the door to up-front exposure and

participation during the clay concept stage, and resulted in major

improvements in design for manufacturability. We became part of the daily

face-to-face communication process involving decisions affecting quality,

cost, weight, investment and the customer. The platform team environment

provided the forum for up-front plant involvement, most importantly with

hourly employees, to establish plant ownership of the product, the process

and the tools.

This up-front involvement made "Process-driven design" a reality. This

permits the product design to be developed in concert with the criteria for

an advantageous manufacturing process, instead of adapting pieces of a

good process after-the-fact to fit a particular product design. This joint

product and process development team method of operating began with

the "LH" cars, and refinement has continued through the Ram truck, the

Neon, the Cirrus and Stratus, and the recently launched all-new "NS"

minivans.

My second example of how a business practice can affect competitiveness

is our adoption of a single CAD/CAM system as our sole representation of

our product and process designs. CATIA is our core system for product

157
and process representation starting at Styling and then into Product

Engineering, Manufacturing, Purchasing and even into Service and Parts.

It is our intention to use this single - but multifaceted - system end-to-end

in the vehicle development process, tightly integrated with both internally

and externally developed software tools.

The advantages of a single digital representation are numerous. In the

past, a clay model represented the stylists' vision. It was manually digitized

on Mylar. The engineers added internal structure, again using drawings

and manual drafting techniques. Wooden models were made by artisans

and mechanically traced by Kellering machines to form the dies. Assembly

tooling was mastered to duplicates of the wooden models. Coordinating

adjacent body panel fit in the past was a long, laborious and imperfect

process. Errors crept into the design and the tools and much effort was

expended "correcting" the parts and fixtures. Not to mention the

"nightmare" of managing the change process. .c.-

The digital representation today eliminates all of those intermediate forms

of product and tool definition. Numerical control milling machines, driven by

our CATIA CAD database, reproduces the part shapes exactly for

stamping and assembly tools. Coordinate measuring machines check

relative to the digital master. Everyone who works on the vehicle can

reference the same product definition from the master database. There is

never a question as to how up to date a drawing is - everyone "sees" the

latest changes the instant they are released. There is much less delay and

158
the quality of the data is never compromised by translation through

intermediate forms.

We have over 2300 CATIA terminals and workstations in use within

Chrysler. All of our stamping, assembly and powertrain plants have direct

access to the CATIA database of product and tooling data. There are 195

Chrysler owned CATIA seats at 16 outside design shops. Over 290

suppliers have mailbox access to our system and 15 suppliers are directly

connected to our mainframes.

The advantage of having a single CAD/CAM system, and in particular one

like CATIA, lies primarily in the fact that the entire enterprise can easily

access and communicate product and process definition without the ever

present fear that it will be misinterpreted either because of translation

errors or not up to date. We can directly trace much of our improved quality

and reduced cost to our implementation of a single CAD system. And the

time savings, as compared to the old days when we spent months and

years building models and "fixing" tools, are truly significant.

Tr rrrr

In conclusion, I compliment the Manufacturing Infrastructure Subcommittee

on their work in developing the framework for this discussion. It is a nice

piece of work. But I would like to tweak it a little bit. Here are my ideas.

159
First, there is a lot of overlap among the various themes. We need to

develop a more focussed strategy in dealing with the concerns in each

area. I do not disagree with the identified needs but the same kinds of

problems surface in each thrust area. We cannot have everyone trying to

solve the same problems. . <

Second, you are going to need a lot of input from industry. I will try to get

my people more involved but you have to remember that we are customer

driven and results oriented. So the benefits will have to be quantifiable and

realizable in a reasonable timeframe. We cannot and will not work on

things that are "nice to do".

Third, we need to do a better job of measuring how well we are deploying

new technologies and systems. We are all in business and are measured

in part by return on investment. These programs should be measured the

same way. This not only insures financial integrity but it helps me when I have to make decisions about participating in new projects.

Lastly, a significant area, that received little mention in the working papers,

was the impact of the regulatory process on our competitiveness. There

are about 202 volumes of regulations that cost businesses $500 billion per

year. In the automotive sector this represents about $2000 per vehicle. A

re-assessment of the regulatory process could be addressed in the

Business Practices theme where we can reconcile "good intentions" with

the actual benefits. To compete globally, the productivity gains from

160 - :
integrating advanced manufacturing technology with a re-trained and

empowered workforce must reach our customers in the form of better

value and not be siphoned off in the form of arbitrary regulations.

Of particular note are the electric vehicle sales mandates in California,

New York and Massachusetts and the CAFE (Corporate Average Fuel

Economy) standards. Both EV mandates and CAFE have the same

premise - that we are supposed to sell products that our customer does not

want, such as low range electric vehicles or smaller, underpowered pick-up

trucks. If you want to save gasoline, raise its price. Don't tell us to go to

war with our customers.

That concludes my prepared remarks. I thank you for your attention and I am looking forward to the general discussion.

161

S S

a.

G
R, L. ThoDipson

National Institute Of Standards and Technology

National Manufacturing Technology Conference —

"TowardA Common Agenda "

Technology Section Theme: Productivity through Technology

April 18, 1995

Thank you 1 am pleased to have the opportunity to address this

distinguished group of representatives from government, industry, and

academia on a subject of such critical importance to my company,

Caterpillar, and for that matter to all of U.S. industry and the country as a whole. The future economic strength of our manufacturing sector, and i)i turn our overall economy, will depend almost entirely on our ability to be a winner against increasingly tough global competition. In this future, no company will have the luxury of scrvmg protected markets. NAFTA and

CjATT are already in place, and other regional and worldwide free-trade

agreements are forming rapidly. For Caterpillar today, as 1 will describe to you, global competition is already a reality. Success in this environment is essential to assure the survival and continuity of our enterprise; but, equally,

open dramatic new areas of opportunity for growth and market leadership.

Rapid development and deployment of new technology in both product and

process is a strategic imperative for becoming and remaining globally

competitive. U.S. manufacturers are up against highly capable competitors

whose extensive internal resources are supplemented and supported by

tight-knit partnerships with their governments and national institutions.

Thus, the need for partnering among our own public and private sectors has never been more critical, with each of us - industry, government, and

academia forming a solid leg of the stool upon which rests U.S.

competitiveness.

Cooperation among our public and private sectors can be highly effective,

without violating the principles of independence and open competition that are fundamental strengths of our free-market system.

I'or example, in tlie commercial arena the Energy, Commerce, and State Departments have recently placed expanded emphasis on supporting private

industry initiatives in other coujitries tlirough high-level trade missions,

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diplomatic efforls lo encourage business practices and business environnienls

in which U.S. companies can compete fairly, and direct lobbying for U.S.

company projects -- an area in which foreign governments have long been

intensely active. The Ex-Im Bank, OPIC, and the Trade Development

Agency work with industry to assure a level playing field for U.S. companies

by offsetting financial guarantees and grants offered by foreign governments.

University and industry collaboration can also enhance the efforts of both

parties. For example, in our case, Bradley University, located near our

corporate headquarters in Peoria, Illinois, has established a cooperative

educational and exchange program with the University of Samara in Russia.

We have supported their activities in minor ways which has led to the

availability of knowledgeable advice and high-level introductions from a

prestigious Russian academic institution. We also are now drawing upon

Bradley professors, wdth their Russian experience, to develop comprehensive

qi:ality systems for our Russian partner in order to achieve world class

quality objectives in our manufacturing joint venture for oil well drilling rigs.

We now need to expand such partnering efforts, drawing upon our unique

strengths, into technology development and application where the dramatic

rates of change and sheer magnitude of resources and expertise required

present an overwhelming challenge for us to take on individually.

Tliroughout my remarks today, I'll be citing Caterpillar's experience within

the global heavy equipment industry as a means of illustrating my points. I'll talk about how Caterpillar has gotten to be the global leader in our industry — discuss a few of the key technologies we are developing to meet the

increasing requirements of our global customers and governmental regulatory

agencies and conclude by Wghlighting some specific areas as candidates

for cooperative efforts with government and academia. I dont presume to speak for other companies within the industry, but Caterpillar's experience

should provide a pretty good indication of what's happening in our business

and what we need to be globally competitive from a U.S. base.

(PAUSE)

Caterpillar is the world's largest manufacturer of construction equipment and

a major producer of die.sel and natural gas engines. Our subsidiary. Solar

Turbines, is a leader in industrial gas turbines. Since its founding in 1925,

Cat products have built a worldwide reputation for durability, productivity

and life-cycle value. It's a rare project around the world where Cat isn't present .,. from a small backhoe digging a trench ... to the most important

infra-stnicture projects ... the Three Gorges Dam in China ... the toll highways

of Mexico ... the Kuwaiti oil well fires .... the 1994 winter Olympics in Lillehammer ... and the list goes on.

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In 1994, Caterpillar's total sales reached a record 14.3 billion dollars. While

we make about 75 percent of our products in the United States, sales culaiik

the U.S. usually make up about 50 percent of our sales. We believe this

percentage will increase steadily over the next decade as infrastructure

development accelerates in developing countries and Russia and China begin

to realize their vast potential.

We're number 41 in the Fortune 50 ~ and looking at exports as a percentage

of sales, we're the third largest U.S. exporter - behind Boeing and Intel. In

terms of total export sales, Fortune ranks Caterpillar tenth.

Our U.S. operations, while important, are only part of our story. Our

markets are worldwide, and wc have no choice but to be a global competitor.

Wc operate manufacturing locations in 1 5 countries and employ nearly

54,000 people. Our products are sold and supported by a network of 1 87

independent dealers with 69,000 employees and more than J ,000 locations ~

serving customers in vutually every country. Our distribution and product

support system is at the heart of our strategy to differentiate ourselves from

competition and employs a host of advanced technologies in logistics, data

management, communications, condition monitoring and machine

diagnostics.

The list of our international competitors reads like a Who's Who of world

industry and represents a formidable array of technology, commercial

presence and financial strength - Komatsu, Hitachi, Furukawa, Daewoo,

Kobelco, Kawasaki, Fiat, JOB, Volvo, Mercedes ...

"Productivity Through Technology" for us is much more than just a catchy

phrase. It is the essence of what we must offer our customers through our

products and services if we arc to retain their buying preference ... and it is exactly how we must continually transform our iniemal operations if we are

to remain cost competitive on a global basis. While wc have long

emphasized technology and productivity leadership, the difficult lessons of

the 1 980s taught us much about customer-driven technology. Peiiiaps

describing the Impact of the 80s and our response will help me portray our

vision of where we are headed and the critical role of partnering in our

future.

For decades. Caterpillar sat comfortably on top of the heap. Demand for our

products exceeded capacity ... as we grew, we built more plants and hired

more people ... and on and on it went. Wc drove technology — all we had to do was build a new product, and our customers lined up to buy it.

All that eariy and sustained success quite naturally led to a "hint of

complacency." But then, suddenly, as the 80s hit, we watched helplessly as

166
worldwide demand in our industry plummeted 40 percent. By 1984,

Caterpillar had lost a billion dollars -- and although we had managed to protect our leading share of market, we were in danger of sacrificing it to our

competitors. Our immediate reaction was to reduce our costs through

downsizing, plant closings, inventory reductions. We reduced capacity, and

our workforce dropped from its peak of over 90,000 in the late 70s — to 58,000 by 1983.

Mcanwliilc, a host of new, cost-efficient, quality-focused international

competitors came on the scene - highly capable companies who could offer

advanced technology at lower cost than we could, lliis appealed to our

customers, who were faced with maintaining their own economic viability. In response to their own pressures and what they perceived competitors could

offer, they began to demand more of our equipment and product support

services raising the bar to higher and higher levels of durability, reliability,

and productivity. "Do more than help us lower our owning and operating

costs," tliey said, "guarantee the product.s' cost of operation. Give us new

product features to improve our efficiency and increase productivity, right

down to operator ease and comfort. Support those products 24 hours a day

and keep downtime to a minimum, or eliminate it altogether. And while

you're at it, make sure you help us meet increasingly strict environmental

regulations for emissions, noise, vibration, and safety."

And so we began planning bow to satisfy this increasing list of customer

demands -- and how to use the more demanding customer as a forcing

ftinclion to cause us to poke a permanent hole in the competitive net tightening around us. We initiated a set of aggressive strategies that have

made us far leaner and somewhat meaner tlian we were 10 or 15 years ago.

Our technology thrust pointed solely at customer needs; and we completely

changed our internal culture from collegia! functionality to an intense,

action-oriented, personally accountable, focus on the customer.

One of the first lessons v/e learned (as we downsized and reduced capacity)

waf{ that we needed to modernize our manufacturing facilities and processes

in a way that would keep us on the cutting edge of our industry — not just for

the present - but on a permanent basis. The cyclical nature of our business

dictated that flexibility and agility must become the keys to sustained global

competitiveness in tlie new world of the 90s and beyond.

So in the mid-BOs we began a worldwide plant modernization program, the

magnitude of which was unprecedented in our industry - and finished it up at year-end 1993. We selected 77 key areas in 17 facilities worldwide - those

most critical to our success - and concentrated our 1 .8 billion dollar

investment on these. We updated tooling, machining, and assembly systems.

We simplified operations ... reduced set-up time to minutes ... put into place

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compulerized cellular manufacturing ... robotics ... lasers ... and just-in-time

supply. Sixty-iiine of these modernized areas are sites for Flexible

Manufacturing Systems that have significantly improved our quality and

process control while creating a crucial new ability to respond rapidly to changing market needs.

As a result, we've cut the average time to process a component from 25 days

to 6. Our in-process inventories have been cut by 60%. Employment in

the project areas was reduced by 30%. Perhaps most importantly, we have

put into place the basis for continual improvement of our manufacturing

systems and processes — so that we may continue to set the pace rather than

respond to the demands of global competition.

The benefits of factory modernization became crystal clear in 1994. We

were able to produce the same physical volume with about 54,000 employees

as we did in the late 70s with 90,000 people. We have achieved a tremendous ramp-up in production during the past twelve months. In the

midst of a labor dispute at eight of our U.S. facilities, we created a virtually

brand new U.S. factory work force ... trained them ... and churned out record

volumes of products with record quality.

Today's manufacturing technology has empowered our factory workers even beyond our expectations. With this new empowerment conies new demands

for expertise and involvement, consistent with a greatly expanded role in the

business. Unlike yesterday's skill-based worker, today's knowledge worker is creating and interpreting information in addition to manipulating product and

process. Factory workers now are equally tuned into tlie total manufacturing

process, the competitive environment, and individual customer requirements.

"How can we work together to win the business and satisfy the customer?"

has replaced cries of "'Hiat's not my job."

Although the modernization of our factories and processes was in itself a massive undertaking for us, it was only one pari of the job to be done to regain the lead in serving our global customers. While it was important to focus on how we prodticed our products - we also needed to turn our

attention to how we developed them as well -- and for the first time to truly

take into account the close interaction and linkage between product

development and process development. Much effort and a great deal of

additional cultural change has translated the well-touted theorv of Concurrent

Product and Process Development (or CPPD) into a competitive reality .

The needed cultural change was helped immeasurably by a sweeping

reorganization which transformed our 65-year old functional organization

in which engineering, manufacturing, marketing and finance were separate

towers of independent expertise and sequential baton hand-offs were the

168
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ordcr of the day ~ into four groups of product-based, decentralized business

units. Product managers now have full accountability for the market and

financial success of their product groups, and multi-functional teams whose

members blend their particular areas of expertise to serve, for example,

customers of hydraulic excavators ... wheel loaders ... track-tj'pe tractors ... on-liighway truck engines ... or electrical power generation sets.

This visual illustrates the process we use to get from concept to an end

product. The scope of our product and process design leverages advanced

technologies (such as simulation and automated processing) to meet

demanding customer needs ... to accommodate the capability of our suppliers

... and to meet new business metrics - all in a compressed time frame. Our

product development teams accomplish this by keeping our customers,

operators, suppliers iu Ihfi Iqdjl. So, with the end product, we're meeting

target cost ... exceeding customer expectations ... and meeting reliability

goals.

Our progress with Concurrent Product and Process Development has slashed

Caterpillar's entire new product introduction time by more than half. Customers used to see a new product every seven years or so ... now they're

getting them in three years - and increasingly, even less. Our product line

has never been more responsive to the needs of our global customers than it is today. While Caterpillar has made significant progress toward achieving our vision of CPPD, the work is far from done. Continued improvement in

CPPD is one of the major keys to our future success.

To achieve new breakthroughs in CPPD, we need major advances in the tools

we use in the process. These are the kind of tools that no single company —

including Caterpillar ~ is or will be able to develop on its ovm. We need the

help of goverimient to focus the energies and capabilities of our national labs - and to foster industrial consortia to create tools that will allow American

industry to remain leaders in innovative product design. This kind of

partnering enables sharing of risk and pooling of resources - so U.S.-based

global competitors like Caterpillar can leapfrog foreign competition in getting our products to market. Such a concept of shared risk and priority

elTort between industry and government is not a new idea - it's what our

toughest Japanese and European competitors are famous for!

With that in mind, let me describe some of the specific tools Caterpillar is using and developing to fulfill our CPPD vision.

First, advanced simulation technology. Computer-based simulation to evaluate dynamic stifthess and durability of welded structures ... dynamic

analysis of the drive train in our vehicles ... manufacturing processes ... material flow through our factories ... and even total business simulations are

169
all areas where simulation icctmologies are in use today ... making our product and process design efforts much more efficient and cost effective and

compressing time to market.

We are currently developing Virtual Reality design tools in partnership mlh

government and acadcmia. Our Virtual Prototyping System, featuring the

CAVE automatic virtual environment, lets engineers quickly evaluate many

designs and identify problems early in the design cycle - saving time and

money and encouraging innovative approaches to machine design for more

efficient equipment. Just two weeks ago at the world's largest construction

industry trade show, Bauma, in Germany - Caterpillar introduced its first product designed using virtual reality teclmology ... a mid-sized wheel loader

redesigned with improved cab comfort and operator visibility for improved

productivity. Our use of this teclmology in advance of our competitors

wouldn't be possible witliout our partnership witli the NCSA - the National

Center for Supercomputing Applications - at the University of Illinois.

j It has also become necessary to link our design process and manufacturing

operations directly with our suppliers as we have speeded up cycle time. We

don't just rely on suppliers for products and services -- we rely on their

know-how. Whether it's generator design, or tires, or turbochargers, they

often know more about some aspects ofour products than we do. In selected

cases, we rely on our suppliers to provide us v^th key technologie.*? that we

need to be competitive. No longer can our suppliers operate at the perimeters

of Caterpillar's systems. Now they must be an Integral part of those systems

... we must bring them into the process ... and the process must be seamless.

They can't just keep with our needs - they must stay far ahead of our

needs, anticipating changing customer demands and advancements in

technology. This extent of supplier involvement and reliance has

tremendous ramifications for our industry and for U.S. competitiveness as a whole. In order to improve our global competitiveness, we must make it a

priority to strengthen our supplier base, if we are to successfully depend upon

them for world-class product teclmology and world-class manufacturing

expertise.

Ideally, with the tools in place and our vision of CPPD fully realized, we

expect to fully overcome liislorical barriers of time and geography ... and

enable designers and suppliers who are oceans apart to work as efficiently as

if they were at the same table. A good example of the application of CPPD across global markets is the

approach we take to developing our mo.sl popular piece of construction

equipment - the hydraulic excavator.

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Hydraulic excavators make up more than 40% of the worldwide construction

equipment opporlunit)' ... and sales are growing each year in all markets,

Japan makes and buys the most excavators in tlie world — so our hottest

competition in the worldwide marketplace is from Japanese excavator

manufacturers.

In the late 80s Caterpillar began an aggressive excavator development

strategy to penetrate the high-growth excavator market from within Japan.

Our best excavator design, marketing, purchasing, and manufacturing people

from the U.S., Europe, and Japan were gathered together to work at our Hydraulic Excavator Development Center located in Akashi, Japan. The

Development Center is a part of Shin Caterpillar Mitsubishi (SCM) ~ our

highly successful, 30*year-old joint venture with Mitsubishi Heavy

Industries.

CPPD is emphasized throughout our excavator strategy. Used in a global

context, it has given us a solid competitive advantage. The HEDC has

developed a whole new line of excavators for Caterpillar -- the 300 Family.

The HEDC designs products for manufacture in factories in Europe and the

U.S. as well as Japan and is a key example of how we have been able to transcend time zones, existing manufacturing systems, cultural barriers, and

so on - to bring quality product to market in record time.

In 1 992, the HEDC kicked off the 300 Family program ... and by year-end

1 994, the first generation of ten models of excavators was completed. We

had replaced an entire product line on a worldwide basis within three years. That's totally unprecedented in the industry. We've had great success so far with our new line of excavators, surpassing all of our forecasts and increasing

market share in all worldwide markets - including Japan. The work isn't done yet - but we've seen firsthand now what kind of efficiencies are possible witli such an approach. Now we need to learn how to implement

and speed up the process for our other product lines.

The simultaneous introduction of products on three continents was made

possible by the use of strong CAD / CAM and product modeling tools -- high

speed data networks that move everything from E-mail to design data .,. the

liberal use of video conferencing ... and, oh, yes - until our full vision of

CPPD is realized a lot ol" plane tickets, too!

(PAUSE)

So, we have fought back frotn tlie low point of the mid-80s. Our worldwide

market share today is considerably stronger than before the competitive

onslaught on Caterpillar began over a decade ago. This comeback has been

171
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fiicled by the aggressive application of state-of-lhe-art technology as exemplified by our thrusts in factory modernization and CPPD.

One thing we know for sure - we can't rest on our laurels. We must keep

driving forward even harder than when we were coming from behind. And,

technology will be an even more determining competitive factor in the future.

Efiective partnersliips between government, industry, and academia are

critical to advancing the competitiveness of American industry in the global

marketplace. I'd like to mention a few of the strategic R&D programs

currently in place at Caterpillar that depend on partnering. They include:

• The Autonomous Mining Truck - a driverless truck that operates with

the Global Positioning Satellite System.

• We are using partnerships to extend this technology to autonomous

earthmoving sites -- for example, with ARPA's Technology Reinvestment

Project for computer-aided earthmoving - partnering with

Lcica-Torrance, Spectra-Physics, and the U.S. Army Corps of Engineers.

• Advanced Turbine Systems - a worldvwde market-driven program to increase fuel efficiency, reduce emissions, and lower operating costs of

electric power generation. Caterpillar works with the Department of

Energy, the Morgantown Energy Technology Center, tJie Oak Ridge

National Lab, six turbine manufacturers, and the Electric Power Research

Institute.

• Precision Laser Machining - a program to develop breakthrough laser

machining capability to yield higher quality, and lower cost products.

We partner with ARPA plus about fifteen companies including TRW,

Boeing, GM-Hughes, GE, Cummins, Ford, Ciirysler, and Utilase.

The ability to team with such sources including U.S. government labs and

agencies, in the long term, will be the key to the timely development and

application of the technologie.s needed to maintain U.S. leadership in

emerging commercial applications of technology in our industry. The days

are probably past when this or any - industry can afford the time or cost of

bringing all the necessary technology "in-house," Teaming for technology

development wll have to become a way of life if we are going to realize the

productivity gains needed and expected by our global customers -- and cost

effectively meet increasing governmental regulations.

In closing, 1 would like to suggest several areas for consideration for

Teclmology Development Teaming:

• On the shop floor, we need manufacturing technology that reduces the

variability in manufacturing processes and still provides improvements in

flexibility and availability.

• In our factories, we need standards for manufacturing systems that can communicate with each other and with our suppliers.

172
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• In our development processes, we need new simulation tools for product

and process performance linked with accurate costing models, so we can produce machines and engines that meet customer expectations, taiget

costs, and reliability/durability goals -- witliout the extensive and costly

testing and validation programs needed today.

• For our new products, we will need continued advancement in core technologies such as materials, electronics, sensors, and software

development tools.

• We and our suppliers need to learn to develop effective partnerships and

alliances with universities, government agencies, and customers to gain

access to the world-class technology necessary for global industry

leadersliip.

• And we will all benefit from communication standards and policies

allowing the free flow of information across national and international

boundaries ~ tis I have illustrated from our own experience with the

HEDC.

The plans being put into place at this conference can help provide the

technology strategy necessary to ensure that all the potential partners can sec where their contributions and investments fit into the overall goal of

improving U.S. global competitiveness. We at Caterpillar welcome the

opportunity to participate in this process.

Thank you.

173
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Institute

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Food

Technologists

USFEAST:

A collaborative approach for a

cleaner, safer, healthier, and more competitive America

Remarks delivered by

Al S. Clausi

1993-94 President

Institute of Food Technologists

At

The National Institute of Standards and Technology's

National Manufacturing Technology Conference

Gaithersburg. Mar/land

April 18, 1995

193
USFEAST:

A collaborative approach for a

cleaner, safer, healthier, and more competitive

America

Introduction

Thank you for your kind introduction. I am pleased to be meeting with you again this year on

behalf of the Institute of Food Technologists, the 28,000 member society for food scientists

and technologists working throughout the food system m mdustry, academia and government.

At this meeting a year ago, I described the challenge currently facing the food system as it beholds the 21st century. The challenge is this: how can we best achieve the scientific and

technological breakthroughs needed to catapult the U.S. food system to the highest level of

scientific and technological achievement.

We issued a wake up call and it looked like this: [VIDEO]

As you saw in the video, it is of national priority that we in the food sector:

Enhance global competitiveness . : , •

Improve food safety

Develop better processes and products that promote health

Invent new technologies to reduce waste and conserve resources

I believe it is fair to say that, at this time last year, the nation's food system was a distant blur on the nation's radar screen of priorities. This year, I am proud to say that President Clinton,

in his August 1994 policy statement on "Science in the National Interest," recognized in his

opening sentence the importance of feeding our growing population, improving human health,

and protecting the environment.

Further, the President's Committee of Advisors on Science and Technology in conjunction

with the National Science and Technology Council have recognized health, safety and food

research among its highest priorities for national investment in science and technology. In his

March 31st report to Congress on science and technology. President Clinton again reiterated

the priority of food research. We welcome the arrival of food science on the national research

agenda and strongly support the public and private efforts that have underlined the critical

importance of the food system to our nation's economy, security, health, and well-being.

Many in this audience last year were astonished to learn that, at nearly $500 billion annually,

food manufacturing is our nation's largest manufacturing sector. From 1982 to 1992 food

194
IFT/USFEAST

manufacturing increased the economy by nearly $150 billion in terms of "valued added."

And, in terms of absolute dollars of "value added" to our economy the food processing

segment is second only to the chemical industry, which includes pharmaceuticals.

We wish to emphasize that food must remain a load-bearing pillar in the nation's

technostnicture for the 21st century. America's industrial superiority in food distinguishes our world leadership, supports our military strength, and aids our peace initiatives through

humanitarian aid. We take for granted our domestic bounty and our country's ability to export commodities and value-added foods at globally competitive costs. And we assume that our food will be safe, wholesome and nutritious.

While the U.S. food industry leads the world in its ability to convert raw commodities to finished products, there are troubling signs that America's competitive edge may be eroding.

These include further losses in the manufacture of food processmg equipment and packaging to overseas competitors, and a decline in investment in food science and technology research.

Both are bellwethers of erosion in technological leadership and innovation. !

At this conference last year, we proposed creating a collaborative alliance involving industry,

academia, and government that we called "USFEAST" - The U.S. Food Experts Alliance for

Science and Technology. The proposal received strong encouragement from all parties, and

today, I report tangible progress in our efforts to establish meaningful collaboration to meet

the challenges facing our food system.

Under the leadership of the Institute of Food Technologists, whose members are drawn from

industry, academia and government, USFEAST has established a Steering Committee and five

working committees to tackle our priority issues. The Steering Committee is chaired by Larry

Kuzminski, vice president for technical research and development at Ocean Spray Cranberries.

Leading scientists in industry and academia chair the remaining committees.

The top issues facing the food system and hence, delineating our roadmap, are:

Improved food safety especially through the control of foodborne pathogens

Enhanced nutritional quality and healthfulness of foods that will promote wellness and

reduce the risk of disease

Improved industrial ecology through conservation of inputs and reduction of waste

outputs

Global competitiveness in food science, technology, manufacturing systems and

products

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Competitiveness

First, let's address the issue of competitiveness. It is important to note that exports of U.S.

high-value food and agricultural products remain a leading bright spot in the U.S. trade

balance. Demand for these products abroad is growing. High value products are of two

types—partially-processed commodities, such as soybean meal or corn sweeteners, and value

added consumer foods ready for consumption in retail or food service markets. Rising . incomes in countries in Asia and Latin America coupled with changing lifestyles are generating greater demand for U.S. consumer foods. From 1988 to 1993, exports increased an average of 14 percent annually, many times the rate of growth of domestic markets for

consumer foods during those years. Exports of high-value products led bulk commodities for

the first time in the mid-1980's. And, in the early 1990's, growth in exports of consumer

food products outstripped partially processed products for the first time. Clearly, U.S. food

processors are doing something right in the global marketplace. We believe these

international marketing opportunities will stimulate U.S. economic growth.

There are major challenges ahead, however, and signs that, if ignored, could cause us to falter

in our global competitiveness. One of the leading insights of the USFEAST Competitiveness

Committee is that, while American food companies have both business and market

development strategies, they have not integrated their core technology strategies into their

business management plans. In direct contrast to their competitors in Europe, Asia, Australia

and Canada, research and technological development largely remain outside the development

of business strategies. Integration of strategic technology planning with business goals assures ongoing process improvements, as other high technology industries have proven time and

again.

Corroborating the Competitiveness Committee's finding, the White House Office of Science

and Technology Policy issued a report to the President last month assessing the status of 27

technologies considered critical to the nation. Overall, the report characterized as "Slight" the

U.S. lead in food and agricultural technologies over competitor nations in Europe and the Far

East.

A recent study on U.S. research and development consortia noted that in Europe, consortia

activities across industries represent 6 percent of total research and development expenditures;

in Japan the figure was 4 percent. The comparable figure for the U.S. was 1 percent. In Europe and Japan such consortia are funded 50/50 by government and industry. In the U.S.

the proportion was 25 percent from government, 73 percent f om industry.

Comparing private and public sector investment in food manufacturing research and

development in 1992, the National Science Foundation found, in essence, that federal

investment in food manufacmring was immeasurably small.

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These figures make it clear that our own short-term thinking hands over to our competitors the

advantages of leveraging research dollars, pooling expertise, and investing in long-term

strategies.

The U.S. food system is climbing a steep learning curve. Except for bilateral cooperative

agreements between individual food companies and academic research institutions, of which

there are many, the 16,000 food companies that comprise the food industry are used to "going

it alone. " They compete with each other and with foreign competitors largely on an individual

basis. Only recently are multi-party research initiatives emerging in the food sector. Thus,

while we may have lagged our overseas counterparts in developing a common food research

agenda and the mechanisms to work collectively, USFEAST is poised to capitalize on its unsurpassed research strength, its world class technological capability, and its global vision.

Food Safety

Recognizing that the U.S. has one of the safest food supplies in the world, yet at the same time our world includes microbial pathogens, those of us in the food system must always be vigilant

against food borne pathogens. New and emerging harmful organisms ensure that the task is never completed. Scientists are unanimous in their agreement that microorganisms are by far

the greatest danger to food safety. Of course, other threats to food safety, such as toxicants

and contaminants, also warrant safeguards.

The USFEAST Food Safety Committee foresees major technological achievements in assuring

food safety. For example, the DuPont microbial typing technology featured in the video is, to our knowledge, the first to win an award through the NIST Advanced Technology Program

last fall. This technology and others in development offer promise for improved microbial

quality assurance as well as more rapid drug and pesticide residue detection. Minimizing the

risks of foodborne pathogens, however, hinges on greatly advancing our understanding of

microbial ecology: how organisms enter the food supply, what makes them flourishrwhy one

strain is virulent while another closely related one is harmless, and what makes organisms

pathogenic. These are some of the questions for which there are no firm answers and hence

only limited control measures. Predictive microbial modelling, however, based on what we

know about microbial behavior, has become an increasingly powerful tool for designing foods

and controlling processes to ensure safety.

The Office of Science and Technology Policy has found that die U.S. either lags or is on par

with major competitor nations in food safety. OSTP recognizes, for example, that no

technology for processing food is universally protecdve. Its recent report to the President

stated:

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IFT/USFEAST

"The application of advanced technologies to monitor food quality and test bacteria,

viruses, parasites, or chemical contaminants is still quite limited in the

processing/production environment. While techniques including flow cytometry,

immuno-assays, and DNA-hybridization including polymerase chain reaction have

demonstrated capabilities in the laboratory, it is not currently economic to deploy them

in the large volume production environment in today's [U.S.] food processing plants."

Food safety is receiving increasing attention in international trade, where harmonization of

safety standards and the adoption of HACCP programs are deemed crucial for smooth world

trade. It is clear that cross-cutting research accomplishments in this field will pay great

dividends in both food quality and competitiveness.

Environmentally Responsible Food Processing

The U.S. food industry and global industrial development in general confront a growing

dilemma. We face a climate of increasing public and government concern over depletion of

non-renewable resources and the growing environmental threat from industrial pollutants and

wastes. At the same time we strive for industrial growth and increasing competitiveness.

Increasingly, industry, government and the public recognize the need [SLIDE] to shift from

managing environmental problems to preventing them; from consuming to conserving

resources; and from minimizing to avoiding harmful consequences to the environment.

Specifically, we need to prevent pollution, reduce or eliminate waste, make more efficient use of energy and water, while at the same time reduce operating/unit costs and increase output.

Not surprisingly, the path to overcoming these challenges lies in advanced technologies. For

example, food processing uses prodigious quantities of water. Without novel technologies

which could replace these traditional processes—technologies with improved energy

efficiency—it is difficult to appreciably reduce water consumption. Similarly, new

technologies applied to food processing, such as the laser potato peeler illustrated iff the

video, actually eliminate waste by converting the byproduct (potato peels) to carbon dioxide

and water.

Success in the development of innovative, environmentally responsible food processes

foreshadow changes not only in food processing but in agricultural practices, energy

utilization, water management, transportation, and consumer behavior. New food

technologies with environmental advantages will also have economic benefits and provide an

important link with sustainable development.

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Food and Health

Just about everyone knows that diet can be a powerful influence in deterring and delaying the

major chronic diseases that affect affluent countries. That said, however, food choices are far

from being a magic bullet. As we expand our understanding of the array of foods that not

only meets nutrition needs but contributes positively to wellbeing without compromising risk

of health, we are better able to develop the kind of convenient, healthful, and palate-pleasing

foods that meet today's busy lifestyles. Already, two thirds of adults consume "light"

products an average of four times a week. But the food system faces the challenge not only of

lightening the fat, calorie and sodium load, but in boosting the fiber and calcium content, and

determining optimum levels of such factors as anti-oxidant vitamins, various fatty acids, and

micronutrients such as folic acid, copper and zinc. At the same time, the sobering observation

that more Americans than ever are overweight—approximately one-third of all adults are obese—makes it clear that the challenge of ensuring wholesome nutritious food choices goes

far beyond the contents of a particular package.

We in the food manufacturing sector see a golden opportunity to build on the science and

technology base created in nutrition, food science, engineering, clinical studies and education

to meld the talents of government, academia and industry to make real progress not only in creating tasty, convenient, and healthful food choices but in ensuring that such choices are part

of everyday lifestyles as an important means to achieve greater health, happiness and

productivity.

Food Science and Technology on the National Agenda

The Honorable John Gibbons, Director of the Office of Science and Technology Policy,

en\inciated to the House Committee on Science and Policy three goals of science and

technology policy for the nation. They were:

Long term economic growth that creates jobs and protects the environment

More efficient and responsive government

World leadership in basic science, mathematics and engineering

We wholeheartedly agree that science and technology are national agenda items. We would

add the word food not only to science but also to technology, for there are other aspects of

technology that are very important to enhancing the strength of the U.S.'s future food

manufacturing base, as are aptly identified by the Center for Advanced Food Technology

(CAFT) at Rutgers University. These include shop floor training, computerization, and

automation within existing know-how and technology. A developmental thrust is needed in

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IFT/USFEAST

addition lo research. We also need to get young people interested in food science and

technology, and this has to start at a very early age.

Future innovations in the industry require the skills, talents, brains, and creativity that spawn

new industries, generate ideas, and develop new products that result in high-paying jobs for

American workers. Already the drive for "green" technologies is forging new industrial

development and creating jobs. Advanced technologies such as time temperature integrators

for tracking the temperature exposure of foods, pulsed light technology for pasteurization, and

on-line nuclear magnetic resonance and video imaging for quality control herald a new level of

sophistication in our food processing systems. These are the types of advancements rightly

expected of American research. . .

The lean budgets experienced by government, universities and companies have fostered the

search for collaborations that leverage research investment dollars and human talent. They are everywhere forcing tough choices for establishing priorities in research and investment.

Cooperative agreements among government, industry and academia are a logical outcome of

the search for ways to leverage tight dollars, to focus on the most strategic research

investments and to streamline the processes leading to achievements. The President's

"Reinventing Government" initiative has already stimulated much closer cooperation and

activity within government agencies, with USDA undergoing its second major overhaul

towards streamlining in the past year.

Third, world leadership in basic science, mathematics, and engineering underpins America's

stunning achievements in physics, chemistry, medicine, transportation, and food science, to name just a few jewels. It is no secret however, that our scientific leadership in food—to select just one area—in such aspects as biotechnology, packaging, thermal processing, and

filtration technology is being significantly eroded. These are the technologies upon which the

prospects for significant achievement in health, safety, and security of food production rely;

these are the pillars which anchor the economic strength, competitiveness, jobs and ~

environmental protection of the food system.

In the food system the easy problems have been solved. It is the formidable gauntlet of

complex, long term, fundamental scientific questions, such as those involved in understanding

the interactions of food chemicals, the determinants of pathogenicity in microorganisms, and

the complex interplay among genes, food and the environment in human health, that constitute

the barriers to breakthroughs in food technology.

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USFEAST believes that collaboration among government, industry and academia is the most

effective way to solve the cross-cutting, precompetitive, long term research and development

technological problems challenging the food system. Compared with our global competitors,

America vastly underinvests in civilian research and development by both the federal and

private sectors. President Clinton said in his biennial report to Congress on Science and

Technology, on average, money invested in science and technology brings a 50 percent rate of

return—about double the average private rate of return. As you can see, the collaborative

approach is not only good business practice but, in all likelihood, the only way to achieve the

scientific advancements needed to develop die successful food technologies of the future.

USFEAST

Institute of Food Technologists

221 N. LaSaUe Street, Suite 300

Chicago, IL 60601-1291

Telephone: 312/782-8424

Fax: 312/782-8348

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coKFEiiesce

Craig Long

Director of Quality

Milliken & Co.

SLIDE # 1

Ladies and Gentlemen, Thank you and Good

AfternooiL ' •

It is iny honor and privilege this afternoon to speak on

behalf of ^iir nation's very large, multi-level, totally

vertical, I i^iers, textiles, and fabricated products industry.

Like )nany industries represented here today, this

industry is undergoing tremendous change like it has

never sec i in it's history.

At i iiken & Company, we have many sayings on the

wall, I W')uld like to begin with this one:

SLIDE # ^

'^Our iri^ atest fear should not be change^

but fail: - e to employ change/'

My roessage today is twofold. Number one: To update

you on tl .!2:!obal competition that threatens so many jobs;

203
and Number Two: to share with you some of our

industry's fundamental changes this very large industry i

making to address this competitive environment.

SLIDE #3

Specifically, today, I will address how the industry is

uniting with academia and government to attack these

huge challenges.

I believe the greatest contribution our industry could

make to tnis Conference is to share the success we are

experiencing in this united partnership-we call THE

AMTEX PARTNERSHIP.

SLIDE #4

This industrial complex is made up of 3 key areasfirst is fibers, represented by 39 companies; textiles.

represented by 4,982 companies; and fabricated

products , mostly small cut and sew operations for

apparel--21,301 companies.

204
and Number Two: to share with you some of our

industry's fundamental changes this very large industry i

making to address this competitive environment.

SLIDE #3

Specifically, today, I will address how the industry is

uniting with academia and government to attack these

huge challenges.

I believe the greatest contribution our industry could

make to tnis Conference is to share the success we are

experiencing m this united partnership—we call THE

AMTEX PARTNERSHIP.

SLIDE #4

This industrial complex is made up of 3 key areasfirst is fibers, represented by 39 companies; textiles.

represent ed by 4,982 companies; and fabricated

products , mostly small cut and sew operations for

apparel--2 1,301 companies.

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SLIDE #5

The industry is characterized by fiber and textiles

being capital intensive, and fabricated products-labor

intensive l)ut overalL an industry of HIGH

TECHNOLOGY, with each segment having the

HIGHEST PRODUCTIVITY of any other nation in the

world!

SLIDE #6

We believe our industry to be one of national strategic

importance employing approximately 2 million people and

accounting for 4% of manufacturing gross domestic

product.

SLIDE #7

In tei nis on national importance, this equates to

approximately 12% of all manufacturing jobs.

> Our consumer sales are $219 billion dollars per year.

> Our in lusi i y wholesale shipments are $137 billion dollars per year.

> We in\ I st nbout $4 billion dollars per year in capital equipment.

206
>

>

>

We pa\ about $4.0 billion dollars per year in state and federal taxes

The 2 ill! inn people we employ work in operations in all 50 states.

We spend S3. 5 billion o R&D each year.

SLIDE #8

Our industry generated $58.9 billion dollars in gross

domestic product. More than all major manufacturing

industries except for the aerospace industry.

SLIDE #9

And, our consumer sales were the largest in 1993 of

all manufacturing industries at $227 billion dollars.

SLIDE #10

Now, a look at our challenges.

The U.S. apparel market continues to grow in billions

of square meters, but domestic production is declining,

while imports now exceed our domestic production.

207
SLIDE #11

In fact, our trade deficit in 1994 was over $36 billion

dollars.

The net affect of these massive imports is the loss or

unrealization of 1,240,000 jobs.

We believe this is important. We believe the challenge

is real and we believe there is a lot at stake for our

industry and our nation.

SLIDE #12

Before I go on, I want to talk about the customer. We

get involved m so many issues sometimes we often forget

about who ultimately drives change--the customer. _ The model on this slide is very simple, the intersection

of the circles made up of Quality, Cost and Delivery.

As we have studied great industries around the world,

we have found the customer to be the focal point of

everything they do.

As the customer, in the end, only sees 3 things:
6

QUALITY, COST, and DELIVERY.

In terms of Quality, the textile industry has made

tremendous strides in quality, as many industries have

also done.

For Milliken & Company, winning the Malcolm

Baldrige Quality Award in 1989 reinforced this position.

Our research tells us that Quality continues to be the

number one rated attribute of our products by our

customers.

What we are finding is Quality alone will not win the

game. It is becoming a basic requirement to play in the

game. Your must be cost competitive and deliver what the

customer wants and when he wants it.

SLIDE #13

So, lets talk about cost next. This is another quote we

like:

^'Driving down cost is the ultimate competitive

weapon/^

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SLIDE #14

The chart shows that both our textile and apparel

segments ha ^'e increased productivity annually more than

the average of all USA manufacturing--3. 4% for textiles

and 3.1% for apparel, versus the USA average of 2.5% per

year.

SLIDE #15

Look at what has happened in technological

advancements in yarn formation--in productivity an 8.2

fold increase in 2 decades.

SLIDE #16

And fabric formation technology, a 6.7 fold

improvement in 20 years.

There's just one problem, the major machinery

developments that have brought about these enormous

productivity increases in large part, have been by a fewcompanies, nil non-USA companies, and they are selling

210
the new generation equipment worldwide.

SLIDE #17

On Delivery, our research shows that Delivery--that is

delivering the right product when the customer wants itis only exceeded in importance by Quality.

To address Delivery, the industry created the

''CRAFTED WITH PRIDE COUNCIL'' in 1984 because

of the rising import situation.

One objective of this industry consortium was to study

our total vertical industry AS A SYSTEM to determine

how we could best increase our domestic industry's

competitiveness.

This industry-wide initiative developed some stunning

learnings. Despite the fact that each segment of the

industry had the best quality and highest productivity in

the world, there was an enormous loss--or waste-in the

vertical supply chain from the manufacturers to the

retailers and to the consumers.

21 i
These studies revealed that there was typically a 66-

week apparel supply pipeline from raw fiber to the

consumer!

SLIDE #19

Specifically, there was a $25 billion dollar loss--or 25%

of our sales resulting from markdowns, out-of stock and

inventory costs--not delivering the right product at the

right time.

These losses were a direct result of our industry's

inflexible manufacturing and inadequate forecasting,

planning and scheduling capabilities.

These studies led to the formal launching of what was

labeled "QUICK RESPONSE" throughout our industry.

Studies showed that at least 12 billion dollars of cost could

be eliminated. By putting into place point-of-sale

information as the starting point for a "CONSUMER

PULL SYSTEM" as opposed to the

"MANUFA( TURING PUSH SYSTEM" that has
10

prevailed in the USA.

In recent years, a new label has been given to

"QUICK RESPONSE" by many in the industry-

'VEMAND ACTIVATED MANUFACTURING'' (DAM).

SLIDE #20

In the end, the customer demands quality, cost,

delivery and ultimately innovative new products.

SLIDE #21

We concluded inspite of the tremendous efforts made

by the industry that we desperately need world class

collaboration and research and development similar. to

what we are seeing in other countries.

We concluded that we needed collaboration of our total

industry with our world class government research

laboratories, universities and other organizations.

213
SLIDE #22

What is needed for world class technology leadership?

We belie /e it is simply an issue of LINKAGE and

LEVERAGE. Linkage and leverage of the fundamental pieces

already in place

-- Basic Research - in our universities

Applied Research - in place in our National Labs.

SLIDE #23

To make this work, the entire industry had to come to

the table united. Our industry is unique because of its

extraordinary integration, horizontally and vertically.

We are made up of 27 trade associations.

SLIDE #24

The industry research, education and technology

transfer organizations (RETT) almost totally supported by

the industry, focus on providing industry leadership,

education, process research and development, technology

214
12

road maps, technology assessment, competitive technology

transfer from around the world into the domestic

industry. :- .

And, these organizations have been in place

supporting the industry for years.

> Cotton Incorporated - supporting cotton growers for 32 years.

> Institute of Textile Technology - supporting textile manufacturers for

50 years.

> Textile/Clothing Technology Corporation (TC2) - supporting apparel

manufacturers for 13 years.

> Textile Research Institute - supporting fiber producers for 64 years. - These unique industry organizations, or consortia,

have been led by the industry's leaders with a passion for

driving our industry's competitiveness to a world class

level.

SLIDE #25 ; r^j;-

The National Textile Center was created in 1991,

driven by the industry's vision of expanded research . . .

needs. The National Textile Center was formed with four

universities that graduate approximately 90% of the ; ; ^ o

215
textile related students for the industry.

SLIDE #26

With this industry structure in place, in March of

1992, Secretary of Energy Hazel O'Leary signed the

AMTEX Agreement, initiating a consortium with the

textile industry and the Department of Energy involving

all 12 of the National Laboratories (the first agreement of

this type ever!) to do large-scale, applied research, which

these government laboratories have done so

extraordinarily well for our nation's defense and energy

initiatives.

SLIDE #27

The AMTEX Partnership is based on 7 principles:

1. Engages the entire industry and is industry driven

2. Projects are industry selected to minimize duplication

3. Initiatives do not pick winners-all companies can participate

4. Research is focused on basic process technologies (not competitive

oi' proprietary products).

216
14

STJDE #2H

5. Projects are organized to capitalize on core strengths and

technologies of the National Laboratories

6. AMTEX initiatives are in full alignment with the National

Laboratories core missions

7. Ail projects have quantifiable economic objectives with

regular reviews

SLIDE #29

The major AMTEX initiatives are to create leapfrog

breakthroughs that will ultimately drive Quality, Cost,

and Delivery using:

1. Information highway

2. P'lexible Manufacturing Processes

3. Waste Materials Utihzation

SLIDE #30

There are currently 8 projects underway in AMTEX

1. DAMA (Demand Activated Manufacturing Architecture) -- will

design the textile industry's electronic marketplace of the future.

DAMA will link the industry supply chain to produce apparel on

demand.

217
2. Cx\FE (Computer Aided Fabric Evaluation) -- will provide

aritomatod inspection capabilities of all fabrics (Cost)

3. TreC (Textile Resource Conservation) -- will work on resource

t iiicient manufacturing processes, including reducing energy

consumption and manufacturing products without

introducing waste into the environment (Cost)

4. RCI (Rapid Cutting Initiative) -- will work with fabric cutting

technolog}^ to assist with flexible, small lot manufacturing.

5. EEF (Electronic Embedded Fingerprints) - will develop

miniature electronic tags that will be used to identify a product's

history and track the product through the supply chain.

6. SFAM (Sensors for Agile Manufacturing) -- will identify

sensors and develop feedback controls for flexible, fast and safe

:^-'\ving.

7. CBI (Cotton Biology Institute) -- will assist with identifying

genes that are associated with improved fiber and textile properties.

8. OPCon (Online Process Control) - will use sensors for

real-time monitoring of critical fiber manufacturing process

parameters.

SLIDE #81

All of the projects just mentioned draw on one or more

of the National Laboratory's core competencies:

218
16

National Laboratories Core Competencies Applied

1. Modeling of Complex Systems

2. Computer Networking

3. Information Analysis

4. Image Recognition Sensors

5. C 'osed Loop Control Systems

SIJDE #32

National Laboratories Core Competencies Applied (cont'd)

6. Laser Technology

7. rv lvancecl Coatings and Materials

8. Miniatui'ization

9. Gene Sequencing*

SLIDE #38

DAMA - The Demand Activated Manufacturing

Architecture project is the largest project in AMTEX,

involving 7 of the National Laboratories and currently

having 34 industry research partners.

219
SLIDE #34

Based on a study done by Kurt Salmon & Associates

in 1985, it takes 66 weeks to bring apparel products to

market; from the time the initial order is placed until the

item is purchased in a retail store. This very long lead

time is the main reason there is so much waste, and

opportunity, in the domestic textile product pipeline. It is

also a reason why offshore competition has been so

effective in gaining US market share. If it takes us 66

weeks to get a product into the consumers' hands, the few

weeks it takes to ship garments from the Pacific Basin to

the US is somewhat insignificant.

SLIDE #35

DAMA Vision: By the end of the decade, DAMA will

link the U.S. integrated textile complex enabling effective

and responsive decisions resulting in a net gain in the

global marketplace.
18

SLIDE #36

DAMA has 3 main goals: ^

1. Determine the strategic business structure changes needed

2. EstabHsh a textile industry electronic marketplace

3. Liigage ; ! c' industry in DAMA

SLIDE #37

A recently completed study on men's wrinkle resistant

cotton slacks tracked the slacks from the cotton field

SLIDE #38

Through the fabric formation and dyeing sector,

SLIDE #39

Then, through the apparel manufacturing sector, and

SLIDE #40

Through retail sector. The industry model will then

be used to simulate the effects of changes to current

business practices.

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19

SLIDE #41 ^ The second goal of DAMA is to provide an electronic

marketplace, where all sectors of the supply chain,

including customers, can interact to buy, sell, negotiate,

identify customers and suppliers, and form partnerships

to provide demand activated responses unlike the

customer has ever seen.

SLIDE #42

The thi rd goal of DAMA is to engage the industry.

Therr^ are currently 29 industry partners (representing all

sectors of the industry). This goal is to communicate to

the entire industry the accomplishments of DAMA. _

SLIDE #4 3

(DAMA National Laboratories) - DAMA has 7

National Laboratories involved in the project. After only

little more than a year since the project has been funded,

these labor.Uories are working cooperatively and

222
effectively together for the sake of the industry.

20

SLIDE #44 - •

; ; . MAJOR ACCOMPLISHMENTS. And the

accompHshments made on the DAMA Project already

make an impressive list.

We have developed a simulation of the 66 week supply

chain pipeline. This simulation resides in the DAMA

Learning L;ib, and has been used by the industry to see

how changes m forecasts and inventory levels impact on

cost and service levels.

A comprehensive model of the industry is under

development, using product line investigations and "Best

of Class" benchmarking from within the industry.

SLIDE #4 5

MAJOR ACCOMPLISHMENTS (CONT^D) - An

apparel manufacturing sourcing database is about to be

brought on-line, with the help of Apparel Manufacturers

223
Associations.

TEXNET, a prototype of how point-of-sale data can be

effect : vely : nimarized and sent back down the supply

chain. The research partners regularly working on the

project are exchanging information through the internet.

SLIDE #46

AMTEX, a role model partnership of government and

industry working together to strengthen an entire

industry

> 1 ] 0 Scie!^: i st and Engineers from 12 of the National Laboratories

> 120 Scieiirist and Engineers from 150 industry companies

> Coordinat ion of the appHed research efforts through the industry

> Rosearch/Education/Technology training organizations that4iave

bi'en serving the industry for years

> And {^001 ' i 1 nation with the basic research efforts going on in our

universitK^s under the National Textile Center.

A PROVEN ROI.E MODEL OF GOVERNMENT AND

INDUSTRY WORKING TOGETHER!

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22 i|

.\ few \\ eeks ago, we had a review of the AMTEX

Projects.

I would like to share with you Secretary Hazel

0'Lear3^'s ccunments on the progress to-date: |

]

) FILM - 6 Minutes

In closing, I would like to thank you for the

oppoi i unitx to share with you the lessons learned from the

fibers, textnes, and fabricated products industry and the

AMTEX Partnership.

As bar] lers come down, and we begin to work

togetr.er, our industry believes we will develop

"LEAPFROG" technology that will fundamentally change

the industry in such a way the consumer will see the

finest Quality, Cost, Delivery and Innovative products

made m th. United States of America!!

THANK YOU!!!!!!!!!!!!!! 225

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A VIEWPOINT

FROM THE

MACHINE TOOL

INDUSTRY

302
Dead American

Machine Tool Companies

303
NEWMACHJNE TOOT. TECHNOLOGJFS

• Stewart Platform Machines

• Open Architecture PC-Based CNC's

• Increased Machine Accuracy

• High Speed Spindles and Servos

• Cells for Rapid Throughput

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Manufacturing Training and Education

Changes for Sections 2, 3 and 6:

STRATEGIC PRIORITY 2- IMPROVE THE QUALITY OF EDUCATIONAND TRAINING

FOR WORK

1. First paragraph:

Move second sentence to become the first sentence.

Add "systemic" to the beginning of the new second sentence.

2. Add a new action priority:

Educate and enable the educators to participate in the paradigm shift..

3. Replace "with emphasis on manufacturing industry projects" to the third bullet at the end starting with text after the word "program."

4. Add the new action priority after the original x bullet:

Support academic and corporate participation in the international IMS program.

5. Change references to the action "encourage" to "do."

6. Add new action priority:

Replicate successful large industry models of distance learning access to reduce

infrastructure costs and lower the costs and time constraint barriers of small and

medium sized businesses.

7. Add new action priority: (Add from strategic priority 5)

Provide cooperative lifelong learning within and across industry sectors.
STRATEGIC PRIORITY 3- ENSURE ACCESS TO ALL POPULATIONS

1. Add the action priority:

Use of Nil to give teachers access to education and training on demand, any

time and any place.

2. Add the action priority:

Encourage HBCUs alliances with forefront sciences through major corporations, National

Labs and research universities.

3. Add the action priority:

All government labs should be encouraged to require collaborative researchers to include

a K- 12 component as well as HBCUs.

4. Add new action priority: (Add from strategic priority 5)

Disseminate descriptions and results of innovative, high performance lifelong learning.

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STRATEGIC PRIORITY 6 - MEASURE PRIORITY

1. Add the action priority:

A documented portfolio should be required as a measure of performance of achievement.

2. Add the action priority:

The evolution of standards to match the paradigm shift should be structured to meet ever changing industry needs.

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441

U. S. INTELLIGENT MANUFACTURING SYSTEMS

(IMS)

R. L, Cattoi

NIST Conference

Gaithersburg, MD

April 19, 1995

443
1

THANK YOU

IT'S A PLEASURE TO BE HERE TODAY TO GIVE YOU AN OVERVIEW OF

THE IMS ACTIVITY.

AS MANY OF YOU KNOW, IMS IS A GLOBAL, INDUSTRY LED ACTIVITY

OF INTERNATIONAL COOPERATION FOR THE DEVELOPMENT OF

MANUFACTURING TECHNOLOGIES AND SYSTEMS.

IT WAS FIRST PROPOSED BY THE JAPANESE IN 1989, AND AFTER

SUBSEQUENT MEETINGS OF MITI, THE U.S. DEPARTMENT OF

COMMERCE, AND THE COMMISSION OF THE EUROPEAN

COMMUNITIES, A FEASIBILITY STUDY FOR IMS WAS INAUGURATED IN

1991. THE GEOGRAPHIC/POLITICAL REGIONS THAT AGREED TO

PARTICIPATE IN THIS STUDY WERE THE U.S., CANADA, THE

EUROPEAN UNION, THE EUROPEAN FREE TRADE ASSOCIATION,

JAPAN, AND AUSTRALIA.

444
2

THE GOAL WAS TO USE SHARED INVESTMENT IN DEVELOPING PRECOMPETITIVE OR NON-COMPETITIVE MANUFACTURING

TECHNOLOGIES AND SYSTEMS TO IMPROVE THE EFFECTIVENESS -

AND HOPEFULLY SEAMLESSNESS - OF GLOBAL MANUFACTURING

OPERATIONS.

COROLLARY OBJECTIVES INCLUDED THE DEVELOPMENT OF

MANUFACTURING PROCESSES THAT WOULD BE ENVIRONMENTALLY

FRIENDLY AND THE ESTABLISHMENT OF AN INTERNATIONAL

MANAGEMENT STRUCTURE THAT WOULD MOTIVATE AND FACILITATE

THE FORMATION OF INTERNATIONAL CONSORTIA.

THE FEASIBILITY STUDY, WHICH INCLUDED THE ESTABLISHMENt AND

MONITORING OF SIX INTERNATIONAL CONSORTIA CALLED "TEST

CASES" CONCLUDED IN EARLY 1994. THESE SIX TEST CASfeS

INVOLVED 21 COUNTRIES AND 140 PROJECT PARTNERS OF ALL

SIZES. AFTER A REVIEW OF THE STUDY, THE INTERNATIONAL

STEERING COMMITTEE, WHICH GOVERNED THIS ACTIVITY. DECLARED

445
3

THAT THE OBJECTIVES OF IMS WERE VALID, THAT INTERNATIONAL

CONSORTIA INVOLVING LARGE COMPANIES, SMALL COMPANIES,

UNIVERSITIES AND GOVERNMENT LABORATORIES COULD BE

EFFECTIVELY ESTABLISHED AND MANAGED BOTH EQUITABLY AND

BENEFICIALLY, AND THAT THE IMS CONCEPT WAS FEASIBLE.

A RECOMMENDATION FOR A FULL SCALE, 10 YEAR IMS INITIATIVE

WAS PASSED ON TO THE SIX PARTICIPATING GOVERNMENTS.

THE TERMS OF REFERENCE FOR SUCH A FULL SCALE ACTIVITY WERE

SUBSEQUENTLY RATIFIED BY THE U.S., JAPAN, AUSTRALIA, AND

CANADA, WITH THE RATIFICATION BY EUROPE EXPECTED SOON. BY

AGREEMENT, CANADA WILL CHAIR THE INTERNATIONAL STEERING

COMMITTEE FOR THE FIRST TWO YEARS.

446
THE TECHNICAL THEMES PROPOSED FOR THE FULL SCALE IMS

ACTIVITY ARE: (Fig. 1)

TOTAL PRODUCT LIFE CYCLE ISSUES

CLEAN, ENERGY EFFICIENT MANUFACTURING PROCESSES

VIRTUAL/EXTENDED ENTERPRISES

STRATEGY/PLANNING/DESIGN TOOLS

HUMAN/ORGANIZATIONAL/SOCIAL ISSUES

OBVIOUSLY, THIS SHORT LIST IS NOT INTENDED TO LIMIT THE SCOPE

OF PROJECTS. FURTHER DETAIL ON THE PROPOSED THEMES CAN BE

OBTAINED FROM THE IMS SECRETARIAT AT DoC.

NOTING THAT SUMMARY BACKGROUND, WE ARE NOW READY TO

LAUNCH OUR FULL SCALE IMS ACTIVITY HERE IN THE U.S.

447
A THREE PERSON U.S. STEERING COMMITTEE HAS BEEN APPOINTED

BY THE SECRETARY OF COMMERCE. MEMBERS ARE:

DR. JOHN WHITE - GEORGIA TECH - REPRESENTING THE

UNIVERSITY COMMUNITY

DR. GRAHAM MITCHELL - DoC - REPRESENTING GOVERNMENT

AND I WILL REPRESENT INDUSTRY AND BE THE CHAIR OF THIS

DELEGATION.

THE INTERNATIONAL STEERING COMMITTEE IS SHOWN IN FIG. 2. THE

GOVERNMENT MEMBERS OF THE NATIONAL COMMITTEES ARE

OBSERVERS ON THE INTERNATIONAL COMMITTEE.

I MUST - UP FRONT IN MY COMMENTS - CLARIFY WHAT IS OFTEN A

MISCONCEPTION REGARDING IMS.

I WILL ADMIT THAT MY CONCERN INVOLVES SEMANTICS, BUT

SEMANTICS ISSUES CAN CAUSE SIGNIFICANT MISUNDERSTANDINGS

- AND I DON'T WANT TO BASE MY TALK ON A FOUNDATION OF

MISUNDERSTANDING.

448
SIMPLY PUT, DESPITE WHAT YOU OFTEN SEE IN PRINT, IMS IN THE

UNITED STATES IS NOT, IN THE NORMAL GOVERNMENT SENSE OF THE

WORD, A PROGRAM. IT IS AN ORGANIZED (HOPEFULLY) ACTIVITY OR

INITIATIVE UNDER THE COLLECTIVE GUIDANCE OF INDUSTRY,

GOVERNMENT, AND ACADEMIA.

CONTRARY TO WHAT IS TYPICALLY IMPLIED BY A GOVERNMENT

PROGRAM, THERE IS NO LINE ITEM IN SOME GOVERNMENT AGENCY

BUDGET THAT SUPPORTS THE COLLECTION OF RESEARCH PROJECTS

THAT WILL BE CARRIED OUT UNDER THE IMS BANNER.

THERE WILL BE NO COMPETITIVE BIDDING UNDER THE AUSPICES OF

THE IMS MANAGEMENT STRUCTURE. THERE WILL BE NO "CUSTOMER

SPECIFIED" REQUIREMENTS GOVERNING RESEARCH OR DEVELOPMENT

CONTENT. THERE ARE NO CONTRACTUAL REQUIREMENTS OR

RELATED OVERSIGHT.

AS INDICATED EARLIER, IMS IS INTENDED TO BE AN INDUSTRY LED

ACTIVITY, WITH THE MAJORITY OF INVESTMENT COMING FROM

449
7

INDUSTRY - WITH PRIORITIES ESTABLISHED BY INDUSTRY - AND

WITH INDUSTRY GETTING THE GREATEST BENEFITS FROM THE

RESULTS.

OUR GOVERNMENT - THE DEPARTMENT OF COMMERCE ACTING AS

LEAD IN THIS CASE - ACTS IN A MOST IMPORTANT GUIDANCE AND

SUPPORT ROLE. BY THIS, I MEAN THAT IT:

FACILITATES THE PROCESS OF ESTABLISHING INTERNATIONAL

CONSORTIA WITHIN THE LEGAL AND REGULATORY FRAMEWORK

THAT GOVERNS SUCH ACTIVITIES.

MANAGES THE GOVERNMENT TO GOVERNMENT RELATIONSHIPS

THAT INVOLVE AGREEMENTS ON INTELLECTUAL PROPERTY

CONTROL, TECHNOLOGY EXPORT, OR ISSUES OF TREATIES OR

MOU'S.

PROVIDES A SECRETARIAT TO HANDLE ISSUES OF

INTERNATIONAL MEETING LOGISTICS, AGENDA MANAGEMENT,

AND - IMPORTANTLY - INFORMATION DISSEMINATION.

AND OUR GOVERNMENT IS WORKING TO ESTABLISH A

COHESIVE NETWORK OF RELATED, NATIONAL LEVEL

MANUFACTURING ACTIVITIES -- SUCH AS NIST's MEP, DoD's

4S0
8

MS&T PROGRAM, AND NSF's MANUFACTURING RESEARCH

PROGRAMS, ALLOWING IMS TO BE A COMPATIBLE,

COMPLEMENTARY, NON REDUNDANT PART OF THIS NATIONAL

ACTIVITY SET - REALLY ADDING THE GLOBAL DIMENSION TO

THIS NETWORK OF NATIONAL MANUFACTURING ACTIVITIES.

OUR UNIVERSITIES AND COLLEGES WILL PARTICIPATE WITH INDUSTRY

IN RELEVANT GLOBAL MANUFACTURING PROCESS AND SYSTEM

RESEARCH, AND WILL USE THIS COLLABORATION TO STRENGTHEN

THEIR INDUSTRIAL TIES.

SUCH PARTICIPATION WILL ALLOW THEM TO FURTHER IMPROVE

THEIR DEVELOPMENT OF THE EDUCATION CURRICULA REQUIRED TO

MAKE OUR MANUFACTURING ENGINEERS THE BEST IN THE WORLD.

IN SO DOING, OUR UNIVERSITIES CAN PLAY A MAJOR ROLE IN

RAISING THE PROFESSIONAL STATURE OF MANUFACTURING

ENGINEERING WHICH SHOULD ENTICE SOME OF OUR BRIGHTEST

STUDENTS TO ENTER THIS FIELD.

451
9

NOW LET ME GET BACK TO THE QUESTION OF "WHY IMS?" -- OR

"HOW DOES IMS ADD A GLOBAL DIMENSION TO THE COLLECTION OF

THE OTHER NATIONAL MANUFACTURING INITIATIVES?"

I THINK WE CAN ALL AGREE THAT U.S. MANUFACTURING MUST

BECOME INCREASINGLY GLOBAL IF, IN FACT, WE WANT TO BE

GLOBALLY COMPETITIVE. AND I MEAN, AS NOEL LONGUEMARE OVER

IN DoD WOULD SAY, MANUFACTURING WITH A BIG "M".

THE OBJECTIVES OF THE U.S. IMS ACTIVITY ARE CLOSELY ALIGNED

WITH THIS GOAL. LET ME SUMMARIZE THEM FOR YOU.

THE FIRST OBJECTIVE IS TO ESTABLISH - REPEAT, ESTABLISH, NOT

REACT TO - GLOBAL MANUFACTURING STANDARDS. THESE INCLUDE

STANDARDS FOR INDUSTRIAL AUTOMATION SYSTEMS, CAE /CAM

TOOLS, CONTROL ARCHITECTURES, MANUFACTURING PROCESSES,

ELECTRONIC COMMERCE, ETC. I SHOULD NOTE THAT THIS SEGMENT

OF THE ACTIVITY IS FULLY COMPLEMENTARY WITH CALS AND

PRODUCT DATA EXCHANGE INITIATIVES.

452
10

ANOTHER OBJECTIVE IS TO DEVELOP THE MOST EFFECTIVE

PROCESSES FOR GLOBAL CONCURRENT ENGINEERING. GLOBAL

MANUFACTURING IS NOT A MUTUALLY EXCLUSIVE FUNCTION -

DESIGNING FOR MANUFACTURABILITY IN CONJUNCTION WITH

DESIGNING MANUFACTURING PROCESSES IS AN IMPERATIVE.

WE HAVE AN OBJECTIVE TO ESTABLISH A FRAMEWORK FOR

INTELLECTUAL PROPERTY RIGHTS PROTECTION THAT TRANSCENDS

NATIONAL BORDERS AND IS FAIR AND BINDING FOR COMPANIES

LARGE AND SMALL, AS WELL AS FOR ACADEMIC INSTITUTIONS

LARGE AND SMALL. MAJOR HEADWAY WAS MADE IN THE

FEASIBILITY STUDY -- MORE NEEDS TO BE DONE.

THERE IS AN OBJECTIVE TO PROVIDE FOR A CADRE OF PROPERLY

TRAINED ENGINEERS FOR OUR U.S. COMPANIES IN ALL OF THE

GEOGRAPHIES OF INTEREST TO THEM - ALL OF THESE ENGINEERS

WORKING IN AN ENVIRONMENT THAT RESPECTS THEIR

PROFESSIONALISM.

453
11

AND AN OBJECTIVE TO PROVIDE AN ENVIRONMENT FOR EFFICIENT,

EFFECTIVE BENCHMARKING OF GLOBAL MANUFACTURING

OPERATIONS. THIS CONTRIBUTES TO INCREASING KNOWLEDGE OF -

OR EVEN AWARENESS OF - THE STATE OF GLOBAL COMPETITION.

AND MOST IMPORTANTLY, AN OBJECTIVE THAT REALLY SHOULD BE

AT THE TOP OF THE LIST - THAT OF INVOLVING OUR U.S. 2ND AND

3RD TIER COMPANIES, THE SME's, IN ACTIVITIES THAT CAN RAISE

THE LEVEL OF THEIR MANUFACTURING COMPETENCIES AND

INCREASE THEIR ABILITY TO BE GLOBALLY COMPETITIVE - DIRECTLY

OR INDIRECTLY.

IT IS OUR INTENT, AND IT IS AN IMS IMPERATIVE, TO INVOLVE

SIGNIFICANT SME PARTICIPATION IN ALL CONSORTIA WE ARE A PART

OF.

ALLOW ME TO GIVE YOU SOME THOUGHTS ON THE MANAGEMENT

PROCESS REQUIRED TO ACHIEVE OUR OBJECTIVES.

454
12

FIRST, LET ME TOUCH ON INDUSTRY LEADERSHIP AND INVOLVEMENT.

THOSE FAMILIAR WITH THE IMS FEASIBILITY STUDY KNOW THAT AN

INDUSTRY ORGANIZATION CALLED CIMS - COALITION FOR

INTELLIGENT MANUFACTURING SYSTEMS - PROVIDED THE REAL

INDUSTRIAL SUPPORT FOR IMS. CIMS' MEMBERSHIP INCLUDES A

REASONABLE CROSS SECTION OF U.S. COMPANIES ALONG WITH

INDUSTRY ASSOCIATIONS SUCH AS NAM AND NACFAM, AND

CENTERS SUCH AS NCMS.

I FEEL THAT THE FUTURE SUCCESS OF THE FULL SCALE IMS

INITIATIVE WILL DEPEND HEAVILY ON THE FUTURE SUCCESS OF CIMS,

AS IT PROVIDES THE NERVE CENTER AND MUSCLE FOR A BROAD IMS

INITIATIVE. THE SUCCESS OF CIMS, IN TURN, WILL DEPEND HEAVILY

ON THE LEVEL OF SUPPORT IT WILL GET FROM ITS INDUSTRIAL

MEMBERS - AND THAT MEANS CRITICAL SUPPORT FROM THE CEO

LEVEL AND THE NECESSARY SUPPORT FROM THE VP's OF

ENGINEERING AND MANUFACTURING. A PRIORITY TASK OF THE IMS

MANAGEMENT TEAM IS TO HELP ENSURE THAT SUPPORT.

455
13

TURNING TO UNIVERSITY INVOLVEMENT, THERE IS CURRENTLY IN

FORMATION AN ORGANIZATION CALLED A-CIMS OR ACADEMIC

COALITION FOR IMS. MEMBERSHIP WILL CONSIST OF UNIVERSITIES

AND COLLEGES THROUGHOUT THE U.S. THIS IS OBVIOUSLY

PATTERNED AFTER AND IS A SISTER ORGANIZATION TO CIMS.

ACADEMIC REACHOUT TO ASSOCIATIONS SUCH AS THE ENGINEERING

DEAN'S INSTITUTE, ASEE, AND STATE UNIVERSITY/ COLLEGE

EXTENSION PROGRAMS COULD BE COORDINATED BY THIS ACTIVITY.

NOW LET ME TOUCH ON THE MANAGEMENT ISSUES RELATED TO THE

INVOLVEMENT OF - MORE IMPORTANTLY THE UPGRADING OF - SME's

- SMALL AND MEDIUM SIZE ENTERPRISES. OBVIOUSLY, ONLY A

RELATIVELY SMALL PERCENTAGE OF THE MANY THOUSANDS OF

SME's WILL BE DIRECTLY INVOLVED IN THE MANUFACTURING

RESEARCH CONSORTIA ESTABLISHED AS PART OF THE IMS

INITIATIVE. WE CAN ASSUME THESE RELATIVELY FEW WILL BENEFIT

FROM THEIR PARTICIPATION, BUT THE STANDING QUESTION IS, "HOW

ABOUT ALL THE OTHERS? - HOW RESTRICTIVE IS THE IMS

STRUCTURE?"

ALLOW ME TO MAKE TWO POINTS.

456
14

FIRST, A SIGNIFICANT PORTION OF THE IMS PROCESS AND SYSTEM

RESEARCH OUTPUT WILL BE AVAILABLE TO INDUSTRY AT LARGE. OF

COURSE, THERE WILL BE SOME PROPRIETARY, PROTECTED OUTPUT,

BUT THAT WHICH IS NOT CAN STILL GIVE GREAT LEVERAGE TO

THOSE WHO ACCEPT AND USE IT. ALSO, THE INCREASED

AWARENESS OF GLOBAL MANUFACTURING TECHNOLOGIES AND

PROCESSES AND THE RELATED GLOBAL BENCHMARKING PROVIDED

BY IMS PROJECTS WILL BE AVAILABLE TO U.S. INDUSTRY. THE ISSUE

WILL BE THE EFFECTIVE DISSEMINATION OF THIS KNOWLEDGE,

ESPECIALLY TO OUR SME's.

MY SECOND POINT. I INDICATED EARLIER THAT IMS MUST BE A

COMPLEMENTARY, INTEGRAL PART OF OUR TOTAL SET OF NATIONAL

MANUFACTURING ACTIVITIES - ADDING A GLOBAL DIMENSION TO

THIS NETWORK. IF, FOR IMS OUTREACH AND KNOWLEDGE

DISSEMINATION PURPOSES, WE CAN USE THE EXISTING

INFRASTRUCTURES OF NIST's MANUFACTURING EXTENSION

CENTERS, NSF's ENGINEERING RESEARCH CENTERS, NCMS, AND

IMPORTANTLY THE MANY STATE UNIVERSITY EXTENSION

PROGRAMS, WE HAVE A HIGH PROBABILITY OF SUCCESSFULLY

REACHING OUT TO A HIGH PERCENTAGE OF SME's.

457
15

THUS, ANOTHER PRIORITY OF THE IMS MANAGEMENT TEAM IS TO

DEVELOP THE COUPLING TO THESE INFRASTRUCTURES AND TO

PROVIDE AN EFFECTIVE WORKABLE NETWORK.

THE CHART THAT'S UP ON THE SCREEN (Fig. 3) SHOWS THE

MANAGEMENT WIRING DIAGRAM FOR IMS. AS I INDICATED, THERE

IS AN INTERNATIONAL STEERING COMMITTEE AT THE TOP, WITH THE

NEXT LEVEL U.S. ORGANIZATION STRUCTURE SHOWN IN MORE

DETAIL.

WE INTEND TO HAVE A HIGH LEVEL POLICY AND STRATEGY BOARD

TO PROVIDE GUIDANCE TO THE STEERING COMMITTEE, WITH THE TOP

PEOPLE FROM ORGANIZATIONS SUCH AS THE COUNCIL ON

COMPETITIVENESS, NSF, NAM AND/OR NACFAM, NIST, NCMS AND

CIMS AS MEMBERS. WE WILL ALSO HAVE A SET OF STANDING

COMMITTEES TO DEAL WITH TOPICS SUCH AS MANUFACTURING

TECHNOLOGIES, IPR, AND COMMUNICATIONS.

458
16

SECRETARIAT SUPPORT WILL COME FROM THE DEPARTMENT OF

COMMERCE. YOU CAN SEE THE IMPORTANCE OF CIMS AND ACIMS

FROM AN OPERATIONAL VIEWPOINT. CIMS WILL HAVE STANDING

COMMITTEES THAT MIRROR THOSE OF THE STEERING COMMITTEE.

THESE CIMS COMMITTEES WILL BE STAFFED WITH VOLUNTEERS

FROM INDUSTRY WHO WILL CONDUCT NECESSARY STUDIES,

PERFORM ANALYSES, BRING INDUSTRY VIEWS TO THE SURFACE, AND

PROVIDE EVALUATIONS OF RESEARCH PROJECTS.

CIMS AND ACIMS WILL ALSO PROVIDE THE LINKS TO TRADE

ASSOCIATIONS, ACADEMIC ASSOCIATIONS AND INTER AGENCY

GROUPS TO HELP KEEP IMS ON THE PROPER TRACK.

MY LAST TOPIC IS THE ONE THAT ALWAYS GETS THE MOST

QUESTIONS AND DISCUSSIONS - FUNDING.

IF WE CAN FIRST ESTABLISH THAT THERE IS AN IMPORTANT REASON

FOR IMS TO EXIST AS PART OF THE NATIONAL FRAMEWORK TO

IMPROVE GLOBAL COMPETITIVENESS -- AND THEN ESTABLISH AN

459
17

EFFECTIVE PROCESS TO MANAGE IMS - CAN WE REALLY GET THE

NECESSARY FUNDING FROM THE LARGER INDUSTRIAL PARTNERS TO

SUPPORT THE PARTICIPATION OF SME's AND UNIVERSITIES - THE

SMALLER GUYS WHO CANT AFFORD TO PROCEED WITHOUT

RESOURCE HELP? THIS WORKED IN THE IMS TEST CASES - BUT HOW

ABOUT A FULL SCALE INITIATIVE.

CAN WE, IN THESE BUDGET SLICING TIMES, GET ANY SEED MONEY

FROM U.S. GOVERNMENT SOURCES THAT SMALL COMPANIES OR

UNIVERSITIES COULD TAP TO SUPPORT THEIR COLLABORATIVE

EFFORTS? I REFER TO DIRECT GRANT MONIES, AS WELL AS

RESOURCES EMBEDDED IN APPROVED PROGRAMS THAT SUPPORT

NATIONAL MANUFACTURING EFFORTS, AND THAT CAN BE

COMPETED FOR BY INDIVIDUAL PROJECT TEAMS.

ARE THERE FUNDS IN MAJOR FOUNDATIONS OR TRUSTS OR IN

INDUSTRY ASSOCIATIONS THAT COULD HELP?

460
18

OBVIOUSLY, THE JURY IS OUT ON THE ANSWERS TO THESE

QUESTIONS - AND THE THIRD MAJOR CHALLENGE OR PRIORITY OF

THE IMS MANAGEMENT TEAM IS TO GET A WORKABLE SOLUTION TO

THE FUNDING ISSUE.

MY PERSONAL BELIEF IS THAT THOSE LARGER COMPANIES WHO ARE

TRUTHFULLY PROGRESSIVE, WHO ARE OR ARE EMERGING AS

LEADERS, WILL STEP UP AND PROVIDE REASONABLE SUPPORT. I

THINK THEY WILL RECOGNIZE THE FUTURE LEVERAGE TO

THEMSELVES AND TO THEIR SUPPLIER BASE WHEN OPERATING IN A

GLOBAL MARKETPLACE.

THERE ARE, ON THE OTHER HAND, THOSE WHO FEEL WE CAN'P WIN -

THAT THE U.S. INDUSTRIAL PARTNERS ALWAYS LOSE WHEN

COLLABORATING WITH THOSE FROM OFFSHORE. THOSE WHO THINK

THAT WAY ARE INHERENTLY NOT WINNERS, AND FIT BEST IN A

FOLLOWER ROLE. NOT MUCH FUNDING SUPPORT WILL COME FROM

THIS SEGMENT.

461
19

AS TO GOVERNMENT SOURCES 6r FOUNDATIONS SOURCES, TIME

WILL TELL. I THINK THERE ARE OPPORTUNITIES, BUT THEY MUST BE

WORKED AGGRESSIVELY.

AS MARY GOOD COMMENTED - "NOBODY SAID IT WOULD BE EASY."

LADIES AND GENTLEMEN, THAT CONCLUDES MY REMARKS. I HOPE

THEY HAVE BEEN HELPFUL IN YOUR UNDERSTANDING OF IMS.

THANK YOU.

462

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723
EPA^S ENVIRONMENTAL TECHNOLOGY INITIATIVE

FACT SHEET

April-May, 1995

The President's Environmental Technology Initiative (ETI) was announced by President

Clinton in his first State ofthe Union address on February 17^ 1993. The initiative, an

interagency effort spearheaded by the Environmental Protection Agency, was funded at $36 million in Fiscal Year 1994. $68 million in FY 1995 .

'

Reflecting his high aspirations for the mission of the Environmental Technology

Initiative, President Clinton has requested a 76% increase in the FY1996 ETI budget to $120 million . ^ The goal of the Environmental Technology Initiative is to promote improved levels of

health and environmental protection by accelerating the development and use of

innovative environmental technologies. The Initiative will also enhance the

competitiveness of the U.S. environmental technology industry. The President believes

that catalytic public-private partnerships can and must be forged to help American

technology companies win in today's rapidly growing global marke^lace.

Environmental technology is a high-wage, high-growth industry. More than 1,000,000

Americans are employed in the industry today. Our key trade competitors Japan and

Germany recognize environmental technology as a leading 21st Century industry and are

positioning themselves to compete aggressively in the global market. President Clinton

launched the ETI in the belief that American innovators deserve the same opportunity to succeed.

. The United States comprises by far the largest single market for environmental

technology, estimated by Environmental Business International (EBI), a private industry

analyst, at $134-billion in 1992, as compared to $161-billion in the rest of tiie world.

EBI projects that the global market will grow from that 1992 sum of nearly $300 billion to as much as $500 billion by the year 2000.

Environmental technologies prevent pollution, control and treat air and water pollution,

remediate contaminated soil and groundwater, assess and monitor exposure levels and

and manage environmental information.

Exports of environmental technology create high-wage U.S. jobs and will be a key source of employment expansion as Americans increasingly capitalize on opportunities abroad.

Research shows that for every $1 billion worth of exports, 17,000 U.S. jobs are created.

724
What environmental problems is JETI solving? .

The ETI promotes technology innovation as a means to better, more reliable, cleaner,

and lower cost ways to protect the environment and public health. For example, the Initiative

focusses on ways to lower the cost of monitoring and treating drinking water quality, preventing

pollution in small and medium-sized businesses, reducing harmful exposures to air and water

pollution and clean-up contaminated sites sooner, at lower cost. As an integral component of

EPA*s "Common Sense Initiative" and commitment to re-inventing regulation, the ETI focusses

on opportunities where better technological solutions yield better environmental quality and

public health protection through innovative public-private partnerships that will:

• reduce the barriers in federal and state environmental policies and regulations that

inhibit technology development (e.g., technology-specific standards, risk-adverse

permitting, compliance deadlines that preclude the adoption of new technologies,

etc.);

• overcome barriers to demonstrating technologies and developing credible

performance (e.g., lack of test sites, and verification of performance and cost

data); .. .

'

• address financing and commercialization barriers (e.g. , lack of funds for full-scale

testing, and lack of business acumen in small development companies); and,

• facilitate information dissemination/technology transfer (e.g. , no concerted effort

to diffuse information on new technologies and successful applications).

In November, 1993, EPA released a draft. Technology Initiative Strategy (EPA/542/k93/(X)2). The Agency's strategic technology policy goals are to:

• Adapt EPA's policies, regulatory, and compliance framework in coordination with

state and local agencies to promote innovation;

• Strengthen the capacity of technology developers and users to succeed in.

environmental technology innovation;

• , Accelerate the diffusion and transfer of innovative technologies from developers

to users both at home and through exports abroad, and

• Catalyze the development and commercialization of promising new technologies.

725
By promoting the development, commercialization, and use of environmental technology,

ETI will improve environmental quality while fostering the creation of new jobs and businesses.

Early ETI results indicate that technology developers and users can lower the cost of solving

environmental problems and move "beyond compliance" while winning in today's marketplace.

FY1995 Funding : $68-million

Implement the Global Climate Change Action Plan; $17-miliion

Implement the Administration's Technol(gjy for a Sustainable Future Strategy. $4-million

Provide funding via four solicitations:

$40-million:

Federal agencies, states and tribes

Closed September 21, 1994

1500 proposals; 500 are being peer-reviewed

25 Project awards will be announced in April-May and

remaining awards will be announced in July, 1995

$6.5-million ($1.5'million ETD:

Non-profits, colleges and universities

Green chemistry—basic pollution

, prevention technology research; administered by

National Science Foundation & EPA

Closes on May 1, 1995

$3.5-million:

Non-profits, colleges and universities

Socio-economic, pollution preve;ntion,policy framework,

capacity building and diffusion projects;

administered by EPA _

Closes on May 16, 1995

$2.5-million:

EPA Small Business Innovative Research Program

$1.6-million, ETI solicitation for Phase III, commercialization projects (due to be released)

726
What is the EPA planning to do in Fiscal Year 1996?

In Fiscal Year 1996, EPA's Environmental Technology Initiative will emphasize projects

aimed at improving public health and environmental protection by empowering the private sector

to move innovative technologies into the marketplace. This policy objective is based on an

extensive effort to listen, first hand, to the ideas of industry and other key initiative stakeholders.

This effort included participating in numerous public meetings and conferences such as the White

House Conference on Technologies for a Sustainable Future (December 1994). EPA heard

rq)resentatives of industry, academia, non-governmental, environmental, and labor organizations

along with states and local governments stress the importance of EPA aiid state policies in

creating and shaping the market for environmental technologies. As a result of this effort, EPA

has identified several significant policy and regulatory barriers to technology development and

use. Once these barriers are reduced or eliminated, EPA and states would be positioned to support the private sector without impeding the development and use of environmental

technology markets.

In Fiscal Year 1996, EPA will emphasize ways in which the Agency*s and state technology policies can be reformed to make better environmental solutions available by :

• Shattering Permitting Barriers by working with States, and other regulatory reinvention

efforts to streamline permitting processes. Permit approval processes must not penalize

those willing to try new, cheaper solutions to control pollution especially technologies

that provide superior results.

• RemoYing Regulatory Barriers by developing regulations that do not "lock-in" existing

technologies.

• Establishing Flexible Compliance Practices by providing the flexibility to use a wide

variety of environmental technologies and enforcement policies fostering new, better

solutions to national environmental problems.

• DiH'using U.S. Technologies for International Environmental Solutions by

coordinating several governmental programs including those involving climate change,

technical assistance, export promotion, training and technology demonstrations, we can enhance the U.S. environmental technology industry's position worldwide

• Enhance the Credibility and Performance of the U.S. Environmental Technology

Industry by sponsoring pilot technology verification centers at State, non-profit, znd

Federal laboritories. These centers wUl evaluate the costs and peirformance of new

promising technologies. Armed with an EPA-sponsored verification, vendors should be

able to sell new, now proven, technologies both here and abroad.

727
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728
EARLY ETI RESULTS

A few examples follow from among the 78 projects funded in Fiscal Year 1994:

BARRIERS/GAPS/lNrCENnVES:

"AIR QUALITY PERMIT REINVENTION DEMONSTRATION PROJECT"

• EPA has traditionally used permits to regulate facilities that discharge, treat, store,

and /or transport pollutants. Historically, these permits have yielded substantial

reductions in pollutants released to the environment. ,

• Regulatory barriers to the permitting and use of innovative technologies are being

identified and addressed through a variety of proposed statutory and regulatory

changes. However, some flexibility for technology innovation is embodi«l within

the permitting framework already.

• Present permit programs are often cumbersome and generally do not encourage

the use of innovative alternatives, such as new treatment or pollution prevention

technology.

• Partners involved in the project include EPA headquarters and regional staff, the

permits improvement team, the Environmental Law Institute, state and industry

representatives.

• To pilot-test solutions to these problems, the ETI has funded a permitting

"reinvention lab" demonstration project (under the 1990 Glean Air Act) to address

is intended to implement identified permitting barriers to innovative technologies,

. and demonstrate the solutions by generating a "real" facility permit.

• The permitting reinvention demonstration project takes a bold step in

demonstrating the revised air quality New Source Review program based upon the

proposed regulation and writing a permit for an innovative technology.

• Success will come through proving that the New Source Review reform_is viablie

for innovative technologies as proposed, or that any problems identified in the ^ permitting process will be used as input for the final regulation.

729
BUILDING STATE AND LOCAL CAPACITY:

"MASSACHUSETTS DEPARTMENT OF ENVIRONMENTAL PROTECTION HIRES

TECHNOLOGY PERMITTING COORDINATOR"

• Permitting flexibility which already exists under current laws and regulations is not being exercised for a variety of reasons, including the lack of clearly identified

alternative permit pathways for innovative technologies (e.g., variances, R&D

permits, conditional permits, temporary permits); the lack of clearly defined

pennit standards (e.g., how much testing is necessary, independent verification of

test results); and hesitation on the part -of permitting personnel to focus their

limited time and resources on encouraging the development and use of innovative

technologies.

• This project explores existing permitting flexibility to further technology

innovation efforts in the Commonwealth of Massachusetts. ETI funding has

established an Innovative Technology Coordinator (IT Coordinator) position in the

Commissioner's Office of the Massachusetts Department of Environmental

Protection (DEP). This coordinator acts as primary facilitator between DEP

permit writers, the technology developer, the public and municipality, the

Massachusetts Strategic Envirotechnology Partnership (STEP), and the US EPA.

• The rr Coordinator will utilize the Massachusetts Envirotechnology Committee

(an advisory committee STEP established to guide the states), and the DEP's.

Workgroup to find six new pollution prevention technologies to guide through the

DEP permitting process and if warranted, through the partnership process.

POLLUTION PREVENTION FOR SMALL BUSINESS:

"PRINTING INDUSTRY-WATER BASED INKS"

• MPI Label Systems, Inc. (MPI) is an Illinois label maker with seven (7) plants.

MPI management wanted to eliminate employee exposure to any liquid/gaseous

hazards. As a result of the change, solvent emissions to the plant air ate changed

from potentially hazardous to essentially harmless and solid waste generation has

been reduced.

• MPI worked with the Illinois Department of Environment & Natural Resources

and the US EPA to start the WRITE project (\Vaste Reduction Innovative

Technology Evaluation) to review the technological and economic benefits of the

change from alcohol-based to water-based inks and cleaners.

730
'PRINTING INDUSTRY-WATER BASED INKS (coruinued)"

• MPI reported $16,500 in annual savings in one plant from using water based-inks

and aqueous cleaners. Potentially hazardous solvent emissions were also

substantially reduced. If applied industry-wide, a 150,000,000 pounds per year

reduction in toxic solvents emissions, and a decrease in solid wastes,

ENVIRONMENTAL RESTORATION:

"CONTAMINATED SOILS CLEANUP"

• Soil contamination is a pervasive environmental problem that potentially affects

public health. Contaminants in soil can leach into ground water and drinking

water supplies.

• Terra-Kleen of Oklahoma City, OK has developed a technology that is designed to remove organic contaminants from soil. Soil cleaning is accomplished in a self

contained mobile unit that may be transported to the site.

• The process mixes soil with non-toxic solvents, all approved by Food and Drug

Administration as food additives for human consumption, to make a slurry. The

soil is then dried, and solvents recovered for either reuse, or disposal, as necessary.

• This project was conducted under EPA's Superfund Innovative Technology

Evaluation Program (SITE), a public-private partnership which demonstrated the

environmental benefits from this technology such as improved cleanup levels at' numerous Naval Stations including the Naval Communication Station in Stockton,

California, were less than two parts per million PCBs and less than one part per

million DDT, respectively.

• The Navy subsequently gave Terra-Kleen a full-scale cleanup job at their facility

in Stockton. After the demonstration, 1994 sales increased to $600,000 and 4

high wage employees were hired. . For 1995, Terra-Kleen has commitments of $2

million in sales, with a goal of $5 million. Additionally, the company plans to hire as many as 10 new high wage employees. . ,

731
TECHNOLOGY DIFFUSION AT HOME AND ABROAD:

"ECO-INDUSTRIAL PARK PROJECT ON THE US-MEXICO BORDER"

• EPA, in partnership with the National Association of Industrial and Office Parks,

the Urban Land Institute, Environmental Defense Fund and local business and

utilities in Brownsville, Texas, and Matamoros, Mexico to address their common

environmental problems in a unique way.

• Funded by the Environmental Technology Initiative (ETI) , the proj ect partners are

assessing the economic and environmental benefits of applying "industrial

ecology" to the businesses in the Brownsville-Matamoros border area.

• Many businesses are scouting the border area each week, attracted by the

economic incentives under the Maquiladoro and NAFTA policies.

• The project team is assessing the environmental technologies and new businesses

that are needed to make waste exchange efficient, particularly in the oil refining,

apparel, plastics and metal recycling and several light manufacturing industries.

The project partners are also examining the environmental benefits and cost

savings associated with water and energy conservation in the area. A national

workshop is being convened in May, 1995 to diffuse the results of the studies

among other Border area communities, and to more than a dozen other cities

around the country who are also involved in eco-industiial park developments.

How Does ETI work?

Working through a network of technology advocates in every office of the Agency

and EPA's Innovative Technology CouncU (comprising more than 50 staff Agencywide and representatives* of other federal agencies), EPA is integrating putting

Strategy to work in every aspect of the Agency's programs: by funding and

supporting public-private tiechnology innovation partnerships, in writing regulations,

in approving the use of new technologies for monitoring and compliance, carrying

out enforcement, in providing technical assistance, in research and development,-and

in piloting a new verification program.

732
EPA ENVIRONMENTAL TECHNOLOGY ADVOCATES

AIR TECHNOLOGY ADVOCATE

Keith Mason

202/260-1360

202/260-9766 (fax)

REMEDIATION TECHNOLOGY

ADVOCATE

Walter W. Kovalick, Jr. 703/308-8800

703/308-8528 (fax)

INTERNATIONAL MARKET

ADVOCATE

Mark Kasman

.

202/260-0424

202/260-4470

PREVENTION, PESTICIDES and

TOXIC SUBSTANCES ADVOCATE

Joe Carra 202/260-1815

2102/260-0575 (fax) . - RESEARCH and DEVELOPMENT

VERIFICATION ADVOCATE

Penelope Hansen

202/260-4073

202/260-3861 (fax) • ENFORCEMENT POLICIES

ADVOCATE

Susan Bromm

202/564-2310

202/564-0037

WATER TECHNOLOGY ADVOCATE

Bill Kramer

202/260-5824

202/260-5394 (fax)

ENVIRONMENTAL TECHNOLOGY

INITIATrVE/POLICY FRAMEWORK

ADVOCATE

Albert McGartland

Office of Policy, Planning and Evaluation

U.S. EPA, 401 M Street, SW

Mail Code 2127

Washington, DC 20460

202/260-2686

SMALL BUSINESS INNOVATIVE

RESEARCH (SBIR) AND

EXPLORATORY RESEARCH

GRANTS

Don Carey, OER

U.S. EPA, 401 M Street, SW

Mail Code RD-675

Washington, D.C. 20460

202/260-7899

SUPERFUND INNOVATIVE

TECHNOLOGY EVALUATION (SITE)

John Martin

EPA Risk Reduction Engineering Laboratory

26 West Martin Luther King Dr.

Cincinnati, Ohio 45268

513/569-7696

COOPERATIVE RESEARCH &

DEVELOPMENT AGREEMENTS

(CRADAs)

Larry Fradkin

Office of Science Planning and Regulatory

Evaluation

26 W. Martin Luther King Drive, RM-175

. Cincinnati, OH 45268

513/569-7960 .

GROUND-WATER TECHNOLOGY

DEMONSTRATIONS

DickScalf

Robert S. Kerr Environmental Research Laboratory

P.O. Box 1198

Ada, OK 74820

405/436-8580

733
SITE-SPECIFIC, PERMITTING or COMPLIANCE ASSISTANCE

U.S. EPA Region 1 (Connecticut, Maine, Massachusetts,

New Hampshire, Rhode Island, Vennont)

Center for Environmental Industry and Technology

John F. Keimedy Federal Building

One Congress Street Boston, MA 02203

800/575-CEIT

U.S. EPA Region 2 , (New Jersey, New Yoric, Puerto Rico, Virgin

Islands)

Jacob K. Javits Federal Building

26 Federal Plaza

New York, NY 10278

908/906-6988

U.S. EPA Region 3 (Delaware, District of Columbia, Maryland,

Pennsylvania, Virginia, West Virginia)

841 Chestnut Building

Philadelphia, PA 19107

215/597-1113

U.S. EPA Region 4

(Alabama, Florida, Georgia, Kwitucky, Mississippi,

North Carolina, South Carolina, Tennessee)

345 Courtland Street, NE

Atlanta, GA 30365

404/347-1767

U.S. EPA Region s

(Illinois, Indiana, Michigan, Minnesota,

Ohio, Wisconsin)

77 West Jackson Boulevard

Chicago, IL 60604-3507

312/886-6104

SCIENTmC AND TECHNICAL

INFORMATION EXCHANGE

Calvin Lawrence

Center for Environmental Research

Information (CERI) i 26 W Martin Luther Kin^ Dr., G-75

Cincinnati, OH 45268

513/569-7391

U.S. EPA Region 6

(Arkansas, Louisiana, New Mexico, Oklahoma,

Texas)

First Interstate Bank Tower

at Fountain Place

1445 Ross Avenue, 12th Floor, Suite 1200

Dallas, TX 75202-2733

214/665-8349

U.S. EPA Region 7

(Iowa, Kansas, Missouri, Nebraska)

726 "Minnesota Avenue

Kansas City, KS 66101

913/55-5(>64

U.S. EPA Region 8

(Colorado, Montana, North Dakota, South Dakota,

Utah, Wyoming)

999 Eighteenth Street, Suite 500

Denver, CO 80202-2405

303/293-1475

U.S. EPA Region 9

- (Arizona, California, Hawaii, Nevada, American

Samoa, Guam)

75 Hawthorne Street San Francisco, CA 94105

415/744-1021

U.S. EPA Region 10

(Alaska, Idaho, Oregon, Washington)

1200 Sixth Avenue

Seattle, WA 98101

206/553-8562

734
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IMS TEST CASES

Global Concurrent Engineering

Canada Northern Telecom

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Globeman21: Enterprise Integration for Global Manufacturing

towards the 21^' Century

Australia CSIRO

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Japan Toyo Engineering

United States Newport News Shipbuilding

Holonic Control Systems: System Components of Autonomous

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Rapid Product Development

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Canada Pratt & Whitney Canada

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Systemization of Functional Knowledge

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Europe ASEPA/ABB

Japan Mitsubishi Electric

United States Deneb, Inc.

Study: Clean Manufacturing in the Process Industry

Australia ICI Australia

Canada Ahitibi-Price

Europe ICI Engr/Finnish Forest Industry Assn.

United States DuPont

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CIMS REVIEW

Volume 3 A periodic update oo

Issue 1 March/April, 1995

CIMS/IMS activities The Coalition for Intelligent

Manufacturing Systems

Washington D.C.

Message from the Executive Director:

After a great deal of time and a remarkable amount of effort have been put into achieving agreements

between interested parties with very different agendas, ail the pieces are fmally beginning to fall into

place as we approach the-commencement of the International IMS program. The fact that we have found

strong, workable agreement on the nature of our country's involvement with IMS is something for which

all involved are to be commended.

As our "IMS Implementation Workshop" in mid-March demonstrated, we have many issues

yet to be resolved but when we come together, we

can make giant strides in a short amount of time.

This meeting was one of the most productive in recent memory and it is our hope to cany this momentum through with another follow-up

meeting within the next couple of months to truly

get the ball rolling.

Since our last newsletter, the U.S. IMS

Delegation has been named and is currently

preparing for the first International Steering

Committee meeting scheduled for late April in Toronto. We will be very fortunate to have three

outstanding individuals representing us at the

international level. Few have done more than

delegate Bob Cattoi in keeping the IMS program

afloat and moving forward. Bob will be heading

the U.S. delegation to the ISC. Accompanying

him as the other delegate will be another

accomplished individual. Dr. John White of

Georgia Tech University. Rounding out the

delegation will be the U.S. Observer, Assistant Secretary for Technology at the Commerce Department,

Graham Mitchell. All of these gendemen have earned and deserve our full suppon as they head into the

first meeting of the ISC which will inaugurate the full-scale IMS program.

While we take time to recognize what we have done, we must realize that there is still a great deal yet

to be accomplished. Our efforts at reaching out to small- and medium-sized companies, still in the

nascent stage, must be brought to fruition. CIMS, with the support of the Department of Commerce, will

be organizing a number of regional IMS workshops in the near future to begin helping this segment of

the U.S. manufacturing base realize its potential through IMS.

Finding an avenue though which universities will panicipate is also an issue which must be solidified.

As such, we are eager to see A-CIMS become a reality.

And although the International portion of IMS is set to kick off, we cannot ease up on our CIMS

membership recruitment efforts. We must follow up on all these issues and more if we are to realize all that IMS has to offer our nation's manufacmring interests.

IN THIS ISSUE

PAGE

•CIMS Holds IMS Workshop 2

•Report from IMS Secretariat 3

•1st ISC Meeting Set ; 4

•IMS Activities by Region 5

•Congress Targets Tech Programs 7

•ARPA's "Agile Manufacturing" 7

•NIST Manufacturing Conference Set 8

•NEMI at the Launch Pad 9

•ATP Update 9

•IMS Forum '95 Held m Tokyo 11

•TRP News 11

•Agility Forum Update 11

•Info. AvaUable at CEVIS 11

•List of Workshops and other Events 12

•New CIMS Members 12

758
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769


Intelligent Manufacturing Systems Partnership

The Intelligent Manufacturing Systems Partnership is real. It

starts on April 27 with the first IMS International Steering

Committee Meeting in Toronto, Canada.

What is IMS?

It is an industry- led partnership involving companies, government

and academia.

IMS provides the framework for a world-wide set of alliances to

conduct research and promote a technological and organizational

agenda to meet the needs of a global manufacturing society.

Think of it as a facilitative vehicle to address a myriad of

challenges facing globally competitive manufacturers.

How did IMS arise ?

In late 198 9 Japan approached some American companies and

universities about participating in their IMS Program. The IMS

almost the first attempt by Japan to internationalize its

domestic R&D programs.

Bfy February 19 90, U.S. industry came to OSTP and DOC with

concerns about IPR, funding, structure and targeting. If IMS was

to be a truly international cooperative program, rather than a

domestic Japanese program with a few targeted international

participants, then its terms had to be changed in order for

everyone to contribute and to benefit.

We began a process of "intensive industry consultations and

multilateral meetings that resulted in a 2 year feasibility

study. Australia, Canada, EU, EFTA, Japan and the United States

participated to configure a balanced international programo unique because talks were industry-led to make sure

IMS would be industrially relevant

o three committees -- Steering, Technical, IPR

o addressed a new subject; multilateral cooperation

in a very commercially relc^vant technology

o undertook six test cases; 143 participants

o explored modes of cooperation/groundbreaking IPR

yoshida/4-20-95

772
The feasibility study ended in 1994 with the conclusion that IMS

was possible under the new model . The Committees asked their

governments to endorse -- U.S. has endorsed, as has everyone but

the EU (expected) . Also, regions worked on building their

domestic support organizations.

DOC Role

DOC has been a convening and facilitating body at the request of

^industry and the White House Office of Science and Technology

Policy

.

Two officials from Commerce's Technology participated on the

feasibility study negotiating teams. Commerce served as

Secretariat to assist the teams.

Assistant Secretary Graham Mitchell will be observer on IMS

International Steering Committee. Other members will be Bob

Cattoi, former Senior VP of Rockwell, and John White, Dean of

Engineering at Georgia Tech.

Commerce will continue as Secretariat -- supporting negotiators,

disseminating and gathering information, outreach activities,

counseling of potential participants, providing technical

assessments, etc.

During the IMS Partnership, we will continue to work closely with

the Coalition for Intelligent Manufacturing Systems (CIMS) and

the Academic Coalition for Intelligent Manufacturing Systems

(ACIMS) , and with other interested in IMS.

yoshida/^-20-95

773




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I
NSTC/CIT/MI White Paper on Advanced Manufacturing Systems DRAFT

Advanced Manufacturing Systems

White Paper Draft 1/13/95

1 Background

The term "manufacturing systems" defines the collection of information,

procedures and processes, physical equipment, business practices, culture and

organization, and a skilled workforce needed to transform raw materials and

purchased components into value-added products that satisfy customer needs.

Although this broad definition normally refers to manufacturing enterprises or groups of companies, smaller collections of people, machines and information

within individual firms that work together to produce intermediate parts or

assemblies are also often referred to as manufacturing systems or subsystems.

For example, the coupling of computer aided design techniques with automated

methods for programming computer controlled machine tools to produce highly

automated systems for production of machined parts is commonly referred to as

a computer integrated manufacturing system. Other examples include

enterprises, systems and subsystems of people and automated equipment to

manufacture such diverse products as chemicals, metals, electronic devices,

textiles and apparel, and processed foods and fibers.

Because of the large diversity in types, components and business practices,

contemporary manufacturing systems are probably best characterized as

parochial, with very little conser\sus among suppliers, users and researchers as to

the most appropriate system for a particular application. Furthermore, most

leading manufacturing systems and subsystems in use today are more like

islands of automation rather than tightly coupled, monolithic operations.

Effectively interfacing these islands, or legacy systems, into integrated systems

and enterprises is still largely an unmet challenge in American industry or elsewhere in the world.

Only in relatively recent times have manufacturing systems become highly

automated machines and information technology-based. Most successful system

solutions in industry involve first understanding the people/organization

interaction, then implementing a technology solution.

There is general agreement that manufacturing systems will play an important,

if not the most important, role in increasing the effectiveness of manufacturing

enterprises in the future.

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NSTC/Crr/MI White Paper on Advanced Manufacturing Systems DRAFT

1.1 Contemporary Scope

The puq^ose of the manufacturing enterprise is to produce the right product

quantity, at the right time, that is cost competitive and of the right quality to

meet customer expectations. The enablers are the right people skills and culture,

right physical equipment and processes, right information at the right time to the

right people/equipment to make informed decisions, and the right business

practices. Given customer needs, a manufacturing enterprise uses knowledge

and skill to transform rav^ materials and purchased components into valueadded products. The following figure illustrates this overall process.

Material

Data

Knowledge

Energy

goals

Policies

needs, material, data

1

Vlanufacturing

Tocess

Waste

'roduct

Recycle

istribution Customer

Figure 1. Total Process

In general a manufacturing enterprise is characterized by quality, quantity and

time, and cost. Quality deals with customer expectations which are realized by

various tools and methodologies. Cost competitiveness deals with issues such as productivity, process yield, and equipment modernization. Delivery of

appropriate quantities of product at the right time deals with scheduling and

integration. These attributes are enabled by people, physical assets, information

and the business picture. The people issues deal with skills, cultural setting and

organization. The physical assets deal with equipment and processes such as designing, producing, and distributing. Information deals with its collection, use and distribution.

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NSTC/Crr/MI White Paper on Advanced Manufacturing Systems DRAFT

1.2 Major Issues and Opportunities

The fundamental issue in advanced manufacturing systems is the integration of

technology, people and business. This integration issue cuts across ail aspects of

this report. How do we integrate engineering tools for design and

manufacturing (panel 2), advanced manufacturing processes and equipment

(panel 3), a skilled workforce (panel 4), business practices and metrics as well as business information systems, transcended by effective deployment (panel 5) to

achieve a unified, meaningful whole?

There are many factors to consider. The US. is no longer competitive on most

low cost, mass produced items. Software and Engineering, our value-added

strengths, are now being competed globally. Information costs are growing. We

lag in technicians and skilled factory workers. In fact, education and training is

now a competitive weapon.

Some of these problems will be solved by technology. The need for flexibility via

reconfigurable systems is causing software costs to exceed computer hardware

costs. The high logistics and maintenance costs (greater than the material costs) are forcing equipment to become easier to use. Time is perhaps the single

greatest factor. In many cases, timely market access is more important than

relatively lower development costs. Direct labor costs continue to be a smaller

and smaller share of the total development and production cost.

Environmentally conscious issues are becoming very important.

Empowered /enabled work teams are needed to address the needs of the new

breed of sophisticated, knowledgeable customers. Process reengineering is

paving the way toward lean, efficient operations.

It is clear that technology, by itself, is not the total solution. However, systems

related technology trends are awesome. Computer power is increasing at

phenomenal rates, doubling every three years. Such a capability allows us to

work in a predictive, as opposed to a prescriptive, mode, where insight to

complex situations is gained by faster-than-real-time computer simulations.

High speed networking and sophisticated communication and visualization

technologies are growing exponentially, leading to more distributed and virtual

manufacturing. Design now involves all enterprise components, which may be

geographically dispersed or a many-tiered supplier chain, and considers customer

expectations throughout the product life cycle. Globalization has forced the need

to pay more attention to the business case.

Next generation manufacturing systems will be/have: — customer focused and business centered — reconfigerable, adaptive, and flexible — global support for design and production by virtual enterprises

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NSTC/Crr/MI White Paper on Advanced Manufacturing Systems DRAFT

— information and knowledge based, human intelligence oriented — modular to support distribution and autonomy, but cooperating for

enterprise goals . . — environmentally aware.

2 Infrastructure Needs and Benefits

A major transformation in how manufacturing companies respond to the

marketplace is underway, and this transformation will affect almost every aspect

of the enterprise, from engineering tools and production equipment to

customer/supplier relationships and the workforce. Over the next decade, it will

result in the creation of a new generation of manufactiiring systems that will

dramatically improve the way companies react to rapidly changing aastomer

needs and requirements. This transformation or "paradigm shift" is inevitable

and will radically alter the fundamental parameters for success in domestic and

international markets in the future.

2.1 High Impact Implementation Enablers

The next generation of manufacturing companies will require high impact

enablers found among the following important emerging technologies:

• The need to significantly reduce development times and improve designs

from the standpoint of product features and manufacturability will require

new product development concepts.

• The need for effective manufacturing systems, both within and among

organizations, will require innovative information, computing and

networking techniques.

• The need for increased production efficiency and product quality, not only

for individual machines and processes but also for manufactiuing systems

and subsystems, will require new approaches to automation and intelligent

controls.

• The need for flexible and adaptive enterprises which effectively utilize

knowledgeable workforces will require pioneering organizational concepts

and business practices.

The need for manufacturers to respond to customer needs will result in

fundamental systemic changes. Companies that support and embrace such new

technologies and integration methodologies stand to gain most from such

paradigm shifts. Figure 2 illustrates interdependences among systemic solutions

for meeting industry goals and objectives.

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NSTaCIT/MI White Paper on Advanced Manufacturing Systems DRAFT

Table 1. Interdependencies

Industry Needs

Industry

Goals &

Objectives

Reduced

Development

Time

More

Effective

Systems

Increased

Production

Efficiency &

Quality

Flexible &

Adaptive

Enterprise

Enterprise

Utilization

of Workforce

Quantity/

Time

High Low Low High Low

Quality High High High High High

Cost

Competitiveness

High High High High High

22 Grand Challenges in Leadership

History has shown that the nation that actively takes leadership in accelerating

the development and use of technologies supporting new manufacturing

paradigms is also the nation whose manufacturers benefit the most from the

paradigm shift. Although such paradigm shifts are inevitable and all nations

benefit to some extent, there is a clear correlation between leadership and major

beneficiaries on a national level. It is imperative that the United States assume

an aggressive leadership position in bringing about the paradigm shift to next

generation manufacturing systems so our nation can benefit from such

technology.

There are two national "grand challenges" related to leadership. First, we must

accelerate the identification and development of technologies and integration

methodologies that will enable American firms to design and implement future

manufacturing systems. And second, we must be proactive in insuring that

significant numbers of U.S. companies implement this technology in the coming

decades. As a minimum, we should strive to achieve a leadership position for

American manufacturers in all key industrial sectors within the next decade.

Achieving the benefits of next generation manufacturing systems will not be

easy. Developing and implementing this technology is beyond the abilities of

individual firms or government agencies. Therefore, to achieve these grand

challenges, a true partnership and cooperative effort between industry,

government and academe—on both a domestic and international basis—will be

required, with each member contributing key parts of the total solution in

accordance with their strengths and resources. It will require a dedicated and

disciplined cooperative effort to develop, demonstrate and implement a number

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NSTOCIT/MI White Paper on Advanced Manufacturing Systems DRAFT

of important infrastructural technologies and new business concepts and

practices.

2.3 Integrated Program Areas

In response to these "grand challenges" we will need to collectively address in

four integrated and interrelated program areas for next generation

manufacturing systems:

Innovative systems concepts, and requirements definition. During the past

few years several innovative concepts for next generation manufacturing

systems have emerged, most notably the paradigm of agile manufacturing in

which companies can respond to and even thrive on an environment of

continual and unpredictable change. Another example is the notion of the

virtual corporation that relies on self-organizing customer/supplier

networks and agent-based methods for actual fulfillment of customer orders.

Although these and similar concepts are important in establishing attributes

and alternatives for next generation manufacturing systems, they are not

well defined and their implications in terms of needed enabling technologies

and most suitable applications are not well understood. As a minimim\,

these alternative concepts need to be refined and evaluated more thoroughly

in terms of their potential impact on both individual companies and the

national economy. As needs are better imderstood, it is likely that additional

concepts will be put forth that may hold even greater promise. This search

for solutions needs to be encouraged.

Enabling science and technology. The growing consensus about the nature of

next generation manufacturing systems provides a basis for defining

enabling systemic technologies that will be required. The underlying

premise is to understand the interrelationship of technology, the social

system impact along with human effectiveness, and the business case impact.

We also need to better understand what enabling technologies and

development efforts are available in government, academia and both

commercial as well as DoD industry.

Information infrastructures . Next generation manufacturing systems will rely heavUy on

the seamless flow of information within companies and between customers and suppliers.

Thus, the infrastructure to eiuble this infonnation flow will be critical Although some

of this will be provided by commercial suppliers and the National Information

Infrastructure (Nil) Program, several manufacturing-related aspects of this infrastructure

will still need to be established, including new mechanisms for linking customers and

suppliers for such purposes as marketing, business negotiations, design collaboration,

production, user training, operations, maintenance and product disposal.

Integration frameworks and standards. Cost effective implementation of next generation

manufacturing systems will require the development of integration architectures and

frameworks that will enable manufacturers to tie together current islands of automation

and provide confidence that future investments in information cind automation systems

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NSTC/Crr/MI White Paper on Advanced Manufactunng Systems DRAFT

will interoperate with existing legacy systenis. Standards for interfacing subsystems and

exchanging product and business data will also be needed.

Integration tools. The ability to design, evaluate, implement and monitor the

performance of integrated manufacturing systems eind subsystems is a critical issue in achieving widespread use of next generation manufacturing systems, and very few tools

exist today to facilitate this task. Today, integrated systems must be almost totally

custom designed and in many cases this is prohibitively expensive. Tools for designing,

analyzing and specifying such systems based on industry standards and the reuse of

existing system modules and application programs are necessary. Similarly, tools are needed for re-engineering existing subsystems and business functions, as weU as for developing benchmarks znd performcmce metrics that Ccin be used later for assessing the

benefits from next generation systems.

Modeling and simulation. The ability to model, simulate and visualize the operations of

future manufacturing systems will be a key factor in the design, acceptance and day-today use of such systems. In ti\e long term such modeling and simulation would provide a

"virtual manufacturing" capability that would enable companies to explore all aspects of

the system's operatiorxs without actually implementing the system, thereby providing an

ability to evaluate both the system and the manufacturability of new products quickly

and inexpensively. In turn, this capability would result in much shorter market entry

times and products that are easier to manufacture. Such modeling and simulation

abilities would also improve the operation of future systems because they provide a mecharusm for baselining system performance and quickly evaluating alternative

changes.

Intelligent controls and sensors. Althou^ control and sensor technologies are often linked

to improvements in factory processes and equipment, advances in this field are also

needed at the system and subsystem level In particular, advanced control techniques and

ser\sors are needed at the workcell level and above in order to monitor performance and

change operations on a real-time basis. This would include, for example, advanced

techniques for real-time production scheduling and control

Business practices and culture. Next generation manufactxiring systems will be built upon

a wide range of emerging business practices and services, from innovative concepts for empowering workforce teams to new third-party services that will enable customers and

suppliers to interact more effectively. We need to understand the impact of business

practices on advanced manufacturing systems. We need to understand the impact of self empowerment of individuals (worker/manager), teams and organizations on advanced

manufacturing systems. We need to understand the role(s) of component

suppliers/ partners, as well as the technology systems of component suppliers /partners.

Finally, we need to understand the impact of environmental regulations on advanced

manufacturing systems, including state, local regional and Federal differences.

Technology demonstrations. Implementing next generation manufacturing

concepts will be expensive, and few firms will be willing to embrace such

changes without a realistic understanding of the risks and potential benefits

involved. Large-scale demonstrations of next generation systems, funded in

part by the government, would provide researchers, suppliers and users of

such systems with the important insight they will need about advantages

and lessons learned from using this new technology. This would include

testbeds for refining and demonstrating future systems technology.

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NSTOCIT/MI White Paper on Advanced Manufactunng Systems DRAFT

It is clear that related business and cultural infrastructure enablers need to be

integrated with any technology enablers, in order to have an active and

viable demonstration. Improvement measures, before and after, are

essential to developing a business case for implementation. Lastly, both

vertical and horizontal partner integration are necessary, along with a common vision, to achieve an agile virtual enterprise.

International cooperation. During the past two decades, America has lost its leadership in many areas of manufacturing technology and it is very

important that it not do so in next generation manufacturing systems. Other

nations are investing in advanced manufacturing research, and the U.S.

needs to participate in, and even lead, these international programs. As a minimum, American researchers should participate in international efforts

to benefit from these technology developments. We cannot afford to ignore

the fact that future manufacturing enterprises will be increasingly

international in scope in terms of both the location of operations and the sources of production technology.

Each of these program areas needs to be coordinated with the others, as well as across agencies and between industry, government and academe.

2.4 Priorities

Although some research is underway in each of the above program areas, it is

insufficient and not well coordinated to achieve an American leadership

position in this critical field.

These existing activities must continue, but in the near term (one to two years),

priority should be given to achieving a better requirements definition of next

generation manufacturing systems, and of the role of infrastructural

technologies and their relationship to business practices and human systems.

In the mid term (two to three years), emphasis should be placed on the actual

development of key infrastructural technologies that will be needed to support

future manufacturing systems across a variety of industries, i.e., look for generic

approaches.

In the long term (three to five years), priontv should be given to demonstrating

industry-specific applications of next generation manufacturing systems, further

refining the infrastructural technologies, and achieving widespread

implementation of this technology among both large and small manufacturing

firms.

In order to implement these priorities, it may be necessary to create new

mechanisms and organizations for building partnerships between industry,

government and academe. It may also be appropriate to develop and maintain a

836
NSTaCrr/MI white Paper on Advanced Manufactunng Systems DRAFT

national plan defining the required infrastnictural technologies and addressing

how they will be developed, including the role of the various participants and

the required level of resources.

Finally, international competitiveness is comparable to a race without a finish

line. The above five year effort does not mean that the problem is solved. It only means that we have been able to hold our relative position and gain on our

competition. But our competition is not standing still. They are continually

adapting to and leveraging our success. It is clear that we need to maintain a strategy of continuous change into the foreseeable future.

3 Benefits

3.1 Economic Impact

If America can achieve a leadership position in developing and implementing

next generation manufacturing systems, then our companies will benefit the

most from the paradigm shift. As a result, domestic suppliers will become more

competitive, manufacturing revenues will increase, and trade deficits will

decline. Although estimating empirical benefits is difficult at this stage of

program defiiution, it is clear that future manufacturing systems have the

potential to provide significant levels of economic benefits to both individual

firms and the nation.

3.2 Other Benefits

In addition to direct economic benefits, next generation manufacturing systems

have a variety of non-economic and indirect benefits. For example,

manufacturing has a major impact on employment because it provides jobs

about 21 million people, about 17% of the total workforce. Manufacturing jobs

also pay 20 to 30% higher wages than service sector positions. Furthermore, each

100 manufacturing jobs supports an additional 60 non-manufacturing positions.

Thus, the health of the manufacturing sector of the economy directly affects the

standard of living and quality of life of the average American.

Manufacturing also has other important non-economic benefits. For example, it affects the military strength of our nation because the production of most

weapons systems is predicated on the existence of a viable, state-of-the-art

industrial base. Similarly, other sectors of the economy are also dependent on

the manufacturing sector for many of their essential products. What would

happen to our service industries if we did not have domestic sources of

transportation equipment and computers? It would also be difficult to imagine a strong U.S. agricultural sector without tractors, farm implements and chemicals.

837
NSTC/Crr/MI White Paper on Advanced Manufacturing Systems DRAFT

or a telecommunications industry without domestic suppliers of electronics

equipment. Manufacturing is also important to our scientific and technical base

since this sector employs about 75% of the nation's scientists and engineers, and

approximately 90% of all private, non-defense research and development is performed by manufacturing firms.

4 Other Issues

4.1 National Information Infrastructure (Nil)

The development, implementation, and use of the national information

infrastructure (Nil) for manufacturing applications holds one critical key to

sustained economic growth and manufacturing competitiveness. An advanced

Nn will enable manufacturers to transform and significantly improve all stages

of manufacturing operations, from technology/market assessment and R&D to

after-sales support and product disposal or reuse.

Manufacturers will be able to use the Nil to quickly and efficiently transfer data

within and among operations; to effectively and sensibly transact business and

collaborate wi\h. customers and partners; to rapidly and "virtually" prototype,

simulate, and test products and processes; and to make easily and readily

available the best manufacturing tools, knowledge bases, product information,

and training materials regardless of location.

Despite the efforts of many of America's finest companies, the development and

use of the Nil in manufacturing carmot occur without continued and expanded

governmental support in a number of areas. As a result, in cooperation with

private industry, the Administration has initiated, expanded, and redirected

programs designed to unleaish the potential of the Nil in a variety of civilian

manufacturing areas. These efforts include research and development in

support of advanced manufacturing technology (AMT) and high performance

computing and communications (HPCC); programs to demonstrate, test, and

deploy Nn manufacturing applications into the private sector; expansion of

programs to stimulate private sector investment in high-risk technologies and

manufacturing extension; and lastly, programs designed to improve

manufacturing education and training.

It is clear that for the Nil to succeed, the private sector must own and operate it; develop, design, and implement its applications; and make the vast majority of

investments. While there are many government sponsored programs designed

to facilitate the development, demonstration, and deployment of Nil

manufacturing applications, there are areas where the government should be

investing more time and effort. For example, there is a need to accelerate the

838
NSTOCIT/MI White Paper on Advanced Manufactunng Systems DRAFT

development and testing of industry-led standards for product data exchange,

electronic commerce, and interoperabilty. There is also the need to provide

more testbeds where Nil applications can be prototyped and demonstrated as well as the initiation focused efforts in the areas of user-acceptability,

information conversion, and reliability, security, and privacy safeguards. Lastly,

and perhaps most importantly, the government needs to expand its technical

assistance programs and to initiate serious efforts to address industry's needs in

the areas of organizational learning and worker training, areas critical to

enabling companies to implement Nil technologists well as carry forth the

existing technologies, but where little government attention has been invested to

date.

4.2 Current Government Programs and Initiatives

There are a variety of government efforts underway that are addressing aspects of

next generation systems technology needs. These can be categorized as research

and development, deployment, and education and training. Research and

development programs include infrastructure development that supports

manufacturing applications. In addition to the base programs within the

agencies there are two key thrust areas that are part of the research and

development efforts within the National Science and Technology Council

(NSTC): The High Performance Computing, Communications and Information

Technology (HPCCIT) Subcommittee is promoting the application of

information technology to the national challenge of manufacturing using the

Information Infrastructure Technology and Applications (ETA) Initiative, and

the Civilian Industrial Technologies (CIT) Committee is promoting a coordinated interagency effort to promote the development of advanced

manufacturing technologies.

Deployment programs include initiatives that bring useful technologies into the

marketplace and further their adoption by the private sector. Education and

training programs are treated in another white paper, although several related

initiatives are listed here for completeness.

Specific programs and initiatives are:

DoD-ARPA Manufactvuing Automation and Design Engineering (MADE). This program focuses on the development and demonstration of key software elements for Integrated Product/Process Development (IPPD) and agile manufacturing applications for the Nil. The primary

emphasis is on mechaiucal parts and electro-mechanical assemblies, where today's

automation environment is neither integrated or flexible compared to electrorucs design and

manufacturing. As a result, the program addresses the following eireas: (1) development of

tools for conceptual design, (2) demonstration of tools for mteroperability, and (3) demonstration of a scalable capability to share multiple types of distributed information

among networked applications.

DoC-NIST Systems Integration for Manufacturing Applications ( SIMA). This program is a

839
NSTaCIT/MI While Paper on Advanced Manufactunng Systems DRAFT

collaborative multi-year technology development program involving NIST, U.S. industry,

universities, and other government agencies in an effort to develop, refine, test, and transfer

advanced, computer-integrated, electronicallynetworked manufacturing technologies and

associated applications. Research activities will focus on developing integration technologies,

architectures, conunuiucation protocols and interface specifications for manufacturing software

applications that support design, planning and production of products in the mechanical,

apparel and process plant industries. A standards-based data exchange effort will target

flexible computer integrated manufacturing issues to alleviate the lack of data exchange

capability between manufacturing applications.

NSF and DoD-ARPA Agile Manufacturing Initiative. This initiative includes a prototype of

cin information infrastructure to support distributed concurrent engineering, flexible manufacturing, and electronic commerce in manufacturing applications. The vision of agile

manufacturing is to enable virtual companies to be formed by linking design and manufacturing

operations that are physically distributed among a group of companies. Specific components of

the initiative include:

The Agile Manufacturing Enterprise Forum (AMEF), funded by industry and ARPA and

jointiy managed by NSF, and located at Lehi^'s lacocca Institute is aimed at refining

the vision of agility, providing tools to help firms become more agile, and widely

disseminating information about agile manufacturing to interested organizations.

The Agile Manufacturing Research Institutes (AMRIs) are funded by NSF and industry

and co-managed by ARPA. They aie located at uiuversities and have a specific

industrial sector focus and industry participation. There are currently three AMRIs in

operation: (1) University of Texas at Arlington (aerospace), (2) University of Illinois at Urbana Q\ampaign (machine tools), and (3) Rensselaer Polytechnic Ir\stitute

(electronics).

The Agile Manufacturing Pilots are funded by ARPA and managed by the Air Force.

Specific pilots are currently being selected for funding.

DoD-AF Lean Manufachiring Initiative. This is an Air Force program involving the

Massachusetts Institute of Technology and a number of aerospace and defense manufacturing

firms.

DoD Flexible Computer Integrated Manufacturing (FCIM). This program is funded by DoD and

the Services and is aimed at rapid acquisition and manufacturing of repair parts.

DoE Technologies Enabling Agile Manufacturing (TEAM ) This program will enhance

industrial competitiveness by advancing and deploying manufacturing technologies that

promote agility. Addressing a technical plan developed in consultation with major VS.

manufacturers and technology developers, TEAM is leveraging the expertise and resources of

private industry and federal agencies to develop, integrate, and deploy leap-ahead

technologies enhancing the responsiveness, flexibility, and cost-effectiveness of U.S. industry.

The technologies and methodologies deployed by TEAM in the five thrust areas of Product

Design and Enterprise Concurrency, Virtual Manufacturing, Manufacturing Planning and

Control, Intelligent Oosed-Loop Processing, and Integration will enable manufacturers to

transition products from design to production faster, more efficientiy, and at lower cost.

DoD's National Industrial Information Infrastructure Protocols (NIIIP) Consortium. This

consortium, led by IBM and including participants from the software industry, private and

public research organizations, universities, and defense and commercial products companies, is developing a series of computer-based protocols to enable the widespread deployment and use

840
NSXaCrr/MI white Paper on Advanced Manufactunng Systems DRAFT

of virtual enterprises within the America's industrial community. Sponsored in part by the

TRP, the NIDP will provide the software architecture, tools, and mechanisms to allow

diverse organizations to work together as a virtual enterprise towards common goals by means

of computer technology. The NIIIP will use pilot projects to demonstrate concurrent product and

process design, project control, and distributed manufacturing.

DoC-NIST ATP Computer-Integrated Manufacturing (CIM) for Electronics This focused

program will increase substantially the base of suppliers of third-party electronics

manufacturing software. The intention is that this supplier base would serve not only

electronics manufacturers, but also other major manufacturing sectors such as automotive and

aerospace. These goals will be achieved by encouraging electronics manufacturers to define

and adopt an open CIM framework which wUI provide a market for others to design compliant

software systems that require minimal manufacturers to rapidly respond to new market

opportunities by being able to easily reconfigure their shop floor systems.

DoD Continuous Acquisition and Life-Cycle Support (CALS). The CALS initiative to enable more effective generatiorw exchange, management, and use of digital data supporting the life cycle of a product through the use of international standards, business process change, and

advanced technology application. A key part of this program is the effort by the CALS/CE

Industry Steering Group that works closely with the CALS program to facilitate the

development, implementation, and deployment of the technologies defined by the CALS

information standards.

DoC-NIST Manufacturing Extension Partnership (MEP). The MEP program in an industrial

extension service is designed to help U^. manufacturers acquire technologies that will allow

them to compete in the 20th century marketplace. The MEP is sponsoring a specific pilot

program - LINKS which is aimed at demor\strating the potential value of linking the

extension centers using a major network system.

DoFs Technology Information Environment for Industiy, TIE-IN. TIE-IN is a new mechanism

being developed by Sandia Labs for technology transfer that can realistically reach a large

percentage of the small to mid-sized companies in the VS. It has two primary goals: 1) to reach thousands of establishments, and 2) to reduce the industry investment required to use

National Laboratory technologies. TIE-IN will utilize the Nil and information technologies

to build smart front-ends for many existing DOE techrucal capabilities and electronically

guide users through the process of obtaining solutions. By using these smart front-ends both

the required amount of direct staff interaction with the users, and the investment required by

industry can be minimized. TIE-IN will operate as an electronic extension service accessible

from Internet or modem to allow the user to quickly obtain solutions to problems from remote

locations.

A number of other related programs are being funded by such organizations as:

— DoD and Services Manufacturing Technology (ManTech) Programs.

— NIST Advanced Technology Program (ATP).

— DoE Technology Transfer Program.

— The DoD-led interagency Technology Reinvestment Program (TRP).

— NSF Engineering Research Centers (ERCs) and Indushy/University Cooperative Research

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NSTaCrr/MI white Paper on Advanced Manufacturing Systems DRAFT

Centers (I/UCRCs).

- National Center for Manufacturing Sciences (NCMS). - Consortiuin for Advanced Manufacturing - International (CAM-I). - MIST Manufacturing Engineering Laboratory (MEL).

4.3 Intelligent Manufacturing Systems (IMS)

IMS is a world wide (subdivided Into 6 major geographic regioris, thus far)

cooperative effort being mobilized to attack manufacturing technical

problems confronting industry for the gain of society. The six test cases pursued last year as vehicles for better understanding modes of international

cooperation are complete, and have been termed an overwhelming success

for international cooperation.

The last major issue, namely, intellectual property rights (EPR) has been

resolved. In January, 1994 the International IMS Steering Committee drafted

proposed terms-of-reference, has been ratified by all? of ti\e respective

governments in the six regions.

In the U.S. the Department of Commerce which handled the successful

ratification process for the U.S., has now established the U.S. IMS Secretariat.

U.S. representatives to the International Committee have also been chosen.

What does this mean to American Industry? The U.S. IMS Steering

Committee identified the following, among its list of advantages, in addition

to progress on specific technologies. The first is a greater U.S. voice in the

setting of international manufacturing standards. In the past, the lack of a coordinated effort by U.S. industry allowed foreign-led efforts to structure

standards in a way that are not in the best interests of U.S. industry. Such a coordination involves active information dissemination of positions,

activities, etc..

The committee also felt that the U.S. supplier industry would be able to

compete more favorably if broad guidelines for international cooperation

were easily accessible to them.

Finally, U.S. universities would gain by raising the stature of the

manufacturing profession (where it is highly regarded in some countries),

and by strengthening academic programs and laboratories in manufacturing.

International technical societies already provide the means for the discussion

of research results, and additional means of information dissemination will

be developed.

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NSTCyCrr/MI white Paper on Advanced Manufacturing Systems DRAPT

IMS is expected to foster greater international win-win cooperation in

manufacturing technology. America is a leading, but no longer the onlymajor, player in manufacturing technology. Today, understanding

international competition, and establishing cooperative ventures is essential

for being the best. Large American corporations already have extensive

international cooperative agreements in manufacturing R&D and practice.

However, few include small to medium enterprises (such as suppliers) and

universities as participants. Thus the value added by IMS for larger

companies comes through the leverage they receive from a strengthened

supplier base and from more relevant education provided by the University

community.

Clearly the advantage of international cooperation goes to the best positioned

and prepared. The question of involvement is no longer if, but when and

how. IMS offers one way.

4.4 Synergy with NSTC Activities

Next generation manufacturing systems technology will be particularly

important to the following NSTC initiatives and working groups:

— Partnership for a New Generation of Vehicles (PNGV). — National Electronics Manufactiiring Initiative.

— High Performance Computing and Commuiucations (manufacturing applications).

— Aeronautics Materials and Manufactiuing.

To a lesser but still important extent advanced manufacturing systems

technology will also be useful for the following NSTC efforts:

— Advanced Materials.

— Building and Construction. — Environmental Technologies.

4.4 Govemment-Industry-University Partnerships

There are already a number of partnerships imderway between industry,

government and educational institutions in the area of next generation

manufacturing systems. These include such previously discussed programs as the AMEF, AMRIs and TEAM. There also a number of other partnerships, such

as the joint NSF/industry program on Transformations to Quality Organizations

(TQO) that is aimed at improved business pracHces in the area of quality science

and technology, and other that are governed by specific NIST, DoE and DoD

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NSTC/Crr/MI White Paper on Advanced Manufacturing Systems DRAFT

CRADA's and contracts. Although these partnerships are important, additional

linkages between industry, government and academe need to be created.

4.5 Policy Focus

Policy issues that need to be addressed for advanced manufacturing systems

technology include: — Mechanisms for forming partnerships among agencies and between

industry, academia and government agencies. Experiments such as the

partnership for a new generation of vehicles (PNGV) should be carefully

studied for replication in other endeavors. — Mechanisms for jointly (industry, government and academe) determining

research needs and priorities. It is clear that this issue requires aU sides

working from a common agenda and ultimately a common roadmap. This

effort will require an understanding of where each government agency fits with respect to each other, including what broad efforts should be funded by

government versus what by industry. — The feasibility and desirability of creating a cooperative national plan for

the development and implementation of next generation manufacturing

systems. — Mechanisms for and extent of international cooperation, such as the

international Intelligent Manufacturing Systems (IMS) effort.

4.6 Impact Assessment Metrics

The development of impact assessment metrics will be essential to understand

the long term health of U.S. manufacturers. The competitiveness dynamics

today are so fast that traditional measures are not sufficient.

In the long term, the success of advanced manufacturing systems technologies can be measured in terms of the health of U.S. manufacturers. Although it may

be difficult to establish definite cause and effect relationships, next generation

manufacturing systems technology will definitely allow American companies to

grow and increase their market shares. This would then lead to an increase in

manufacturing GDP and a lessening of trade deficits in manufactured products.

The majority of employment growth will most likely take place in the derivative

industries that will emerge to service the primary product.

In the long term, this is a race without a finish line. Companies, world-wide are very adaptive, and quickly adopt and improve upon whatever innovations

propel a particular company into the forefront. Thus the next generation

manufacturing system will gain U.S. companies an advantage only until it

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NSTC/CIT/MI White Paper on Advanced Manufactunng Systems DRAFT

becomes understood worldwide and replicated. It is clear that U.S. industry

cannot take on the total technology development burden but must concentrate

on areas of maximum added advantage. Looking at the trends, many of our

companies are becoming high end integrators, and subcontracting component

manufacturing to domestic and international suppliers. In such a situation the

systems aspects become extremely important, since the OEM and its suppliers

must act as a single enterprise.

5 Recommendations

5.1 Program Areas and Priorities

As discussed previously, emphasis should be given to four program areas: — Innovative systems concepts (short term, one to two years). — Supporting technologies (mid term, two to three years). — Technology demonstrations (long-term, three to five years). ~ International cooperation (throughout, one to five years).

845
TOOLS FOR DESIGN, MANUFACTURING, AND INTEGRATION

Comments to Dr. Pradeep K. Khosla. ARPA/SISTO. E-Mail:

pkhosla@arpa.mil

SUMMARY

The NSTC Subcommittee on Manufacturing Infrastructure recommends the

creation of a national project to develop an information infrastructure

capability to support collaborative design and manufacture. The

infrastructure will enable customers to make product performance and cost

tradeoffs to optimize their personal purchasing power. The infrastructure

will allow customers to be interactively integrated into the product design,

fabrication, and distribution environments. The establishment of this

infrastructure capability presents many technological challenges. Research

will be needed in the following areas: — Improved Simulation and Modeling Tools — User Interfaces and Software Engineering for Modeling and Simulation

— Collaborative Design Methodologies — Hybrid Prototyping ~ Design Documentation and Change Coordination — Tools for Relating Design and Manufacturing Technology to Business

Practice — Standards for Unambiguous Product/Process Digital Data Representation

ctnd Exchange

The creation of the Manufacturing Infrastructure national project will require

executive level support, the development of tools, new information

integration capabilities, culture and educational reforms, and changes m the

financial infrastructure. Detailed research requirements and specific

recommendations for action are outlined in tiiis report.

1 BACKGROUND

A new competitive environment for industrial products and services is

emerging which is placing tremendous pressiires on manufacturing

organizations. In ttiis new environment, customers expect complex,

sophisticated products and services that can be tailored to individual needs

and delivered at a low cost Markets and economic factors have become

extremely dynamic and impredictable. Long delivery times aie no longer

acceptable — products and services must be conceived, designed, delivered and

serviced before needs change. Standards for product quality, reliability and

maintainability are increasing. Customers are becoming less toleremt of

products that must be removed from service and replaced after a few years.

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Demands are increasing for durable, flexible products that can be maintained

and adapted to new uses over a long life. The competitive advantage in this

new environment will belong to enterprises that can adapt to these pressures

and deliver products and services that meet increasingly stringent demands.

In this paper, we identify some steps that should be taken to enable US

manufacturing organizations to survive and thrive in this environment. The

focus of this paper is on engineering tools for design and manufacture.

Design involves a systematic exploration of all possible forms and

configurations with the goal of finding an optimal product meeting all

requirements and satisfying all constraints. However, this description

oversimplifies the complexity and ambiguity of most design tasks. Often, the

requirements are not explicitly shown but must be inferred from a detailed

understanding of the customer's application. Designs must simultaneously

achieve many goals involving engineering and physical properties,

manufacturability, reliability, maintainability, cost, esthetics, safety and

environmental impact It is frequently difficult or impossible to estimate all

of the important qualities of a device (or a system) from its preliminary

design drawings. Product design and the manufacturing and maintenance

operations to produce them, must comply with a host of regulations (for

example, concerning safety and the environment); tracking and

understanding the necessary requirements is a major challenge. Once

delivered to the customer, products may be subjected to impredictable, harsh

conditions that will alter it's characteristics. The pressure to simultaneously

reduce costs and time-to-market while cdso improving quality, reliability and

maintainability wiM require new scientific or engineering discoveries.

1.2 RECENT DEVELOPMENTS AND TECHNOLOGY TRENDS

Recent developments and technology trends can enable a major

transformation in the way that products and services are designed, if given

the proper stimulus. We briefly discuss those factors here: - — Computing Power: Faster and cheaper computing has made it possible to

use more sophisticated models and analytical tools and to explore the design

space more extensively than was possible before. — Models: A better understanding of material properties, the behavior of

components under different conditions, and the behavior of systems in

different configiurations has resulted in better engineering models. Software

tools that model business processes provide some useful capabilities. — Design Methodologies: The concepts of EPPD (Integrated Product and

Process Design) emd CFDT (Cross Fimctional Design Teams) are being refined

and there are good examples of success. An excellent example of an

integrated environment and its use in design and manufactture is the

environment put in place by the Boeing Company for its 777 family of

commercial aircraft.

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~ Downsizing: Due to significant downsizing of companies, groups with

"critical mass" are being disintegrated. While this has caused significant

concern, it should be looked upon as an opportunity. Most downsizing

efforts were preceded by extensive business analysis and re-engineering

programs. As a result, corporations now have a better understanding of their core capabilities and business processes, and they are operating lean and

efficient organizations. Instead of maintaining critical mass within a single

organization, we are in an excellent position to create the critical mass out of

multi-enterprise virtual corporations, — Internet Services: Internet services are rapidly growing and becoming more

powerful. Initially designed primarily for the needs of the US military, the

Internet grew to serve the academic and research communities. Recently,

there has been tremendous expansion of the network both internationally

and into the commercial sector. An important development has been the

emergence of powerful information tools permitting access and retrieval of

information distributed over the Internet as well as stipporting user

collaboration (e. g., the World Wide Web). Recently, commercial firms have

annoimced plans to extend services for purchase and payment of products

over the Internet (CommerceNet). — Integration: System integration frameworks have emerged and are gciining

widespread support from product developers and end-users (e. g. the

Common Object Request Broker Architecture, CORBA). This technology

enables applications to plug-and-play. Integrated environments that combine

modeling (e. g. solid modeling systems), multi-disciplinary optimization tools

(finite element, thermal, etc.) and shop control systems have been recognized

to be important for creating better designs faster. Even though a fully

integrated environment is still a few years and significant investment away,

several vendors now market tools that work together to provide capabilities

unavailable in the past. — Standards: Engineering data standards have emerged which support the

electronic exchange of product information. A notable example is STEP

(Standard for The Exchange of Product Model Data) whose goal is to provide a

complete, computer-interpretable representation of product data throughout

the Ufe-cycle (design, engineering analysis, manufacture, support,

maintenance and disposal). Such standards will enable all people contributing

to the acquisition, design and fabrication of a product to share its information. — Research: A large body of research exists which has produced concepts,

representations and algorithms for negotiation, constraint management,

engineering task activity modeling, design process modeling, product

visualization, design rationale capture and knowledge sharing, to cite a few. — Policy: Government, industry, and academia have a general understanding

of the needs and technologies to improve product realization practice. State,

local, and federal governments are aggressively searching for, funding,

developing and implementing methods for disseminating the appropriate

information required to revitalize industry. [Manufacturing Technology

848
Centers, state programs] This unprecedented combination of events and

trends constitutes an opportunity that should not be missed.

2 INFRASTRUCTURE NEEDS • -

2.1 VISION

A typical design scenario in 2005 would begin with a customer needing a new

device who would browse a publicly available, distributed database seeking an

appropriate supplier. The customer would have easy access to data

concerning product forms, engineering properties, prices, minimum order

sizes, performance data, producer credentials and corporate reputation. The

customer would be -able to simulate the behavior of veirious commercial

products within his own application environment. If the customer decided

that no existing devices completely satisfied his needs, he would initiate

negotiations for the development of a customized product, giving greatest

priority to those firms having a strong reputation for quality design and

customer satisfaction. The customer and potential suppliers would engage in a product definition task that would be greatly eased by Internet services. The

product definition might take the form of an on-line product development

storyboard ("reality board") or a simulation (including the product look and

feel).

The selected producer would quickly assemble a team consisting of

marketing, design and manufacturing specialists across multiple enterprises

(l e., including subcontractors and suppliers). That team would experiment

with alternate designs in a virtual, electronic laboratory. Models would

estimate properties and costs, assess designs, simulate fabrication, verify

compliance with government regulations and corporate policies, 2ind identify

problems. The performance of the device would be completely validated

before fabrication. Collaborative Engineering services would alert appropriate

team members to problems, recognize opportimities, ease the discussion of

alternatives, propose options for resolving conflicts and manage the shared

records of the evolving product design. Design detail and rationale would be

captured and preserved over the life of the product. The customer would

have visibility into this process and would be encouraged to express his

preferences as tradeoffs were made.

During the formulation of the new product, engineers and manufacturing

specialists would have access to an extensive library of scientific research,

engineering test data and past designs. Some of this information would

reside on a personal, multimedia database — in effect, an electronic notebook

of professional experiences and accomplishments that could be tapped for

future ideas. The engineer would create this database as a student at the

university and enhance it throughout his professional life. Some

information would reside in a corporate database and would be made

849
available to the team after negotiation of ownership and disclosure

conditions. The vast majority of the information v/ould come from a national electronic library, containing the accumulated experiences of years of

engineering analysis, research and product development. These libraries

u'ould be w^ell indexed and easy to navigate. Furthermore, sophisticated tools

would be available to analyze the data, synthesize the information to an

appropriate level of detail, and transform the data into an appropriate user

context.

2.2 GRAND CHALLENGE

The grand challenge is to create a national project that will develop an

infrastructure for the above vision, test its validity on practical design

projects, and transfer the technology to the commercial sector within 10 years.

This project will be called Project Aura. Project Aura will build on the idea of

Agile Manufacturing. In Agile Manufacturing compcinies with core competencies collaborate to form "Virtual Companies" to respond to a market need and dissolve afterwards. In the design arena, the opportunity is

to pursue the notion of "Agile Design." In an Agile Design environment, it will be possible to create teams of designers who are distributed in both time

and space and to enable them to work together and attack a specific design

problem. It will be possible to have tools collaborate with each other and with

humans to arrive at a solution to a specific design problem. And importantly,

it will be possible to do this cheaply and easily.

An environment like this is analogous to the interstate road system in the US

that provided humans with the agUity to move from location to location and

transfer products. Design Net will be the analog in the design domain.

Design Net will support two kinds of components: Personal Webs and Design

Webs. Personal Webs will belong to individuals and will include

information that the person wishes to capture, store, and share with either a

predefined group or the public. An engineer participating in a design team

will likely encode his product concepts, experimental data, model results,

tradeoff analyses and other technical notes in his Web. He will share those

results with other member of his design team, the manufacturing

organization and the customers. Team members will be encouraged to

understand different views of the design through the Web, evaluate options,

and work through solutions to common problems. As design choices are

solidified, data from the Personal Webs will be incorporated into a Design

Web, which will be associated with a particular artifact. It will contain ttie

product specifications, composition, structure, function and manufacturing

requirements. The resource will be available to both producers and users who make decisions about fabrication, maintenance, disposal and uses in new

applications. These networks will connect to an electronic registry of

components and materials. The component entries will be intelligent and

850
modular, so it will be easy to glue them together to produce a simulation of a large-scale artifact and an analysis of production effects.

2.3 PRIORITIES

The following are critical infrastructure needs and research areas that must be

supported: — Improved Simulation and Modeling Tools: Accurate representations of

physical reality are necessary if tools are to be of any use. Full understanding

with the ability to mathematically represent processes and product

interactions will continue to need research and development. Robust models

need to be developed in which material and process data are characterized by

equations which reflect realistic operating conditions as opposed to single

discrete values for properties. Assembly modeling needs development

Models to accurately reflect the cost of designing, febricating, supporting, and

disposing products need to be developed. The development of tools for

modeling vendor capabilities and operational performance is needed to

enable distributed product development Enterprise level modeling and IPPD

maturity model (self eissessment) tools also need development — User Interfaces: Key to involving customers and ultimately constuners in

Project Aura is the development of user friendly interfaces for simulation

and modeling tools. Advanced visualization techniques and virtual reality

may play a prominent role. — Increased Processing Speed: Computational speeds that provide near realtime response to users are needed to realize Project Aura, — Alternate Design Concepts, Including Collaborative Design Methodologies:

New design processes are needed whidi incorporate fabrication process

tradeoffs, product life-cycle analysis and disposal considerations. We need to

study the social aspects of team dynamics in order to better understand how

design groups share ideas, communicate, compromise, learn together aiid

reach consensus. A thorough understanding of these interactions will be

required for us to develop appropriate tools. — Design Models: We need better computational prototying and modeling

tools to support Project Aura. At this time, models that support the initial,

conceptual phases of design are inadequate. Such tools need to operate at the

abstract level, supporting least-commitment problem-solving teduiiques and

providing rough predictions from indefinite design parameter values. Tools

are need to evaluate processing alternatives. More accurate models of downstream concerns are also needed (manufacturability, reliability,

maintainability, application flexibility, total life-cycle costs). — Software Engineering for Modeling and Simulation: Simulation will be one

key to reducing costs and maintairung competitiveness. Present emphasis in

this area is mainly on characterizing behavior and creating models. Emphasis

must also be placed on software engineering methodologies for developing

complex simulation environments. Such an emphasis would contribute

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toward satisfying the long term vision of reducing the costs, time and

programming effort required to integrate a new simulation or analysis tool

into the IPPD environment. This area not only requires the integration of

research in several different areas but also new paradigms for developing

simulation systems. One potential effort that must be supported is the

creation of "Intelligent Thomas Register" that would include active models

bound to the individual simulations. ~ Hybrid Prototyping: The current emphasis is on "virtual prototyping" in

which devices and systems are "manufactured" digitally. This assumes that

all aspects of the behavior of a device and system are well understood and can

be modeled which often is not true. Consequently, research is needed in

which digital representations (or models) can interact with physical

prototypes to model the complete behavior of a system. Such a paradigm

combines "virtual" and "physical" prototyping and uses the power and utility

of both forms of prototypes to better understand and evaluate the devices and

systems. — Technology Costs: There is a pressing need to reduce the costs of

information systems technologies that support design operations.

Engineering analysis tools are expensive to acquire and time-consiuning to

operate. Many powerful tools are unavailable to small firms that lack the

funds and staff to make initial investments. Collaborative engineering and

electronic commerce services may smooth the transition into virtual

corporations, but the costs of setting up and using those services frequently

exceeds the benefits. — Discovering Resources: There are many resources on the Internet, but

finding them is difficult. As larger numbers of engineering and commercial

services become available, we need to develop ways that enable

companies and individuals to find the products and services they need. We

will also need to address issues of security, privacy, user identification and

verification before many organi2:ations will accept electroiuc commerce. — Design Documentation and Change Coordination: In the design of -a complex system, understanding the impact of a change (due to customer

specifications, new market needs, proposed design changes, etc.) is a major

challenge. Frequentiy changing work teams composed of thousands of people

or organizations adds to the challenge. We are currently limited by the

necessity for each participant to maintain situation awareness in his/her

head. This barrier becomes even more important as we move toward

distributed, multi-enterprise projects. Coordination services need to be

active: They should not only do "bookkeeping," but also notify people of

significant changes. Some of the most promising design doaimentation

systems focus on facilities for dependency maintenance and for producing

sharable self explaining design models and process simulations. — Tools for Relating Design and Manufacturing Technology to Business

Practice: Research is needed that recognizes the connection betv^een design

and manufacturing (technology oriented functions) and business practices.

This research would create models that relate design and manufacturing

852
practices to business models of an enterprise. For example, models that relate

quality of a product to cost would be an invaluable asset in making decisions

regarding both design and manufacture of a product. — Standards for Unambiguous Product/Process Digital Data Representation

and Exchange: Most of today's Computer-Aided Design (CAD) systems are not able to easily exchange data. Some engineering data standards are emerging and are gaining widespread use as neutral formats. The next step is to use such standards for shared, consistent product data in multi-enterprise,

concurrent design exploration projects. This will require sophisticated tools

for version management, configuration control, data ownership and release

control. Representations are needed that go beyond part geometries and

material properties to cover constraints, dependencies, design intent and

rationale. Ensuring that product data standards are complete, easy-to-use, and

unambiguous is a continiiing development need. — Integration: Information systems need to be developed which will integrate

across disciplines, vendors, customers, etc, and be accessible through the

National Information Infrastructure. A key requirements will be to migrate

present legacy systems.

3 BENEFITS

This project is expected to achieve the following economic benefits: — improve the ability of US industries to compete in an increasingly d5mamic

and demanding mcirketplace — reduce the time-to-market for new and modified products — eliminate duplication of effort in product and process design — reduce prototype costs — reduce total production costs — improve product quality and reliability, thereby reducing operational costs — better integrate the military and civilian production capability — provide safer and more envirorunentally ser\sitive products -r

4 OTHER ISSUES

Since the publication of the NRG study titled "Improving Engineering

Design: Desigrung for Competitive Advantage" there has been an increase in

investment in this general area. However, the total investment across all

federed agencies is still short of what is needed to develop an infrastructure.

Further, a lack of coordination across federal agencies may result in reduced

impact due to duplication of efforts.

As mentioned earlier, the tools for design are improving and several are

available commercially. Many of these tools provide capabilities that are

better than what was available a few years ago but they do not compare very

favorably with capabilities of tools in research laboratories. This clearly points

to a lack of rapid technology insertion and transition from the research to the

853
commercial domain. Further, since these tools seldom work together, it is often easier to not use them than use them. This raises the issues of not only

making better use of existing tools but also developing new ones so that they

are interoperable. The development of PDES/STEP standards is a positive

step aimed at overcoming the interoperability hurdle but it is happening at a pace slov/er than the development of tools themselves.

5 RECOMMENDATIONS

The following actions are recommended to implement the Manufacturing

Infrastructure national project:

1. Executive Level Support ~ Generate government and private executive level support for the project by

having the White House coordinate with CEOs of select Fortune 500

companies to establish performance objectives for the nation's businesses that

can be met orUy througji the Manufacturing Infrastructure project. — Establish focused experiments through pilot programs in which one or more government agency teams are empowered to develop and apply

technology tools in the acquisition of a needed product The government

team shoiild have a specific objective (such as developing a sensor, material,

process, or other product), have a fixed budget (no more than $10 to $25

million) and fixed duration (one year). The experiments should empower

the govenmient team to work with commercial industries and exempt them

from government accounting and acquisition regulations. The ability of the

teams to achieve results will be the basis for changing government

regulations and policies to use tools and technologies from Project Aura.

Areas needing further research and development will also be identified from

these experiments. — Establish unambiguous, recognizable metrics to monitor the benefits

resulting from manufacturing infrastructure tools. -

2. Tools — Increase emphasis on developing interoperable seamless computer software

tools - product and process depiction, visualization, analysis & animation. ~ Emphasize additional development of more sophisticated modeling and

simulation. — Fund the development tools (pjurticularly improved softweure simulation

models and user friendly interfaces) through the TRP, ATP, and/or MS&T

programs. — Develop an on-line catalog, continuously updated, of what government

engineering tool development is being done, by whom, with what goals, and

what accomplishments. — Fimd research into improving the software development process

3. Information Integration

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- Develop a National Systems Engineering Framework for developing

unambiguous digital representations of products and processes using STEP

and current CAE/CAD/CAM/CAT/CAI tools. Integrate these tools in a distributed open systems environment (Internet) for all enterprise users.

- Support standardization initiatives such as STEP and CORBA to evolve

information exchange standards.

- Enhance HPCC and Nil programs to develop and demonstrate distributed

design, analysis, and manufacture capabilities. The programs should involve

interaction with customers and suppliers.

4. Culture and Education Changes ~ Develop education and training support at all levels. Fund an educational

infrastructure for kindergarten through vocational training and university

education, (e. g. Harvard Business School, Junior Colleges, Government and

Industry training programs) Provide incentives and infrastructure support

for multidisdplinary education and specialty cross training. - Review the way engineering schools teach design. Encourage the teaching

of system engineering concepts and the technologies required to realize new

design concepts.

- Address these specific elements in training programs:

- Recognize manufacturing as a key discipline, coequal with design,

mzurketing, and sales.

- Integrate manufacturing processes with design. Revise the way we design

products and business processes.

- Study the manufacturing enterprise culture.

- Balance objectives in the enterprise. Anadyze the "Big Picture" instead of

optimizing stovepipes.

- Recognize the importance of total customer satisfaction. - Provide incentives to evolve commercial accounting and administrative

practices so they promote the use of tools and methods. - Support ISO 9000. ' , . : I

5. Fincmcial Infrastructure - Develop engineering based cost estimating processes for affordability to

enhance classical fincmcial approaches. ^ > .— Provide incentives to the nation's financial institutions to support

commercialization of research. - Provide ideas to the FASB to enhance incentives for implementing

infrastructure tools.

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Manufactunng Processes and Equipment Working Group

White Paper Draft

December 13. 1994

1 Background

Manufacturing is a cornerstone of the U.S. economy. Manufacturing direct!

v

accounts for approximately 22% of U.S. gross domestic product (GDP). When

indirect contributions from industry sectors that are closely linked to manufacturing are included, it is clear that almost half of the GDP is generated

from the manufacturing sector. However, a new competitive environment for U.S.

manufacturers is emerging. International competition is more intense than ever

before, and U.S. manufacturers have fallen behind their competitors in a number

of key areas. Today's market is being driven by customers who expect complex • products and services tailored to their needs, which can be delivered rapidly and

at low cosL Manufacturers who are responsive to large product varieties and

rapid introduction of new products are gaining competitive advantage. In the

past, the use of highly skilled and experienced machine operators was the only

approach available to produce low volume, high-variety products - a costly

approach, which is no longer effective in this country. U.S. manufacturers must

now move toward more rapid product realization, increased flexibility, and

integrated design-production-quality control in order to remain competitive.

The focus of this paper is on manufacturing processes and equipment. Advanced

manufacturing processes and equipment will be a key enabler to rapid, agile

manufacturing. As an integral part of the U.S. manirfacturing infrastructure,

innovative manufacturing processes and equipment offer great potential to improve productivity and competitiveness. The manufacturing processes

considered are primarily the discrete processes which include machining, forming,

welding, etc., but also include continuous manufacturing processes related to metals/composites and soft goods such as foods, paper, chemical, textiles.-etc. Manufacturing equipment includes a broad range of computer controlled ~

equipment capable of carrying out a wide array of manufacturing processes.

Flexibility, programmability, controllability and sensor feedback axe inherent

attributes of such equipment

To maintain competitive manufacturing capabilities, particulariy in high

technology fields, U.S. industry must have access to a broad range of state of the

art processes and equipment Equipment suppliers in the U.S. are losing market

share to international competitors in a number of fields, including fabrication

equipment, machine tools, semi-conductor manufacturing and test equipment, and

chemical, food and textile processing equipment. As more equipment suppliers

move offshore, there is a risk that U.S. manufacturers will not have access to the

latest technology. This is due to the faa that manufacturing equipment suppliers

tend to sell their newest products close to home first to ensure that any problems

arc easily fixed. Although effective management can offset some of the

disadvantages of less than competitive equipment, foreign competitors have access

to both effective management and the most up-to-date equipment. Further

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developmeni and deployment of intelligent manufactunng technology will be

required for U.S. manufacturers to remain competiuve in the global marketplace.

1.1 Contemporary scope

Today's market demands a broad range of "custom products" with a level of

performance, reliability, value, delivery, and price that cannot easily be met usins

traditional production methods and current industry infirastructure. As the

introduction of new products accelerates, especially in high technology fields, the

product life cycle is shortened and as litde as 18 months may pass before a new

generation of product is obsolete. In addition, the size of production runs for

advanced products is decreasing because of shortened production life cycles, the

growing demand for a variety of parts and increased "just in time" manufacturing

and purchasing practices. To meet these competiuve pressures, manufacturers

must implement new manufacturing systems that are flexible enough to respond

quickly to product and demand changes. Increasingly, economics will dictate that

life cycles of manufacturing systems must span several life cycles. Approximate!

75% of total production in the mechanical components industry is batch type, or small lot production (production of 50 or fewer parts). This requires more

flexibility and capability than is economical for traditional automated systems.

The recent trend in manufacturing has been toward more rapid product

realization, increased flexibility, and integrated design-production-quality control.

High speed, high performance computing capabilities have evolved to the point

where they are widely available to the U.S. manufacturing community at a

reasonable price. Information and communicadon technologies are evolving as key elements to enable real-time control of production processes. Manufacturers

arc increasingly demanding mtelligent manufacturing capabilities to remain

competitive.

We now have the potential to monitor various machining and process parameters

and automatically adjust machine motions in real time to stay within process

parameters. Modular tooling and equipment concepts are developing which will

allow rapid reconfiguration of manufacturing processes. The advent of

knowledge-based digital control systems has accelerated the need to transition

manufacturing from an art to a science. Manufacturing processes of the future

will be carefully smdied and characterized to accommodate intelligent control

similar to that employed manually by skilled craftsmen in past decades.

A large number of manufacturing technologies will be required to adequately

support our manufacturing base. As an illustration, advances in control devices

and sensors represent a great potential for increasing the capability of intelligent

processing equipment in the future. Improvements in processing speed and

supporting technologies such as gn^hical programming and high level languages

are allowing more and more functions to be performed by controllers as an

integral part of the manufacturing process. These advances contribute to increased productivity, more versatility and higher, more rcpeatable quality which

give users a competitive edge. It is anticipated that spin-offs from intelligent

857
processing technologies will impact other segments of the U.S. economy such as agnculture, the environmental sector and the service sector. Examples include

sman tractors, intelligent equipment for environmental clean-up. and service

robots for health care, secunry. cleaning and fire fighting.

While individual companies may determine isolated solutions to specific product

realization problems, the effon required to develop fundamental knowledge in

manufacmring processes and apply it to the widespread implementation of new

and improved manufacmring techniques clearly exceeds the capabilities of any one company or agency. U.S. industry now has a window of opportunity to gain

competitive advantage by leading the transition of manufacturing from an art to a

science. In order to accomplish this, the resources of industry, government and

academe must be applied in a coordinated manner.

1.2 Major Issues and Opportunities

The use of intelligent manufacturing processes and equipment in U.S. industry is not yet very widespread. Some of the barriers to implementation and

opportunities to accelerate implementation arc listed below.

The cost of developing new technology and reducing it to practice is becoming

prohibitive due to th& extensive needs for capital and equipment to prove

concepts, develop and test prototypes, and demonstrate scalable production

processes. The breadth of expertise required today for equipment and process

development is beyond that available in small business and start-up companies,

and even beyond that available in many large companies. Government/industry

/academe partnerships are needed to develop technology and knowledge bases

and to make facilities and expertise available at affordable costs to both small and

large businesses.

Declining R&D budgets in the private sector, lack of a short term return on

investment, and the scarcity of inexpensive, robust sensors and controllers Eave

inhibited widespread development of these technologies throughout the world.

Use of intelligent manufacturing systems diverges from manufacturing strategies

that are commonly practiced in this country today and requires alterations in most

finns' operating philosophies. In order for U.S. manufacturers to take the lead in

global markets, these new technologies and their associated management systems

must be developed and integrated into the U.S. manufacturing infrastructure. The

technology must be made accessible and affordable to small and medium sized

companies as well as large companies.

"Next generation" manufacturing equipment will require the integration of fast

computing, intelligent controllers, and intelligent sensors and actuators. The

incorporation of intelligent processing features mto production equipment will

also require the development of software to manage numerous discrete events

that are understood by multiple intelligent sensors and controls, particulariy when

fabrication requires many serial and parallel processes. Overcoming existing

858
lirmtadons in ihese areas will result in more capable systems that can be used for a broader range of applications.

Numerous manufactunng processes must be smdied and characterized in detail to transform manufacturing from an "art" to a science. Lack of understanding of the

fundamental relationships between sensed variables and required controls has

delayed the integration of these technologies into manufactunng equipment. A

better understanding of critical parameters which must be monitored and

controlled is required before intelligent sensors and controls can be broadly

employed in the manufacturing environmenL

The innovative development and implementation of new processing methods, and

their associated sensors, actuators, and controllers, is also required. New

processes for fabricating composites and engineered materials quicidy and

inexpensively could lead to revolutionaiy developments in the automotive,

aerospace and electronics industry. Furdier development of processing technology

is necessary for widespread utilization of intelligent processing equipment,

especially for the new engineered materials being developed. Such added

knowledge will lead to the development of new machines and processes aimed at improvements in agility, productivity and process precision.

Rapid prototyping is an emerging field of new technologies that can produce

hardware of great complexity in hours that would otherwise require days or weeks

using traditional methods. With additional technology development, the current

concept of rapid prototyping could be extended to include the fabrication of

functional hardware. Imagine a manufacturer with an advanced Rapid

Prototyping system, capable of fabricating a fimcdonai replacement pait from an

electronically communicated file sent from anywhere in the world. Spare part

inventories would be a thing of the past The replacement parts become virtual,

until needed A critically important technology such as Rapid Prototyping

requires additional development in order to achieve its full potential, and move

the manufacturing industry further along the learning curve. Speed, accuracy,

size, and fabrication using structural materials represent immediate technological

development needs in this globally compeutive field.

The health of the U.S. manufacturing equipment sector and other manufacturing

sectors within the U.S. are closely related. The importance of a strong domestic

manufacturing equipment industry increases as manufacturers focus more closely on process innovations as a means of sustained competitiveness. Qose proximity

between manufacturing equipment builders and users can aid in developing new

tools and processes tailored to specific customer needs and can smooth

introduction of new processes onto the factory floor. In the plastics industry for

example, close cooperation between plastic-machinery makers, the producers of

plastic botties, and soft drink firms has emdsled the UJS. to remain a world leader.

Qoser relationships need to be developed between U.S. equipment makers and

users to ensure tiie healtii of all U.S. manufacturing sectors.

2 Infi^tnicture Needs

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2.1 Vision

Over the next decade an integrated nationai manufacturing infrastrucoire is expected to emerge that can produce a wide variety of higiily reliable, efficient,

and market responsive products, quicldy, at low cost, and with minimum

environmental impact. Information and communication technologies will allow

distributed design and manufacturing facilities to interface electronically. This will

enable the integration of product design with complex manufacturing processes.

Manufacturers, both large and small will utilize "next generation intelligent

machines and processes" with adaptive control which is self-inspecting and self- correcting, to create high quality products rapidly. Knowledge gained during

machining and manufacturing processes will be captured and fed back to design

and manofacturing data bases to enhance process understanding and improve

product quality. This information will be collected in a set of electronic libraries

and cataloged for future use. Some of this infonnation will be generally available

to manufacturers through the internet, while other information will be archived in

company proprietary data bases. Manufacturers could then use this data to refine

and improve product development and manufacturing processes.

U.S, industry will integrate highly sophisticated, next generation components into

downstream producte and services through close working relationships among

component and end-product manufacturers and service suppliers. A strong,

internationally competitive U.S. equipment builder base will provide U.S.

manufacturers inmiediate access to the most advanced equipment and technology.

US. industry will be the fiist to develop and employ these technologies broadly

and therefore will gain the primary benefits from this new approach to manufacturing.

2.2 Grand Challenge

The grand challenge is to accelerate the creation of "next generation T

manufacturing processes and equipment" by identifying and developing the

technologies necessary to make the above vision a reality. Those technologies

must then be validated and transferred rapidly to a wide spectrum of American

manufacturers (both large and snudl) within the next ten years.

Since no single company or agency has all of the resources necessary to implement this vision, a series of parmerships and cooperative efforts among

industry, govenmient, and academe will be requirwL Mparties will have to find

new ways to work together, each contributing in their areas of greatest strength.

Cultural barriers must be broken and greater trust must be developed. If this

grand challenge is to be met in the next decade, a greater degree of infonnation

sharing among the participants must be fostered in order to minimize duplicate or

conflicting activiti^.

2.3 Priorities

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[n response to the grand challenge, the following research and development areas have been idenufied as cntical to the realizauon of "next generation

manufactunng processes and equipment".

Intelligent Control Systems

Real time sensor-based control - Current sensor-based controls are most effective

in continuous flow or highly repetitive manufactunng, where control systems can

learn the appropriate ranges of sensor readings that characterize acceptable and

unacceptable output for distinct product. Real-time sensor based control is superior to off-line programmed control of processes principally because it avoids

the differences between process modeling and reality. It also provides valuable

feedback to process models, thus enabling improvements with time.

Manufacturing equipment and machine tools with sensor-based control must

accommodate a varied mix of produa designs and quantities, and therefore

require more capability in the form of imbedded intellig€jnce. This intelligence

will not only be expected to gather more information, but, to perform more

advanced functions as well. These functions include the assimilation,

organization, understanding and communication of information, the ability to detect intangible as well as tangible variables, and the ability to detect and

diagnose problems and process errors, make decisions, send higher quality

information to controllers, and off-load controllers by communicating directiy with

actuators.

Open architecture controllers which allow users to easily interface with and

modify the control software arc needed to provide the flexibility to respond

rapidly to changes in production demand. Controllers will also be expected to commimicate with other intelligent sensors, thus requiring the development of

discrete event management software. Knowledge based artificial intelligence

systems, rich with rules and facts, will play a key role in the realization of this

form of inteUigent manufacturing, as will the application of neural networks that

enable an artificial inteUigence system to teach itself in real time to faciUtatc

process understanding and decision making capability of the intelligent sensor.

Process modeling and simulation - Research in this area is essential to achieving

the detailed understanding necessary to develop the knowledge bases required to accomplish the level of manufacturing process intelligence envisioned. Machining

and manufacturing process parameters and behaviors must be characterized in a

standard format and documented in both public and company proprietary data

bases. Data from real-time process sensing can then be fed back into the process

models to improve their accuracy.

A fundamental concept behind this technology is that the intelligent

manufacturing process includes the ability to sense the desired (or the

undesirable) characteristics or properties of a product, and has enough local

intelligence to control these properties. Computer based control requires a far more detailed understanding and characterization of the fundamental behavior of

861
manufacninng processes than was sufficient to produce acceptable product from

equipment tended by a human operator. The human operator functioned panlv

from knowledge, but. also from experience and intuition, which must now be

captured and reproduced in order to achieve the automated operation expected of

intelligent control.

Rapid Prototyping Methods

Advances in rapid prototyping technologies are also needed to attain the vision of

a responsive, integrated national manufacturing infrastructure. Currently, there is the need for real product prototyping as an integral pan of the product realization

cycle. The past decade has seen the introduction, development, and deployment

of new, specialized technologies that address this need. Commonly known as Rapid Prototyping, these technologies permit the fabrication of breadbox sized,

complex parts in a fraction of the time otherwise required by traditional prototype

fabrication methods. No special tooling is required to make parts using this

technology which further reduces process time and cost These technologies

produce parts that fulfill many of the objectives of the prototyping process, such as conceptualization, feasibility, fit check, and manufacturability assessment While a few of the parts are functional, most are made of materials that are not

stmcturally adequate to be used in performance applications. These technologies

are fmding their place in the product prototyping process, however, there is a

great need to advance Rapid Prototyping technologies to improve part accuracy

and fabrication speed, and introduce new materials and processes that expand the

application to functional parts fabricated using these advanced techniques. Metals,

ceramics, and con^sites are examples of engineering materials that have

potendal for many new applications if producible by Rapid Prototyping methods

that would permit part complexides and fabrication speed not allowable using

tradidonal methods.

New Processing Methods and Equipment

In order to make the use of composites and advanced engineered materials ~

economical, new non-tradiuonal processes must be developed. These new

processes and technologies differ from tradidonal manufacturing processes

because they are not feasible under manual control - they rely on modem

computer aided manufacturing methods. However, their control and full integration into a complete product realization cycle will depend upon successful

implementation of intelligent manufacturing processes and equipment

Equipment and sensors for new processing methods will have to be more

versjdle. Flexible and modular tooling will be an integral part of new processing

methods.

Further development of existing non-traditional process technologies is also

required. Beam technologies and nano-fabrication technologies arc examples of

non-traditional processes which could be used in future production enviroiunents.

Data bases which include processing parameters for composites and advanced

engineering materials must be created and made readily available to U.S.

manufacturers in support of these technologies.

862
The nexi generation vehicle requires Hght weight, high strength structure that can

probably only be provided by composites or other advanced, engineered materials.

Current technology for composites manufacturing denves almost exclusivelv from

the aerospace industry where manufacmnng costs for advanced composites exceed

S500 per pound, approximately 10 times the raw matenal costs. The automotive

industry needs processes and materials from which it can manufacwre recyclable

automobile strucmres for S2 per pound. Low cost, composite structures might

also find broad application in the construction, rail, marine, and consumer product

indusines.

3 Benefits

If the U.S. can take the lead in developing an advanced manufacturing

infrastructure which includes "next generation" manufacturing processes and - equipment the impact on intcraaiionai competitiveness and economic growth will

be enormous. Domestic suppliers will become more competitive, manufacmring

revenues will increase and trade deficits will decline. Production costs will be

reduced- time to market will be improved and product quality and reliability will

be enhanced.

"Next generation" intelligent manufacturing processes and equipment based on

advances in underlying technologies such as computer hardware and software, sensors and controls, information processing, and innovative machining and

tooling concepts will offer dramatic improvements in manufacturing cost, quality,

throughput, and flexibility for low to moderate volume apphcations. Advanced,

intelligent sensors and controls, and innovative actuators with advanced, imbedded

intelligence will be vital elements of future manufacturing process and equipment

systems. Individual advances in these technology areas will move the

manufacmring indusoy closer to the goals of agility. However, the significant

advances will take place when the individual technologies can be integrated into

truly advanced processing systems. ^ New processing technologies for rapid prototyping that produce components with

a broader range of mechanical properties could evolve into a new approach to manufacturing. That is, "rapid fabrication" of production quality, functional parts

in a similar time scale to rapid prototyping. This could ultimately lead to the

production of parts at least 10 times faster than possible by conventional

manufacturing practices. This would provide significant compedtive advantage in an era when time-to-market for new products is increasingly critical.

4 Other Issues

4. 1 Current Government Programs and Initiatives

Development of next generation manufacturing processes and equipment will

support the activities already underway in other NSTC working groups such as

Partnership for Next Generation Vehicle, National Electronics Manufacturing

initiative. Aeronautics Materials and Manufacturing, and Construction and

863
Buildins. There zire already numerous government, indusu^. universiiv, and

consortium activities m progress in this area. These include:

FCIM - DoD

Agile Web Pilot Program - TRP. Ben Franklin Technolosv Center

AMRI's - NSF

Manufacturing Extension Pannership - NIST

Manufacturing Technology Programs, Air Force and Navy

TEAM Program - DOE

Rapid Response Manufacturing Program - NCMS/NIST ATP

Automated Manufacturing Research Facilities - NIST

LEAN Aircraft Initiative - DoD, MIT, Industry

MADE -DoD

Dual Use Reconfigurabie Factory - DoD

Fastcast - DOE

Motor Vehicle Manufacturing Technology - NIST ATP

An early activity for this working group to undertake is to catalog ongoing

activities, identify high priority gaps that aren't being addressed and develop a

strategy to accelerate efforts in those areas. Exisung partnerships and consortia

should serve as the building blocks for future federally sponsored activities where

possible.

4.2 Policy Focus

There has been a lot of effort in the last ten years to develop enabling technology

and infrastructure for next generation manufacturing. These capabilities have not

permeated industry, however because effective processes for deployment of new

technology have not been implemented in the U.S. Low investment, adoption and

diffusion rates are most acute for small and medium sized manufacturers. A

mechanism for broad deployment of new manufacturing technologies and

equipment which is affordable, easy to install, and easy to use must be developed.

The government needs to expand deployment programs and develop otherT

incentives to address this issue.

5 Recommendations

5.1 Program Areas and Priorities

A limited amount of research is already underway in the development of new

manufacturing processes and equipment However, these efforts are not well

coordinated and are insufficient to achieve a significant impaa on U.S.

manufacturing.

The following are the research and development activities that the federal

government, in cooperation with industry and academe could take to accelerate

the adoption of "next generation" manufacturing processes and equipment

throughout U.S. industry. Program areas have b©en identified along with their near term (one to three years), mid term (three to five years) and long term (five

864
to ten years) pnonties.

Intelligent Control Systems:

Near Term - Development of sensors, process-material models, and

knowledge based algorithms to enable distributed control for accuracy,

flexibility, and reliability in conventional manufactunng processes.

Develop a cooperative national effon to characterize machining and

manufacturing process parameters and behaviors in a standard format and

document in both public and company proprietary data bases. Develop an

integration framework and verification-validation methodology for

process-material models.

Mid Term - Expand the development of process models and characterization

of process parameters to additional manufacturing processes and "nontraditional" processes. Develop/deploy readily available standard open

architecture controllers which allow users to easily interface with and

modify the control software for manufacturing processes and equipment.

Long Term - Develop and validate neural networks that - I) facilitate

the process understanding and decision making capability of intelligent sensors and 2) enable intelligent manufacturing equipment and systems to teach themselves in real time. Develop/demonstrate knowledge based

artificial intelligence manufacturing systems in small, medium and large

companies in several manufacturing sectors.

Rapid Prototyping:

Near Term - Develop/demonstrate processes that improve part accuracy and

fabrication speed Introduce new materials and processes that expand

the apphcation to functional parts fabricated using these advanced

techniques. Metals, ceramics, and composites are examples of

engineering materials that have potential for many new applications.

Mid-Term - Demonstrate implementation of equipment/systems that are

successfully developed during the near term activities. Also

develop/demonstrate rapid prototyping technologies for other material

classes and multi-material capabilities.

Long Term - Develop technologies for part complexities and fabrication

speed not allowable using current methods. That is, "rapid fabrication"

of production quality, functional parts in a similar time scale to rapid

prototyping. TTie goal is the production of parts at least 10 times

faster than possible by conventional manufacturing practices.

New Processing Methods and Equipment:

Near Term - Develop processes which reduce the cost of advanced

engineered and composite materials for structural applications by a

865
factor of at least ten. Develop flexible/modular tooling and equipment

which can be adapted to a vanety of sensors and controls.

.Mid Term - Develop and demonstrate a reconfigurable manufactunng svstem

with modular hardware, tooling, sensors and controls. Develop and

demonstrate versatile tooling, sensors and controls which can be

retrofit inexpensively and quickly onto existing manufacturing

equipment.

Long Term - Develop processes which reduce the cost of advanced

engineered materials for structural materials by a factor of at least

100. Develop and demonstrate intelligent precision manufacturing

systems which are flexible enough to be reconfigured for low volimie

processes and robust enough for high volume processes.

866
5.3 Next Steps

Key industrial sectors should be identified where accelerated diffusion

of "next generation" manufactunng processes and equipment will provide

significant competitive advantage. Cooperauve programs between

industry, government and academe should then be established to implement

the development and demonstration activities defined above.

Metrics should be established to evaluate investment, adoption and

diffusion rates of new manufacturing processes and equipment in small,

medium and large manufacturers. Improved competitiveness in those

industries should be assessed based on metrics such as increases in

sales and increase in total market share.

867
MANUFACTURING EDUCATION AND TRAINING:

DEVELOPING AN EFFECTIVE MANUFACTURING WORK FORCE

Executive Summary

Our most formidable intemationa! competitors have outstanding education systems.

They challenge our industrial productivity and quality to a large extent through a more

highly-skilled workforce. Thus, any effective strategy to enhance competitiveness must

address education and training issues.

Many factors - the Increase in global competition, the ways work is being organized

and front-line workers are being deployed, the use of flexible manufacturing methods,

the demand for higher quality goods, the introduction of new technologies — have come

together to change forever the dynamics of the American manufacturing wori<place

and require increased worker skills and education.

"At the same time, the United States has been falling behind its international competitors

in the technical preparation of Its entry-level, non-college trained wori< force. Even its college-educated engineers need better preparation in integrating knowledge and

focusing it on the engineering process from design through process and product

realization. Furthermore, it is not sufficient simply to improve the skills of new

wori<force entrants; to build a workforce that can successfully compete in the worid

mari<etplace, we must also improve the skills of existing workers. Thus, education and

training can no longer be viewed as a one-time, school-based problem, but must now

be recognized as an ongoing necessity for lifelong learning.

To maintain its competitiveness in manufacturing the United States needs to pursue a

long term strategy for building a worid class wori<force. This strategy should be aimed

at developing a coherent, high-quality system of education and training for manufacturing that begins in the primary and secondary schools and extends into- technical

schools, community colleges, and universities, empowering individuals and firms to

engage in skill-building that translates into better Jobs and lifelong learning for individuals, along with greater productivity and competitiveness for the nation as a whole.

This is a systems problem; its solution requires a systems approach. While the problems to be addressed are complex and varied, six broad systemic issues stand out:

1. The current system of workforce educatbn and training lacks coherence.

2. National training policy does not directly address current workers' needs.

3. Workforce training programs at all levels are lacking in focus and quality.

4. Our educational system does not provide adequate preparation for the manufacturing workplace.

NSTC White Paper on Workforce Training 868 Draft 01/17/95
5. Consumer information about workforce education and training is insufficient.

6. At-risk groups do not fare well in the current system.

To address these problems and achieve its strategic aims, the United States must take

actions on various fronts. Workforce education and training initiatives are already un- derway in the Departments of Labor and Education and the National Science Foundation. The muiti-agency Technology Reinvestment Project (TRP) has begun to mobilize

its constituent agencies to address workforce competency and training issues as well.

The National Science and Technology Council (NSTC) can play an important role in

support of this effort by funding research and training and assisting government, educational institutions, and industry to collaborate on workforce issues and to pursue

research on training technologies, prototypes, and models. Following are some specific

recommendations for strategies and action priorities appropriate to the NSTC:

1. Design a Coherent Framework- Actions:

• Recognize the manufacturing workforce as an input equal to technology in the

production process.

• Establish a public-private partnership for implementing education/training goals.

• Prepare an annual report on Employment, Education, and Training to the President

in his role as Chair of the NSTC.

• Consolidate govemment training programs as specified In the Re-Employment Act.

2. Improve the Quality of Education and Training for Work. Actions:

• Encourage woridorce-management collaborations that involve workers from the

inception in the development of education and training programs, organization of

wori<, and employment of new technology.

• Encourage and support the development of new, innovative programs to train

current wori<ers and managers In the analytic, problem-solving, team-building

capabilities increasingly needed in the new, flexible workplace. r

• Support rapid implementation of the School-to-Wori< program.

• Encourage major reforms in lower-division college technology, science, engineering,

and mathematics courses and cumcula with emphasis on two-year coileges.

• Encourage K-12 schools, industry, and universities to collaborate in providing eariy

• knowledge and hands-on experience in design and manufacturing systems.

• Urge engineering schools to develop "practice-oriented" master's degree programs

in manufacturing and take appropriate steps to infuse manufacturing experience

across the engineering curriculum.

• Fonn a public-private task force to promote the development of new learning technologies and low-cost delivery systems using expert systems, interactive video, etc.

3. Develop an Effective Consumer Information System. Actions:

• Promote continued development of an electronic labor mari<et information (LMI)

system making information on the nation's training resources widely and easily

NSTC White Paper on Workforce Training §59 Draft 01/17/95
available. Ensure that the system provides information about the potential impact of

each option on wages, job security, and promotion opportunities, as well as productivity and other business benefits.

• Build the appropriate "information highway" linkages between the means employed

to disseminate advanced manufacturing technology (e.g., Sematech, ATC's,

MTC's,) and the human resources needed to make these technologies work.

4. Ensure Access to At-Risk Populations. Actions:

• Encourage restructuring the way in which elementary and secondary schooling provides workforce preparation, especially for at-risk populations, to ensure worid-class

standards of academic preparation, particulariy in mathematics and science, and to

instill the notion of manufacturing as an exciting and rewarding career.

• Urge educational systems at all levels, from kindergarten to college, to employ the

best available learning strategies adapted to the learning styles of different individuals and populations.

• Provide financial incentives and support for individually-motivated training choices,

including child care provision and low-interest loans.

5. Leverage Federal Policy to Use Scarce Dollars Where They Have the Greatest

impact Actions:

• Encourage industry tax credits for participating in existing but endangered management/union apprenticeship programs.

• Incorporate training and workplace modernization into expanded federal and state

manufacturing extension programs to make them user-friendly, one-stop shopping

centers for both wori<ers and managers for training and industrial modernization.

• Fund demonstration projects which implement creative, effective methods to incorporate wori<ers and managers in training design and which promote training that

firms do not usually consider to their short-term benefit.

6. Create Supportive Market Mechanisms to Rnance Manufacturinjg Training.

Actions:

• Encourage changes in taxation policies that would provide market incentives for

financing manufacturing training by industry.

• Disseminate descriptions and results of Innovative, high performance training

• Support cooperative training across firms.

7. Measure Results. Develop, validate, and deploy assessment metrics, such as:

• Program output (e.g., program participants and related perfonnance data such as

training/education courses completed, certifications obtained, placements in job.

new degree programs, short courses, delivery systems etc.). • Program impacts (e.g., comparing pre- and post-program wages by crossmatching

Unemployment Insurance wage records with program participants).

• Industry-specific skill standards and nationally recognized means of determining and

certifying whether an individual has achieved those skill levels.

NSTC White Paper on Workforce Training gyo

Draft 01/17/95
• New metrics/models for measuring the economic, societal, and leaming impacts of

manufacturing education and training, for example, gains in real income (workers),

productivity (industry), worker skills, and basic literacy (e.g., follow-on studies to National Assessment of Educational Progress (NEAP) research).

• Deployment of models/tools (percentage of companies affected).

Background And Context

Since the time of the first Industrial Revolution, manufacturing has been the basis for a

strong, diverse, and growing US economy. That fact has not changed. However, many

factors - changes in the workforce and to the economy, more global competition,

changes in how wori< is being organized, the introduction of flexible manufacturing, the

demand for higher quality goods, the introduction of new technology - have come to- gether to change the dynamics of the American manufacturing workplace and to create

a need for new and higher skills in Americans workers

Some key points can be made about today's manufacturing wori< place and the environment for manufacturing:

• Manufacturing covers a wide range of technologies and concepts, and encompasses

the full spectrum of materials, products, and processes upon which the American industrial enterprise is based. It includes a broad range of economic activities from chemical

and biotechnology processing to electronic component and system fabrication, durable

goods production, fabrication of structures, and other sectors.

• The intellectual and physical resources which underpin all manufacturing must now

be viewed as including not only plant and equipment but also a skilled workforce. The

ability of businesses to expand and succeed in the emerging, high-technology, global

economy depends not only on trade agreements, technology, capital investment, and

physical infrastructure, but also on the skills, creativity, and ingenuity of theirj/vori<force.

• There has been an immense increase in the demand for higher quality and customized products; these require more flexible manufacturing methods.

• • There have been dramatic changes in manufacturing technologies and in the way

these technologies are used. Significant constraints have also been placed upon

manufacturing by new standards, environmental laws, and regulations.

• More and more industrial products and processes are science- or advanced technology-based. That means that all those employed in manufacturing need to know

more about the basic science and mathematics underiying their roles in the manufacturing process (e.g., materials science, metallurgy, chemistry, digital processing theory,

statistics and probability theory). These disciplines were previously considered to be

the province of engineers and research professionals.

NSTC White Paper on Workforce Training gy ] Draft 01/1 7/95
« The economics of investing in new technologies and complying with environmental

regulations also require very different manager and worker capabilities. The training resources and structures needed to impart these capabilities have also changed (e.g.,

more emphasis on use of teams and team building, lateral thinking as well as vertical

thinking, synthesis as well as analysis, flexibility as well as efficiency, experiential as

well as abstract learning).

• The way in which front line workers are being used in manufacturing has also

changed: organizational structures are leaner, flatter, more flexible; greater use is made

of teams; workers are being empowered. As a result, many manufacturers are downsizing their workforces, but higher skills are required of those front line workers who

remain on the job,

• These changes, taken as a whole, have led to an increase In the requirements for

worker skills and education. At the same time, the US has been falling behind its international competitors in the technical preparation of its entry-level, non-college-educated

work force. Many of our workers are only at a 5th-grade competency level. ^

'-

• While the US still leads the world in graduate education and in research, it does not

provide sufficient practical experience for its college-trained engineers and technicians. *

• Demographics tell us that it is not sufficient simply to improve the skills of new

workforce entrants. To build a workforce that can compete successfully in the worid

marketplace, we must also improve the skills of existing workers.

• Thus, education and training can no longer be viewed as a school-based problem

alone but must now be addressed as a ongoing issue requiring lifelong learning.

Systemic Issues

This is a systems problem, and its solution requires a systems approach. There are six

broad, systemic problems with the way in which the United States currently educates

and trains its manufacturing workforce:

1.- The current system lacks coherence. We have neither a clear vision of a framework within which people are prepared for the modem manufacturing workplace nor a

coordinated strategy for achieving the vision. In fact, many manufacturers still do not

recognize or accept that there is a whole new domain of competence within which the

manufacturing workforce from the shop floor through engineering to management must

operate. There is a need for government, industry, and education at all levels to come

together to conceptualize, intemalize, accept, and act upon their long-term responsibility for developing manufacturing and maintaining a highly skilled, flexible, diverse

workforce. The strategy ought to begin at the pre-college levels and continue on

through higher education and practice. At present, too many suggested approaches

NSTC White Paper on Workforce Training 872 Draft 01/17/95
focus only on the short-term, too many programs have separate requirements and

contradictory purposes, and too little coordination across programs occurs.

2. National training policy does not directly address current workers' needs.

Historically, US public investments in the workforce have emphasized training the disadvantaged, retraining the unemployed, and preparing new workers. Economic necessity now dictates that we place a higher value on training incumbent workers. Traditionally, responsibility for this training has been left to the individual employer, yet most

small and mid-sized businesses have neither the resources nor the know-how to carry

out that responsibility. We must recognize this reality and develop training policies that

take this into consideration.

3. Efforts to provide education and training to the existing workforce are unfocused and of uneven or unknown quality. The quality of many government-sponsored training programs is suspect. Moreover, there are no generally accepted standards against which to measure the outcomes of these programs to determine whether

they are successes or failures. The US trails other industrialized nations in shop floor

workforce competence and in non-college workforce preparation, some by as much as

6 to 7 years in tenns of competency test level.

4. Our educational system does not adequately prepare students to meet the re- quirements of the manufacturing workplace. Our nation's school systems, which

provide the new supply of workers to manufacturing, are still focused primarily on the

college-bound student and do not devote sufficient resources or prestige to technical

preparation in scientific, mathematical, and engineering principles for the non-college

bound student. In contrast, many of our international competitors have outstanding

education systems for non-college bound students and, through strong ties to the business community, enable an excellent school-to-wori< transition. Moreover, the scientific

focus of contemporary engineering educational programs neglects training in integrating knowledge to solve problems and make things. Engineering students lack experience with the continuum from design through process or product realization.

5. There is a lack of good, easily available information for consumers on workforce education and training programs, their admission standards, costs, and effectiveness. Students and wori<ers have no way of knowing whether a given course or program of study is likely to raise their incomes by helping them get a new job or a

better job or improve their skills for their existing job. Employers lack related information on how such courses or programs will meet their needs for wori<force skill development. There is no easily accessible source of reliable information about different

training vendors, the skill requirements of available jobs, or the sources of financial

assistance for training. Moreover, we lack the metrics to gauge whether our public and

private wori^force investment decisions are sound and whether they provide a sufficient

retum on investment.

NSTC White Paper on Workforce Training 873 Draft 01/17/95
6. At-risk groups do not fare well in the current system. Programs for at-risk

populations appear to have had mixed success; many have not been effective in raising

levels of achievement, increasing wages, or improving employment levels.

The systemic nature of the problem means that efforts to improve manufacturing education and training must be part of an overall, coordinated strategy for optimizing the

system involving various sectors, organizations, disciplines, etc.

Challenges And Constraints

Significant constraints impede the improvement of manufacturing education and

training; overcoming these is the primary challenge facing any initiative for change.

1. Recognition. Many US manufacturers do not recognize or accept that there is a

problem with the education and training of their workforce. Many still treat workforce as

a cost not as an asset, using measures such as "revenue per employee." On the other

ihand, the lay public still holds to the old-fashioned notion of manufacturing as a mundane operation, one not very attractive to bright young minds.

2. Resources. Many small- and medium-sized manufacturers do not have the re- sources or know-how to train/retrain their existing woricforce, nor do they have the sophistication needed to determine what kind of training is required or how it can best be

delivered. While many consultants can provide this service, their cost may discourage

utilization^ Community college training programs are gaining in sophistication but are

not yet equal to those offered by professional consulting fimis. Further, managers will

increasingly channel training resources to transmitting firm- and technology-specific

skills rather than the development of the conceptual skills increasingly needed in high

perfomrjance, rapid response manufacturing ~ problem-solving, analytic, and communication skills. The market does not provide strong enough incentives to fund an adequate supply of programs that develop these critical capabilities. -

3. Return on Investment. Even in companies where the necessary resources are

available, workforce training must compete with other investment priorities, such as

new plant and equipment, which are known to provide a positive retum on investment.

A broad, genera! connection between dollars invested In training and dollars retumed

has not yet been demonstrated.

4. Infrastructure, Most manufacturing finns have neither the technical infrastructure

to apply technology to training at the factory site (for example, interactive, computerbased instruction, distance learning) nor the In-house expertise to apply the latest

leaming theory for adult leamers to their workforce. 'Infomriation highway^ linkages are needed to facilitate the use of available training technology. Further, neither schools

nor private sector training programs have viewed generic analytic, problem-solving, and

communication skills as part of their mission, yet these capabilities are urgently needed

throughout the workforce to support competitive manufacturing.

NSTC White Paper on Workforce Training §74 Draft 01/17/95
5. Competition. Some companies fear that investments in the skills of workers are

too portable and that they may lose those investments to competitors. To reduce this

risk, strategies need to be developed that reduce inter-firm competition for trained

workers, e.g., using consortia of firms that make training investments, developing a

process for establishing skill standards for similar manufacturing jobs in order to en- hance skill transferability, certification of worker skills. The TRP and the Departments

of Labor (DOL) and Defense (DOD) have begun such efforts in collaboration with, and

with support from, industrial firms.

6. Incentives. Many wori<ers, managers, and trade associations are already over- committed; adding an additional training burden may be overwhelming to them. Incentive systems need to be devised that reward wori<ers for continuous learning, e.g., payfor-leaming, skills-based instead of seniority-based pay, tying promotions to training.

7. Information. Currently there is no one place that manufacturers and wori<ers can

go for easy access to information about resources available to them, what works and

what doesnt, or how they should structure future investments in information technology

infrastructure to ensure access to training-related innovations.

8. Marketing. There is a need to establish throughout American society the ability to

understand, value, and identify with modem manufacturing so as to gain the interest of

youngsters and attract the best young minds to manufacturing.

9. Integration. . We must find ways to emphasize integration over priorities; the former

embraces while the latter divide, even though some prioritization is needed. We can

build strength through integration of disciplines, of different types of manufacturing, of

different skill sets.

10. Values. Value, judgment, and character-building (in addition to knowledge and

know-how) must become a significant part of the manufacturing education and training

agenda; they are key factors in creating teamwori<, mutual responsibility, communal

good, and positive wori< ethics in any systems endeavor such as manufacturing.

11. New Ideas. We must find ways to identify, teach, and/or deploy relevant concepts

and good practices from research and from overseas regarding both management and

technology, e.g., organization of wori<, metrics, new educational methodologies, new

instructional technologies.

12. Credentialing. Govemment, education, and industry must collaborate to establish

both the skill standards needed if the US is to have a worid-class technical woricforce in

the 21st century and the portable credentials by which those skills can be measured

and recognized by prospective employers. Credentialing of unconventional skills presents a special challenge. DOL and the Department of Education (DOED) have begun

such a skills standards program under the auspices of Goals 2000 legislation.

875

NSTC White Paper on Workforce Training Draft 01/17/95
Current Initiatives

Federal Government

Eight Federal Departments and agencies support current initiatives in manufacturing

education and training: the Departments of Defense, Education, Commerce, Energy,

Labor, and Veterans Affairs; the National Aeronautics and Space Administration; and

the National Science Foundation. Specific initiatives include:

• New and proposed statutes: The Goals 2000: Educate America Act," "The

School-to-Work Opportunities Act," and The Reemployment Acf to establish onestop shops and a National Labor Mari<et Information System.

« The National Institute of Standards and Technology (NIST) Advanced Technology

Projects (ATP) program.

« The expansion of the NIST Manufacturing Technology Centers (MTC) program; in this regard, NIST and DOL have developed a partnership to enhance the capacity of

the MTC's by establishing linkages to workforce development services.

• The DOL demonstration project with the American Association of Community and

Junior Colleges (AACJC).

• The Advanced Technological Education program of the National Science Foundation (NSF).

• Manufacturing education programs in several of the NSF-sponsored Engineering

Education Coalitions, including the New Manufacturing Education Coalition, which

will have as its focus the integration of engineering education with wori< experience

in advanced manufacturing processes.

• National Wori<force Assistance Collaborative; a project funded by DOL to create

tools for and provide assistance to small and medium sized businesses that help

them address literacy, technical training, laiDor-management relations, and wori< re- structuring issues. Participants include state and local governments, industries,

community colleges, and universities.

• Govemment/lndustry partnerships under the interagency Technology Reinvestment

Project (TRP); investments through the TRP in developing educational programs

that support manufacturing industry needs, including practice-oriented npiaster's degrees, workforce training, and traineeships for displaced defense workers. An ex- ample is the Manufacturing Education and Training (MET) competition.

• The Office of Technology Assessment (OTA) is creating a national data base on

best workforce practices.

® ETA (speli out) funds a Technology Training Resources Clearinghouse.

« DOL's Office of the American Wori<place promotes high-performance workplace

practices, including training, employee involvement, and worker-manager

partnerships.

Education

Efforts by the educational system to alleviate some of the problems described eariier are documented in the draft report, "Using Telecommunications to Support Leamers

and Achieve the National Education Goals," prepared under the USE-IT project of the

CCSSO (spell out), dated December 1993

NSTC White Paper on Workforce Training Draft 01/17/95

876
A variety of curricular projects focused on manufacturing are underway and in planning

stages in response to federal funding initiatives noted above. Additional programs in this area are being supported by private industry, foundations, and the institutions

themselves.

Industry

Relevant industry efforts are documented in several reports issued between 1992 and

1994 as products of the Work Force Readiness Project, a joint effort of the National

Association of Manufacturers and the Department of Labor.

One excellent example is the "Leaming Consortia Projects." This is a DOL-funded

program to encourage partnerships among small (mostly manufacturing) companies

combining to leverage training resources and achieve economies of scale to upgrade

the skills of their workforces.

Proposed Action Plan

Vision

Advanced manufacturing systems will require a coherent, high-quality system of

manufacturing education and training that begins in the elementary and secondary

schools and extends into technical schools, community colleges, universities, and the

wori<place. This education and training system will build woridorce skills that translate

into better jobs and lifelong leaming for individuals, greater productivity for industry, and

sustainable prosperity for the nation.

Target Populations

Federal programs and policies must address the needs of four primary groups:

• in-school youth in grades K-20, including those in school-to-wori< programs;

• youth and young adults without a high school diploma or with limited English-language skills; ~

• unemployed youth and older adults with a high school diploma or equivalent training

and/or job experience; and

• workers who need updated or new skills to perform a current job or advance.

In addition, of course, there is a continuing need to attract bright young people to pursue careers in manufacturing.

Strategic Priorities

There are six broad strategies which can provide an integrated Federal approach to

addressing the workforce education and training needs of these target populations.

These strategies, along with recommended action priorities, are as follows:

1. Design a Coherent Framework. Education and training programs must work in a

coherent and coordinated manner. Duplicative or ineffective programs should be

eliminated, and multiple programs with similar purposes and target populations,

consolidated. This framewori< should use, modify, and strengthen existing social

NSTC White Paper on Workforce Training Draft 01/1 7/95

877
institutions, e.g., find ways to encourage businesses to train incumbent workers and

managers and, at the same time, provide incentives for workers to upgrade their skills or acquire new skills. Transitions from one part of the system to another should be as smooth and as clear as possible. There is need for greater transparency in the

objectives, methods, and expected results of each training program. The depth of skills or capabilities and the quality of programs need to be clear for managers and workers

to make informed choices among the many competing suppliers and types of training.

Action priorities include:

« Recognize the manufacturing workforce as an input equal to technology in the

production process.

• Establish a public-private partnership for implementing education/training goals.

• Prepare an annual report on Employment, Education, and Training to the President

in his role as Chair of the NSTC.

• Consolidate government training programs as specified in the Re-Employment Act.

2. Improve the Quality of Education and Training for Work. Education and training

for manufacturing wori<ers must meet high standards of program quality and outcome.

Flexible fimis will increasingly require analytic and creative thinking capabilities for

problem-solving, along with communication skills for vypri<ing in new ways with colleagues. These are goals that our training programs do not conventionally address.

Information and instructional technology should be used to improve the productivity of

learning systems for both youth and adults. Learning can be enhanced using simula-

. tions, tutorials, expert systems, and networi<ing for professional development as well.

Urgently needed are curricula and course modules for woricforce training that integrate

science, mathematics, statistics, and engineering principles into woricforce training

materials. Involving wori<ers in curriculum development will improve both the methodologies and the appropriateness of training programs. Action priorities include:

• Encourage workforce-management collaborations that involve workers from the

inception in the development of education and training programs, organization of

work, and employment of new technology.

• Encourage and support the development of new, innovative prograrnis to train

current workers and managers in the analytic, problem-solving, team-building

capabilities increasingly needed in the new, flexible wori<place.

• Support rapid implementation of the School-to-Wori< program.

• Encourage major reforms in lower-division college technology, science, engineering,

• and mathematics courses and curricula with emphasis on two-year colleges.

• Encourage K-12 schools, Industry, and universities to collaborate in providing eariy

knowledge and hands-on experience in design and manufacturing systems.

• Urge engineering schools to develop "practice-oriented" master's degree programs

in manufacturing and take appropriate steps to infuse manufacturing experience

across the engineering curriculum.

• Form a public-private task force to promote the development of new leaming technologies and low-cost delivery systems using expert systems, interactive video, etc.

NSTC White Paper on Workforce Training

878

Draft 01/17/95
3. Develop an Effective Consumer Information System. Clear, consistent, and current infonnation about local job markets, skill requirements of potential jobs, costs and

outcomes of available education and training programs and services, and sources of

financial assistance must be easily accessible to all consumers, including both workers

and company managers. The Federal Government has a role in supporting the development of, and in diffusing, appropriate management tools that effectively estimate the

value of retums from training investments. The system must allow individuals to make

informed choices. For example, the electronic access to Labor Market Infonmation currently under development in the Department of Labor could be expanded to offer cus- tomized and local information on training options. Action priorities include:

• Promote continued development of an electronic labor market information (LMI)

system making information on the nation's training resources widely and easily

available. Ensure that the system provides infonnation about the potential impact of

each option on wages, job security, and promotion opportunities, as well as productivity and other business benefits.

• Build the appropriate "infonmation highway" linkages between the means employed

to disseminate advanced manufacturing technology (e.g., Sematech, ATC's,

MTCs,) and the human resources needed to make these technologies work.

4. Ensure Access to At-Risk Populations. While a federal wori<force training policy

should address the broad needs of a coherent, high quality system for aU. it should

retain a focus on ensuring access for at-risk populations, which are least likely to re- ceive training in the private sector. Federal training programs for at-risk populations

must be of sufficient intensity and quality that youth and adults acquire the skills needed

for long-term self-sufficiency. Action priorities include:

• Encourage restructuring the way in which elementary and secondary schooling provides woricforce preparation, especially for at-risk populations, to ensure worid-class

standards of academic preparation, particulariy in mathematics and science, and to

instill the notion of manufacturing as an exciting and rewarding career.

• Urge educational systems at all levels, from kindergarten to college, to^mploy the

best available leaming strategies adapted to the learning styles of dSerent individuals and populations.

• Provide financial incentives and support for individually-motivated training choices,

including child care provision and low-interest loans.

5. Leverage Federal Policy to Use Scarce Dollars Where They Have the Greatest

Impact Innovative approaches are required to assure that limited Federal funds

support actions with the greatest potential retum on investment. Support should be

directed at research in leaming theory, advanced delivery systems, and metrics. Tax

credits for participating in management-union apprenticeship programs should be

considered, along with the use of existing industry-specific business-govemment

collaborative groups as a medium to inform managers of apprenticeship programs.

Expanding these programs to include union or other representatives of the workforce

would make them an effective means to modemize apprenticeship and other training

efforts as technologies change. Access to training programs and program information

can be dramatically widened through the soon-to-be-expanded MTC/extension service

NSTC White Paper on Workforce Training Draft 01/17/95
system; the MTC's can become, in effect, one-stop shopping centers for manufacturing

education and training programs. Action priorities include:

• Encourage industry tax credits for participating in existing but endangered management/union apprenticeship programs.

• Incorporate training and workplace modemization into expanded federal and state

manufacturing extension programs to make them user-friendly, one-stop shopping

centers for both workers and managers for training and industrial modemization.

• Fund demonstration projects which implement creative, effective methods to incorporate workers and managers in training design and which promote training that

firms do not usually consider to their short-term benefit.

6. Create Supportive Market Mechanisms to Finance Manufacturing Training.

Competitive pressures and the short-term framewori< that limits business options discourage firms from training adequately if at all. The Federal Government can give

leadership in developing new, creative methods to encourage firms and individuals to

train for the new demands of the workplace. Possibilities include changing the tax

system so that firms can treat training expenses as capital investments rather than onetime costs, tax credits for assessments of an employer's skills and training needs, and

loan programs (guarantees, deferred payback, or subsidized interest rates) for workers

in firms that do not finance their own training. Action priorities include:

• Encourage changes in taxation policies that would provide market incentives for

financing manufacturing training by industry.

• Disseminate descriptions and results of innovative, high performance training.

• Support cooperative training across firms.

7. Measure Results. In a time of budgetary austerities and pressing social needs, the

effectiveness of Federal investments must be measured and understood. For

manufacturing education and training programs the following types of assessment

metrics should be developed, validated, and deployed.

• Program output (e.g., program participants and related performance data such as

training/education courses completed, certifications obtained, placements in job.

new degree programs, short courses, delivery systems etc.)

• Program impacts (e.g., comparing pre- and post-program wages by crossmatching

Unemployment Insurance wage records with program participants)

• Industry-specific skill standards and nationally recognized means of determining and

• certifying whether an individual has achieved those skill levels

• New metrics/models for measuring the economic, societal, and learning impacts of

manufacturing education and training, for example, gains in real income (wori<ers),

productivity (industry), worker skills, and basic literacy (e.g., follow-on studies to National Assessment of Educational Progress (NEAP) research)

• Deployment of models/tools (percentage of companies affected)

The subcommittee recommends that the NSTC pursue the above strategies and action

priorities in the context of teaming, sharing, leveraging, and integrating.

NSTC White Paper on Workforce Training Draft 01/1 7/95

880
Manufacturing Deployment and Implementation:

Helping Companies Modernize

1. Background

Manufacturing is Important to the U.S. Economy

Manufacturing is an especially vital segment of the U.S. economy, representing about a

fifth of the U.S. Gross National Product over the past 40 years. Almost 19 million

Americans (over 20% of the private sector workforce) are employed directly in

manufacturing finns. ^ Numerous other firms provide services to this sector and are

indirectly responsible for millions more jobs and substantial economic activity.

Smaller Manufacturers are Important

Manufacturers with fewer than 500 employees are an especially important part of the

manufacturing enterprise. These small manufacturing establishments contribute more than

half (54.5%) of the value added in manufacturing and employ 63% of all manufacturing

cn^)loyees - approximately 12 million Americans.

Smaller shops and factories supply many of the component parts needed by larger firms,

and are an integral part of the supply chain for both commercial and defense products.

About 80% of their output is in the fonn of parts used* in higher value-added products, such

as machine tools, computers, and consimier goods.^ As more major manufacturers make

the shift to distributed manufacturing - essentially outsourcing production of parts and

subassemblies to suppliers - the role of these smaller suppliers becomes even more

important

Global Trends

Even a cursory look at the global trends in manufacturing businesses shows significant

changes in the technologies and how they are employed. Hie changes range from the

introduction of new equipment and manufacturing methods to new business and

management practices. They are occurring on the individual factory floor as well as in

entire industry sectors. They include the concepts of increasing agility/flexibility of the

operation and "batches of one", as well as an increasing distributedness of the processes.

More and more, larger companies are focusing their operations and relying on their

suppliers for the design and engineering aspects of their products as well as the creation of

the components, subassembhes, and systems. _

These trends affect the climate in which smaller manufacturers function in a global

economy. Unfortunately, they are not responding to these changes as quickly as needed to remain competitive in this environment

Small Manufacturers Face Barriers to Change

• Many small manufacturers are operating far below their potential. An estimated 70% of

U.S. smaller firms lag behind larger companies and international competitors in adopting

modem manufacturing equipment and practices. In addition, small finns have clear cut

problems establishing networks of contacts with extemal sources of scientific and

technological expertise.^

The National Research Council, in its report Learning to Change: Opportunities to Improve

the Performance ofSmaller Manufacturers, identified five barriers to change and

modernization that afflict our nation's small manufacturers.'*

1) Lack of awareness. Small firms are often unfamiliar with changing

technologies, production techniques, and business management

DRAFT 881
practices. Since they must devote most of their iune and energies to managing day-today operations, small firms are less likely to be aware of best manufacmring practices,

innovative applications of new technologies, and fresh approaches to improved

production efficiency. With less relevant experience and expertise, small manufacturers

are unlikely to risk investing in major management restructuring or new relationships

within their business.

2) Isolation. Small manufacturers have few opportunities to interact with

other companies in similar situations. Exposure to other firms is essential for

continuous improvement and imperative for understanding new practices, technologies

and services. Small firms have insufficient opportunities to trade information and

networL

3) Where to seek advice. Owners and managers of small firms often have

great difficulty finding and identifying sources of high-quality unbiased

advice, information and assistance. The expertise of educational institutions,

experts for hire, and other private sector service providers is often geared towards

serving large companies. Many consultants do not market their services to small

companies because the payoff is too smalL Vendors often push technologies that are

neither appropriate nor affordable for small con^mies. Accessing public sectof resources such as federal and state programs can prove confusing. These problems

lead to a general feeling among small business owners that assistance is neither

affordable nor easily found.

4) Disproportionately burdensome regulatory environment. National, state

and local regulations and initiatives on issues from trade to the

environment have a direct impact on the operations of small

manufacturers. The amount of time and effort required to comply with such

regulations is much greater for small shops as a percentage of cs^ital investment than it is for larger companies. There is a general feeling that regulations are so cumbersome

and difficult to track that small businesses may be in violation unknowingly. Small

companies have few places they can go for advice in this area, either due to the lack of

affordable consulting or because they are afraid that inquiries will result in plant visits

and subsequent citations.

5) Financing. Difficulty obtaining operating capital and investment- funds

for modernization is a pervasive problem for small manufacturers^ Larger

firms enjoy greater access to certain forms of financial credit like equity and debt

issues.^ The financial community often does not readily understand manufacturing,

especially small, more risky companies. This community often perceives loans for new

equipment, quality programs such as TQM or ISO 9000^, and woricer training as unattractively high risk. To make matters worse, small firms are not only unlikely to have the capabihties needed to put together funding proposals, but also are often slow

to recognize the need or economic justification for making investments in technology

and people required to remain competitive.

As a result of these five barriers, small U.S. companies are adopting technology at comparably lower rates than large U.S. fums. A 1988 U.S. Census Bureau survey of

manufacturers found that of the 17 technologies included in the study, numerical and

computer-numerical control (NC/CNC) was the only technology in which the usage rate for

plants with 20-99 employees was more than half that of plants with more than 500

employees (large companies).'' This problem is also observable when U.S. small fums are compared to foreign counterparts, such as for NC/CNC machine tools, the adoption rate

DRAFT 882
among small Japanese firms is one and half times faster than the rate of U.S. small

companies.^

Small manufacturers frequently are also slow to adopt modem business approaches and

workforce practices: advanced workforce training, empowerment, modem workplace

organization, modem business and information systems, and additional issues related to marketing and finance. They are less likely to see their operations in terms of continuous

improvement, requiring the constant upgrading of business and operational approaches

related to their competitiveness in the market place.

Mechanisms of Deployment

The Federal government has long recognized the need to fund or co-fund technology

research and development in support of agency missions. Historically, the emphasis has

been on basic research with funding support provided to universities and Federal

laboratories. More recently, there has b^n an effort to more fully capture the fruits of that

R&D by transferring technology developments into the marketplace. In the 1980's, the

Federal government implemented the Stephenson-Wydler Act and the Federal Technology

Transfer Act which created technology transfer mechanisms that included the Cooperative

Research and Development Agreements (CRADAs) in addition to the more traditional

mechanisms employed by the Federal agencies and laboratories: publication and

presentation of R&D results, and direct funding of R&D by companies, joint ventures, and

consortia. These mechanisms assume that the technologies created by these agencies in

support of their missions are of value to companies beyond those associated with that

mission. The identification of and interactions with qjpropriate recipients for these

technologies requires a substantial investment on the part of the agencies, both of the R&D

staff and technology transfer specialists, for development of technology descriptions,

intellectual property licenses, and other aspects of the technology transfer process.

A second mechanism relies on the training and subsequent placement of undergraduates

and graduate students in industrial organizadoos and organizadoos which interact

extensively with industry. This takes the knowledge created in the nadon's university

system and moves it via individuals to the manufacturing enterprise. While very effective,

it relies on companies bemg in a position to hire these new graduates and integrate them

into their operations. Manufacturing training and education aspects are discussed in a

different white paper.

More recendy, the Federal government, in collaboradon with the States, has focused on

manufacturing extension centers and services which use a combinadon of technical generalists and specialists, in concert with other types of resources, to direcdy assist companies in

idendfying and implementing appropriate technology in their operations. These operations can more quickly and effectively reach substantial numbers of manufacturers than can the

other two mechanisms, and help them realize the value of newer technologies.

Manufacturing extension services, as they have evolved, are more focused on the broad

array of needs of the client companies from the client companies' perspective, whether

technological, business, or training-oriented, than are other technology deployment

mechanisms. The underlying assumption is that technology implementation must be

complemented by changes in other aspects of the manufacturing operation/business such as workforce training and business/management systems, and that the acquisition of new

equipment and the associated processes of change v/ill require financial resources, either

from internal cash flows or external sources. In this respect, they complement other types

of technology deployment or technology transfer activities by providing an orderiy,

focused, and disciplined set of distribution channels which can identify both useful

DRAFT 883
technologies for companies, and "first-implementor", or risk-taking companies willing to invest in applications of new technologies, business and management practices, etc. A

comprehensive system of such centers and services provides opportunities for smaller

manufacturers to acquire the skills and tools needed to modernize their operations and

businesses and for technology vendors to more readily access the aggregate market of

smaller manufacturers.

The U.S.' extension services reflect the experiences of several models. The first is the

cooperative extension service (CES), created some 70 years ago^ primarily to assist the agricultural industries, and co-funded by the Federal government, the states, and localities. In this model, extension agents work with both individual farmers and groups of farmers in

all aspects of their operations: agricultural technologies as well as business and community

development aspects.

The second set of models are those found in the international arena^ in particular, Japan and

Germany. The Japanese model includes 170 Kohsetsushi centers, funded by the national

government and the local prefectures, which provide technical assistance to smaller

companies. The German model includes collaborative applied research between the Federal

government and con^)anies through the Fraunhofer Institutes, and an extensive

apprenticeship program. Other international models include manufacturing networks such

as those found in Italy and Denmark to share resources and capabilities.

2. Closing the Gap: Helping Small Manufacturers to Modernize

Federal Programs and the Manufacturing Extension Partnership

At the federal level, an array of government initiatives are beginning to help manufacturers

to adopt modem technologies, techniques and workforce approaches (see Box 1 below).

The Manufacturing Extension Partnership (MEP), managed by the Commerce

Department's National Instimte of Standards and Technology, is the primary federal

activity m industrial extension targeted at small manufacturers.

The national MEP is a direct response to the problems small manufacturers face. The

program's mission is to help small manufacturers adopt appropriate technologies,

techniques, and business and workforce approaches in order to improve product quality,

cost and time to market To achieve this, the MEP provides small manufacturers with a

point of entry or "gateway" to the nation's service providers and technology sources,

including:

• Federal agencies, federal laboratories and other national-level organizations

• State and local economic development programs

• Private consultants, experts and equipment vendors

• Universities, community colleges and technical schools

• Large companies, trade associations, and professional societies

DRAFT

884
BOX 1: FEDERAL MANUFACTURING DEPLOYMENT ACTIVITIES

Depanment of Defense rPODV The largest federal sponsor of manufacturing-related R&D and still the

largest single consumer of manufactured products, the DOD has increasingly funded activities in manufacturing technology deployment. For example, a large portion of the Advanced Research Projects

Agency's budget for example is devoted to manufacturing, funding programs such as agile manufacturing.

Many manufacturing initiatives also have been managed through the Manufacturing Technology Program

(ManTech), and the Best Manufacturing Practices program. The Technology Reinvestment Project (TRP),

a six agency collaboration including NIST and its MEP and chaired by DOD, targets defense reinvestment

and the adoption and dissemination of dual-use technologies. Many of the TRP-funded projects in manufacturing deployment are managed by the MEP.

Department of Labor CDOL). With the responsibility for workforce well-being, concerns about the competitiveness of U.S. firms has led DOL to expand its efforts in the critical area of human resource development DOL has launched three new initiatives designed to assist firms enhance the skill level of

U.S. workers: the improvement of high school graduates' job preparedness level, a system of industrybased skill standards, and creative efforts to help small companies meet their needs for a highly skilled and

flexible workforce.

The national MEP is working with the Office of the American Workplace and the Employment and

Training Administration, to further integrate workforce training and advanced woriqjlace practices into extension center activities. With support fix)m MEP and DOL, many extension centers have plans to address the specific training needs of client manufacturers, including the development of a HumanTlesource Assessment Tool for extension agents working directly with companies. Learning Consortia projects to help small businesses access worker training resources, state planning grants to integrate workforce training

and technology deployment, and pilot projects in the development of supplier networks and related training programs.

Environmental Protection Agency (EPAV With a traditional focus on reducing risk to human health and

the environment, protecting ecosystems, and preventing pollution, the EPA has embarked on a new

Environmental Technology Initiative (ETI) to accelerate environmental protection, strengthen America's

industrial base, and increase exports of U^. technologies and expotise. One of the primary areas in this

initiative calls for accelerating the conunercialization and diffusion of environmental technologies

domestically, particularly focused at the manufacturing base.

The EPA and the national MEP are collaborating in a number of areas, including formal joint projects in environmentally conscious manufacturing and source reduction which arc important components of national extension activities. In addition, the EPA is directly participating in the development of a set of protocols

and other tools for assessing manufacturing operations which integrate energy, environmental an<£

competitiveness factors.

Small Business Administration fSBA). With a mission to foster the general development of U.S. small

businesses of all types - with no particular focus on manufacturing or technology - the SBA generally

emphasis loan guarantees, start-ups, and minority businesses. Small Business Investment Corporations

(SBICs) serve to develop partnerships between the American entrepreneur and the venture capital

community. Small Business Development Centers (SBDCs) provide assistance to start-ups and existing

business in the areas of business plan development and financial planning.

The SBA is working with the MEP to co-locate manufacturing field offices of the SBDCs at MEP

extension centers. This gives small manufacturing fums, through the national MEP, expanded access to the modernization resources of the SBDCs and the wider resources of SBA.

Department of Energy (DOE! As manager of a large network of research laboratories, DOE develops

advanced manufacturing technologies, primarily to support its energy and defense missions. DOE has

expertise in various advanced manufacturing disciplines, and many DOE national laboratories have full-time technology transfer staff who have begun to emphasize helping smaller manufacturers access laboratory

technologies. They also are linking up with the MEP.

DRAFT 885
BOX 1: FEDERAL MANUFACTURING DEPLOYMENT ACTIVITIES, CONTINUED

Oak Ridge National Laboratory and the MEP-funded Southeast MTC are exploring ways to transfer laboratory expertise and technology in precision machining to the bearing industry. Allied-Signal, which

operates a DOE production facility in Kansas City. MO has a relationship with the Mid-America MTC

allowing service providers and client firm access to the facility. Lawrence National Laboratory and the California MTC have developed seminars on "environmental manufacturing." Great Lakes MTC recently

transferred a hydrogen sensor developed at the Sandia National Laboratories to a small company's

monitoring system, greatly reducing the cost of the system.

National Aeronautics and Space Agency fNASAV NASA maintains a network of technology access centers

that help industry identify problems that are being addressed at NASA or in other federal agencies or

laboratories.

The NASA-Lewis Research Center is working with the MEP-funded Great Lakes extension center to identify technologies that will be appropriate for the Center's clients; the NASA center is seeking to gain a

better feel for the needs of small manufacttirers. In addition, joint training programs for outreach agents and

linkages between electronic databases soon will be established between NASA and the MEP.

U.S. E)epartment of Agriculture fUSDAV The USDA maintains a large network of cooperative extension

agents to help farmers in every aspect of the agriculture enteq)rise, such as new technology adoption,

dissemination of new discoveries and the application of organization and planning techniques. With the number of farms steadily declining, USDA cooperative extension agents arc increasingly delivering services

that would traditionally be referred to as industrial extension, working in the areas of industrial agriculture,

food processing and wood product industries.

In order to expand its technology orientation the USDA plans to work more closely with the MEPs to

better utilize USDA's cooperative extension agents and the national MEFs network of extension

organizations.

Department of Commerce (DOCV Several DOC manufacturing dq)Ioymcnt programs assist small

companies. In particular, both the National Institute of Standards and Technologies (NIST) and the National Technical Information Service (NTIS) have roles in helping U.S. manufacturers' improve their competitive capabilities. Over the past decade, NIST has been the primary federal agency focusing on the technological needs of small manufacturers. In addition to managing the expanding MEP, NISTs activities include the Advanced Manufacturing Research Facility and other laboratory activities, the Malcolm Baldrige

National Quality Award, and the Advanced Technology Program. The NTIS, a centralized SOUTCe of

information exchange is expected increasingly to be an efficient clearinghouse of technical

information, markets and other learning opportunities for industry. ~

DRAFT

886
The nauona] MEP fulfills the technology-oriented needs of small manufacturers first and

foremost dirough manufacturing extension centers. These centers are "locally grown",

non-profit organizations that are not part of the federal govemmenL Federal funding is at most half of a center's total budget, so centers are coalitions of local, state and regional

organizations - both pubUc and private sector - united to fulfill the needs of small

manufacturers. Centers often have direct ties to larger manufacturers as well.

The Clinton Administration has set the goal of creating a nationwide network of 100

extension centers by 1997 within reach of all 373,000 U.S. small manufacturers and

serving all fifty states. With the added support provided recently through the Technology

Reinvestment Project (TRP), there are currently 44 MEP extension centers across the U.S.

with a cadre of well over 500 field agents and specialists, mostly professional engineers or

experts with manufacturing or business experience (See Box 2 below). With MEP

guidance and assistance, many states are planning or implementing programs that will

likely evolve into MEP extension centers in the near future. BOX 2: ONE-STOP SHOPPING OHIO STYLE

The Great Lakes Manufacturing Technology Center (GLMTQ, a non-profit technology deployment

program based in Cleveland, Ohio, provides one-stop shopping for Northern Ohio manufacturers. With 1

!

field engineers and 25 in-house technical speciaUsts, GLMTC provides services in a variety of ar^

demanded by small companies. This includes;

• Assessments evaluating overall needs of a company, benchmarking services and appraisals of human

resource practices.

• Information services, including an in-house information center which has access to more than 3,000

databases woridwide.

• Technical consulting services in a variety of areas including quality systems, manufacturing engineering

and design, CAD/CAM/CAE, and business management systems.

• Environmental programs, offering services ranging fix)m waste reduction and environmental ass^smcnts

to recycling advice and energy audits.

• Technology events including tours, seminars, workshops, monthly luncheon fomms and teleconferences.

Working directly with companies, the GLMTC staff helps companies identify areas of need. The first eight

hours of service is always free. Once an improvement project has been identified, service is provided by

GLMTC staff directly or through other resource partners at market prices. GLMTCs partnerships with

industry, academia and government allow clients to access nearly any technology service they n^ and

provide true one-stop shopping for local small manufacturers. ~

Each center.has a unique structure and service delivery approach based on the needs of

local client companies. Interactions with these companies are tailored to specific needs,

from in-depth assessments of entire business operations to specialized training seminars

and follow-on assistance as new technology, techniques and processes are brought oo-iine.

Example: Implement New Technologies

Legion Lighting, Inc. requested help from the New York extension center to seek

alternatives to using a chlorinated solvent which releases volatile organic compounds

(VOCs) into the air. The New York field engineers are currently providing their

technical experience, and knowledge of appropriate service providers in the area, to help the Brooklyn-based company implement cleaning and coating technologies that

will meet both the rigorous standards of the Clean Air Act and the competitive demands

of their market.

DRAFT

887
Example: Adoption of Modem Business and Workforce Approaches

Manufacturing Development, Inc., was told by Boeing it needed to meet Boeing's

stringent quality standards - or risk losing their business. The company contacted the

Mid-America Manufacturing Technology Center (MAMTC) in Overland Park, Kansas,

which provided on-site training in Statistical Process Control, required under the

Boeing program. The training program was coordinated with both in-plant data

collection and the development of capability studies, all required by Boeing. The

company received certification and retained its Boeing account.

Example: Use Best Manufacturing Practices

Photo Sciences, Inc., a producer of photomasks used to produce microchips, found

that the increasing cost of required technologies and fierce foreign competition meant

the company was losing money. The owner asked for an overall assessment of his

company by the California Manufacturing Technology Center (CMTC). The

assessment uncovered a higher than previously estimated rework and scrap problem.

Photo Sciences worked with a CMTC staff member to implement the controls and

tracking systems to identify specific causes of the scrap problem until a full-time

engineer could be hiredIn addition to its extension centers, the national MEP manages a network of extension

support systems - mostly pilot projects funded through TRP ~ designed to enhance the

ability of the national MEP to deliver high quality, high impact extension services.

Examples include:

• Electronic communication among extension organizations and the MEP, eventually

evolving to include all national service providers as well as client companies.

• National interactive satellite telecasts designed to meet specific needs of client

companies (See Box 3 below).

• National training programs for extension agents and forums for discussion of issues

pertaining to service delivery.

• Common extension tools, such as automated assessment protocols for assisting

extension agents working with companies, benchmarking services for companies, and

service modules for conmion training programs.

• Management tools for extension centers such as information systems and databases and

evaluation metrics and approaches.

BOX 3: NATIONAL INTERACTIVE TELECASTS

The National Technological University, a non-profit educational organization, is leading an effort to provide

national interactive satellite telecasts on topics of interest to small manufacturers attempting to improve

their manufacturing competitiveness. Lawrence Livermore and Oak RidgeA'-H National Laboratories, the American Society of Mechanical Engineers and odicr technical societies, MEP extension centers, and

private companies will serve as the source of technical expertise for the telecasts. Access to the telecasts nationwide will be provided through MEP extension centers, educational institutions, and other technology

providers.

The MEP is constantly exploring new technology sources, delivery mechanisms and

communication routes in order to provide the most appropriate services in the most

appropriate manner to small manufacturing clients. TTie partnership program is involved in a number of TRP-fiinded alternative deployment pilot projects and other new ventures

focused in the following areas:

• Electronic commerce

• Group services (see Box 4 below)

• Large company partnering and supplier chain activities

• Sector-specific service approaches

DRAFT

888
Nadonal-level delivery systems

BOX 4: MANUFACTURING NETWORKS

When small manufacturers organize into units that jointly produce, market, learn or tackle problems, each

participant has greater exposure to information, technology trends, skills and resources. Companies that collaborate are better placed to improve performance, capture new or expanding markets, and generally to overcome barriers to modernization.

Regional Technology Services, Inc. (RTS) in Chapel Hill, North Carolina, is looking to spur the design

and implementation of manufacturing networks and other approaches to inter-firm cooperation. In partnership with 15 states (and growing), RTS is providing manufacturing netwoiic services, including

customized technical assistance, education and training, performance metrics, interstate learning groups, a

resource center, and linkages to international expertise. These services are delivered primarily by private

sector experts from companies and organizations that use collaboration as an integral business strategy. Lessons learned from tiiis pilot project will be disseminated nationally.

3. Benefits and Measuring Results

Program Impacts

Although the MEP is a young and rapidly growing program with a limited scale of , manufacturing extension efforts undertaken thus far, the results of analyses -supplemented

by case studies and anecdotal evidence - illustrate the large potential for significant benefits

to companies and the economy. Fifteen months of evaluation data fi-om the seven oldest

centers and three months of data from five newer centers show that manufacturing firms are

reporting total economic benefits of almost $7 for every federal dollar that the centers

receive. This conservative estimate undervalues the impact of extension center services,

including only technical assistance projects and associated activities of the extension

services. It does not include the "soft" services, such as seminars and informational

interactions and referrals, which many firms consider very beneficial, even though their

impacts are extremely difficult to quantify.

Company-level Impacts

A recent pilot survey provides some insight into the company-level impacts of MEP

activities. A group of client companies served in 1991 were surveyed on various

performance measures in the years before and after service, as summari2:ed in Chart 1.

Chart 1: 1993 Pilot Client Progress Survey

AoauaJ Sales

Ejqnni

' CompoUT UitfC

Invcakxy Tana

Scnp Rues

Manufactarinf Lead Tioie

Averate Amnal Salary (Wa(es)

Payroll

Sales per Einployee (Productivity)

Employcucnl

==5ii

•90% .40% -10% •0% W% M% 40% (0% Note: 55 Returned Surveys from GLMTC, NYMEP and SMTC client companies who received service in 199 1 . Percentages compare actual company performance from 1990 and 1992 mean company data.

DRAFT

889
In addition, at the end of company engagements all client firms are asked to estimate, as a

direct result of the services provided, the impacts they perceive from woridng with the

MEP extension center. Chart 2 illustrates the most recent totals from reporting extension

centers for both average impacts and on a per project bases.

Chart 2: Self-Reported Company Totals

Yearly total Project Average for Year

Change in Sales $60,122,400 $191,473

Capital Spending $15,650,648 $49,843

Capital Avoidance $3,738,100 $11,905

Reduction in Inventory $5,500,797 $17,518

Labor&Materiai Savings $7,465,681 $23,776

Jobs Created or Saved 1,491 4.75

Note: 314 companies returning surveys. July, 1993 • June, 1994

National Evaluation System

In addition to impact data, the MEP is developing a national evaluation system designed to assess the effectiveness of service coordination at the local, regional and national levels,

and apply evaluation as a management tool for continuous in^)rovement of service mixes

and scrvdce delivery j^proaches. In order to meet the goal of delivering high impact

services that meet the needs of small manufacturers, many evaluation tools and systems are under development including standard reporting systems, client surveys, assessment tools,

information data systems, benchmarking services, extension center evaluation plans, and

evaluation awareness training programs. These evaluation tools should be usable to all organizations involved in providing extension services and products to smaller

manufacturers.

4, Next Steps...

Strategic Thinking

To be successful, technology deployment activities must be committed to several key

principles. First and foremost, they must be industry-driven and market-defined. Tn the

absence of this feature, these activities are only so much "technology push", the

effectiveness of which will be limited. Second, the structure, strategies, and services have

to be integrated with the state and local resources, which define the economic community of

which each individual firm is a part. Third, there must be a commitment to high quality,

continuous improvement, and innovation. Fourth, there must be a commitment to performance measurement which focuses on the bottom-line results realized by the

companies. Fifth, the technologies, products and services have to be focused on those

companies which demonstrate a commitment to investing in their own growth and

development. Finally, the services provided have to focus on activities which assist the

companies in overcoming their unique barriers to improved competitiveness. The future of

an effective technology deployment system relies on expanding and weaving together a group of extension programs and extension support activities into a coherent national

system that is proactive and forward looking, meeting the needs of small manufacturers. To

the extent that additional extension centers, supporting programs, and other related projects

are added to the national system, they should be established through merit-based,

competitive processes.

DRAFT

890
MEP's legislative mandate, and the mandate for most of the Federal laboratones under

the Stephenson-Wydler Technology Transfer Act,^ 1 focused narrowly on the transfer of

advanced laboratory technologies. A comprehensive technology deployment system has

begun to emerge and its strategic focus has changed considerably. Growth areas are outlined below.

• Strengthen and integrate related and specialized services to small manufacturers through

the expansion of: - Workforce reorganization, the upgrade of technical skills, and the implementation of

high performance workplace environments - Marketing and product development services - Expansion of access to fmancing

• Leverage and improve on the existing infrastructure of enabling services to extension

centers, which involves: - Packaging and disseminating existing manufacturing assessment and educational tools - Creating new tools that help in the comprehensive identification and assessment of

manufacturing problems, including the areas of business management, advanced

woridbrce practices, and energy and the environment

• Expand the use of leveraged delivery mechanisms that utilize:

- - Supplier chains - Manufacturing networks (group activities) - Continuous improvement working groups - Electronic networks (information resources & electronic commerce)

• Remain agile and flexible, and thus: - Continuously evaluate customer needs - Utilize training and continuously upgrade extension staff skills

These activities involve the continuation and expansion of cooperative efforts with all national resources, including other federal technology development and deployment

programs, state extension activities, educational institutions, private sector consultants and

experts, trade associations and societies, and large companies.

Institutional Feedback

In order to build a nationally-coordinated system, the MEP recommends the following

changes: _

• Identify administrative and technical requirements, associated with environmental

regulations that are difficult for smaU companies to achieve.

• Better utilize the talents and resources within the Energy Department's national

laboratory system to help small manufacturers and service providers access lab

technologies that best fulfill their needs in a timely and affordable fashion.

• Incorporate the unique needs of small manufacturers into the workforce skills and

workplace reorganization programs implemented by the Department of Labor and the

nation's community colleges, among others.

• Improve methods to assess the risk and feasibility of technology and other

modernization activities in small companies, helping the Small Business Administration

and the U.S. banking industry to improve small manufacturers' access to capital.

• Reflect, to a greater degree, the modernization needs of small companies in the national

R&D infrastructure, including at federal agencies and in educational institutions.

DRAFT

891
Streamline collection, access and use of data in the area of manufacturing dynamics,

characteristics and technologies. Expand the sampling of small manufacturers in

federal databases, including, among others, the Bureau of Census' Longitudinal

Research Datafile (LRD) and the Bureau of Labor Statistics' Unemployment Insurance

(UI) database.

Notes

^The percentage of employment cited is for manufacturing establishments for the year 1990, as cited in Qjunty Business Patterns, Bureau of the Census. It should be noted that small manufacturing enterprises

(which, unlike establishments, do not count branch plants) accounted for 35% of manufacturing

employment for the period 1972-88 as a whole, as cited in Gross Job Flows in U.S. Manufacturing, 1994,

page 18. ^"Helping Manufacturers Build a Technological Advantage", NIST Manufacturing Extension Partnership, U.S. Dqiartment of Commerce, March 1993.

•^Roy Rothwell and Mark Dodgson; "External Linkages and innovation in small and medium sized

enterprises" R&D Management 21,2 1991. ^ ^The five barrios are cited directly bom Learning to Change: Opportunities to Improve Performance of

Smaller Manufacturers, National Research Council (Washington, DC: National Academy Press), 1993.

ross Job Flows in US Manufacturing. 1994. On the relationship between firm size and financing

Mttcms, see Walker (1989) and Gaston (1989).

"TQM stands for Total Quality Maiiagemcnt, a program designed to bring systematic quality programs to

all facets of a company. ISO9000 is a set of standards created by the International Standards Organization

for certifying the quality of production.

"^Manufacturing Technology: Factors Affecting Adoption 1988, Bureau of the Census, DOC; as cited in Learning to Change, op. ciL, page 20. 8"Hc!ping Manufacturers Build A Technological Advantage," NIST MEP, U.S. DOC, March 1993.

^Dorothy Schwieder, 75 Years ofService: Cooperative Extension in Iowa, Iowa State University Press, Ames, 1993. ^^h^x enabling legislation of the original Manufacturing Technology Center (MTC) Program and the State Technology Extension Program (STEP) - subsequendy combined to form the MEP - was the 1988

Omnibus Trade and Competitiveness Act.

' 'Hie Stephenson-Wydler Technological Innovation Act of 1980, the Federal Technology Transfer Act of

1986, and their amendments provide the basic legislative framework under which Federal agenciesjnay

transfer their technologies to industry.

DRAFT 892
Final Participants Ust

2nd Annual Manufacturing Technology Conference:

Toward a Common Agenda

April 18-20, 1995

National Institute of Standards and Technology (NIST)

Goithersburg, Maryland

John Adams

Honda Engineering

24,000 Honda Pkwy.

Marysville, OH 43040-9251

USA

Cheryl Albus

NIST

BIdg. 304, Rm. 142

Gaithersburg, MD 20899-0001

USA

James Albus

NIST

BIdg. 220, Rm. 81 24

Gaithersburg, MD 20899-0001

USA

Gene Allen The Maneal-Schwendler Corp.

11911 Freedom Dr. Ste. 750

Reston. VA 22090

USA

Bruce Allison Resources, Trade & Tech.

Fairfax, VA

USA

William Alzheimer

Sandia National Labs.

P.O. box 5800

MS 0953

Albuquerque, NM 87185-0953

USA

Edward Amatucci

NIST

BIdg. 220, Rm. B124

Gaithersburg, MD 20899-0001

USA

Gary Bachula

U.S. Dept. of Commerce

14th & Constitution Ave., NW

MS HCHE-4822

Washington, DC 20230

USA

John E. Bafford Westinghouse

P.O. Box 746

MS 124

Baltimore, MD 21203

USA

William Bailey

The Boeing Co. 20403 68th Ave.

P.O. Box 3999, MS 87-95

Seattle, WA 98124-2499

USA

Bob Barnett Texas Instruments

P.O. Box 650311

MC 540

Dallas, TX 75265

USA

Vern Bean

NIST

BIdg. 222, Rm. A317

Gaithersburg, MD 20899-0001

USA

Frank Beard

Marine Mechanical Corp.

23555 Eucio Ave.

Cleveland, OH 44117

USA

Donald Beard

Consultant

9201 Gue Rd.

Damascus, MD 20872

USA

Gilbert Benavides

Sandia National Labs. P.O. Box 5800

MS 0958

Albuquerque, NM 87185

USA

John Berkowitch

National Textile Center 3352 Morningside Rd.

Wilmington, DE 19810

USA

Jack Berry

Westinghouse

P.O. Box 746

MS 131

Baltimore, MD 21203

USA

Robert Bescher

Pratt & Whitney

17900 Beeline Hwy.

MS 71 7-11

Jupiter, FL 33458

USA

Diane Bird U.S. Dept. of Energy

1000 Independence Ave., SW

DP-14,GP-180

Washington, DC 20585

USA

Donald Blomquist

NIST

BIdg. 233, Rm. 81 08

Gaithersburg, MD 20899-0001

USA

Howard Bloom

NIST

BIdg. 220, Rm. A127

Gaithersburg, MD 20899-0001

USA

893
S. Howard Bluth U.S. Navy BMP

2231 Crystat Dr. Ste. 815

Arlington, VA

USA

Howard Bluth Martin Marietta Energy

P.O. Box 2009

MS 8011

Oak Ridge, TN 37931-8011

Mark Bohannon

U.S. Dept. of Commerce

Washington, DC 20230

USA

Brad Botwin

U.S. Dept. of Commerce/BXA

Washington, DC 20230

USA

Douglas Braithwaite

MIT

One Amherst St. MS E40-422

Cambrkige, MA 02139-4307

USA

Peter Brown

NIST

BIdg. 304. Rm. 12

Gaithersburg, MD 20899-0001

USA

Bob Brown

Deneb Robotk^, Inc. 3285 Lapeer Rd., West

P.O. Box 214687

Auburn Hills, Ml 49321-4687

USA

Joe Brown

Battelle 505 King Ave. Columbus, OH 43201

USA

Dewayne Brown

AlliedSignal-Kansas City Div. 2000 E. 95th St. MS D1824/BW31

Kansas City, MO 64141-6159

USA

Peter Butenhoff

Textile Clothing Tech. Corp.

21 1 Gregson Dr. Cary,NC 27511

USA

Neil Carlson

The Timken Co. lOOOTimken Place

Lincolnton Bearing PI.

Iron Statton, NC 28080

USA

Kevin Can" NIST

BIdg. 301, Rm. B121

Gaithersburg, MD 20899-0001

USA

Deborah Carr CIMS

1400 Eye St. Ste. 540

Washington, DC 20005

USA

Peter Carroll Solar Turbines, Inc. 818 Connecticut Ave., NW

Ste. 600

Washington, DC 20006

USA

Gary Carver NIST

BIdg. 220, Rm. B322

Gaithersburg, MD 20899-0001

USA

Esther Cassidy

NIST

BIdg. 101, Rm. A1111

Gaithersburg, MD 20899-0001

USA

Dudley Caswell

U.S. Dept. of Defense

1110 Artie Quill

Herndon, VA 22070

USA

Alan Claflin DOE-ERLTT

1000 Independence Ave., SW

Washington, DC 20585

USA

Dorothy Comassar

GE Aircraft Engines

One Neumann Way

MD C67

Cincinnati, OH 45215-1988

USA

Gary Conkol

CAMP

2415 Woodland Ave.

Cleve, OH 44115

USA

Jack Cook

Martin Marietta P.O. Box 2009

BIdg. 9737, MS 8091

Oak Ridge, TN 37831-8091

USA

Peter Corte SAIC

1710Goodrklge Dr. MS 2-3-1 McLean, VA 22102

USA

Robert Cottriel ECS Composites

3560 Rogue River Hwy.

Grants Pass, OR 97527

USA

894
John Coulter George Dieter Donald Elson

Lehigh University Univ. of Maryland Black & Decker

19 Memonal Dr., West 1 Locksly Court 701 E. Joppa Rd.

Packard Laboratory Silver Spring, MD 20904 TW070

Bethlehem, PA 18015-3085 USA Towson, MD 21286

USA

Alkan Donmez

1 lO A USA

Tim Crawford NIST Dick Engwell

cMPr AAA n^AA

BIdg. 233, Rm. B106 Westinghouse Electric Corp.

714 N. Senate Ave.

^\ _ » 1 1 _ _ _ L ftft ^\ A/\A/%A A/\/\^ Gaithersburg, MD 20899-0001 P.O. Box 746

Indianapolis, IN Ao2\jZ 1 lO A USA MSG-15

USA Baltimore, MD 21203

Brendan Doyle USA

Dan CundiTT U.S. EPA

Defense Research & Engineering

J A ft 1 rVl ^1 A f 401 M St., SW Bill Ennen

3030 Defense Pentagon Washington, DC 20460 Univ. of Mass. Rm. 3D367 USA Donahue Inst., Middlesex House

Washington, DC ^\ ^\ n — . . A^rAA

P.O. Box 35520

USA Kenneth Dreitlein A«Ua-^A &1A A4nCA AAAff Amherst, MA 41354-2005

United Technotogies Research USA

Nicfx}las Dagala)<is 41 1 Silver Spring Lane

NIST

ft i ^ 4 AA 4 A MS-129-14 Robert Epstein

BIdg. 220, Rm. B124 East Hartford, CT 061 08 Sikorsky Aircraft GaithersDurg, MD 20899-0001 1 lO A USA AAAA ftAK^iK. Ox _A aA 6900 Mam Street UoA MS 305A

Arthur Dunning

Oa i~l 1 OT AAAAA

Stratford, CT 06499

Ralph Day Dyn Corp., ATS USA

Applied Research Lab.-PA Univ. . 4401 Ford Ave.

P.O. Box 30 C^Aa AAA

Ste. 300 Clifford Erickson

Penn State Universty Alexandria, VA 22302 Honeywell, Inc. State College, PA 16804 1 1^ A USA 3660 Technobgy Dr.

1 lO A USA MS MN65-2300

Dean Eatedali

A*__ — _ — — 1*— ftAfti 1 4 n Minneapolis, MN 55418

John DeCaire Westinghouse 1 lO A USA

NCMS P.O. Box 746

3025 Boardwalk n . Li : ftm ajaaa

Baltimore, MD 21203 Kathy Erickson Ann Kw^^» IJI ^OHAO Ann Artwr, Ml 48108 1 lO A USA Sandia National Labs.

1 IC A USA 1401 Wilson Blvd. William Eikenberg

OA-. 4 AAA

Ste. 1000

Richard Dewey Westinghouse Electric

Ariltah^A^ak l/A AAAAA

Arlington, VA 22209

ERDEC P.O. Box 746

1 lO A USA

BIdg. E3549 ft AO 4 AA MS 126

MS SCBRD-EN Baltimore, MD 21203 . Donald Esterling

Aberdeen Prov. Grnd., MD 21010 USA Microcompatibles

1 lOA USA 301 Prelude Dr.

Al Elkins

O' L . ^ -'—.^ ftAr% AAAAJ

Sliver Spnng, MD 20901

National Systems Management Corp. USA

4600-H Pinecrest Office Park Dr. Alexandria, VA 22312

USA

895
Klaus Evele

NUWC, KPT

610DowellSt.

Keyport. WA 98345

USA

Frank Ewasyshyn

Chrysler Corp.

Joe Faloo

NIST

BIdg. 220, Rm. B127

Gaithersburg, MD 20899-0001

USA

Peter Farbaniec

E.J. Brooks Company

164 N. 13th St. Newark, NJ 07107

USA

James Farmer

Martin Marietta P.O. Box 2009

9737, MS 8091

Oak Rklge, TN 37831

USA

John Felton DuPont Electronics 14 T.W. Alexander Dr. RTP, NC 27709

USA

John Ferguson

EDS

5555 New King St. Troy, Ml 48098

USA

Thomas Rorino

Productton Tehcnotogy, Inc. 2231 Crystal Dr. Suite 815

Arlington, VA 22202

USA

S. Jeane Ford

NIST

BIdg. 220, Rm. A127

Gaithersburg, MD 20899-0001

USA

Donald Foster Lawrence Berkeley Laboratory

One Cyctotron Rd.

MS 90-2148

Berkeley, CA 94720

USA

DonaW Fowler

F&F Associates, Inc. 2063 S. Glebe Rd.

Arlington, VA 22204

USA

Leon Fuller U.S. Dept. of Commerce/BXA

Washington, DC 20230

USA

Frederick Funk

Westinghouse

8377 Tamar Dr. Ste. 627

Columbia, MD 21045

USA

Cita M. Furlani NIST

BIdg. 415, Rm. 102

Gaithersburg, MD 20899-0001

USA

Francis X. Gavigan

Argonne National Lab.

1 Bank Street

Ste. 250

Gaitherbsurg, MD

USA

Demetria Giannisis

Chicago Manufacturing Center 3333 W. Arthington

Chicago, IL 60624

USA

Paul Giles

NACFAM

1331 Pennsylvania Ave., NW

Ste. 1410, North Tower

Washington, DC 20004-1703

USA

Dave Gilsinn NIST

BIdg. 233, Rm. B102

Gaithersburg, MD 20899-0001

USA

DavkJ Godfrey

Manufacturing Resources

7813 First Place

Cleveland, OH 44146

USA

Steven GokJman

Agility Forum

125 Goodman Dr. Bethlehem, PA 18015

USA

Kenneth Goodwin

NIST

BIdg. 220, Rm. B124

Gaithersburg, MD 20899-0001

USA

Robert Graham

Boeing Defense & Space Group

P.O. Box 3999

MS 3E-28

Seattle, WA 98124-2499

USA

Cary Gravatt

U.S. Dept. of Commerce/TA

HCHB, Rm. 4841

Washington, DC 20280

USA

Michael Gresalfi MMES

14506 Ascot Sq.

Boyds, MD 20841

USA

Maurice Gritzman

Chicago Manufacturing Center 3333 W. Arthington

Chicago, IL 60624

USA

896
John Gudas Wayne Hawkins Michael Hitchcock

NIST Center for Innovative Tech. U.S. Air Force

BIdg. 101,Rm.A430 2214RockhillRd. WUMTI

Gaithersburg, MD 20899-0001 Ste. 600 2977 P St. USA Herndon, VA 22070-4005 WPAFB, OH 45431

USA USA

David Gulley

State of Illinois Jorma Helin Maynard Hollkjay

100 W. Randolph Technotogy Devetopment Center LLNL

Ste. 3-400 Halminkatn 34 20201 Century Blvd. Chicago, IL 60601 MS 0100 First Fbor

USA Helsinki Germantown, MD

FINLAND USA

Greg Guy

Radiodetection Corp. Jim Henderson Sungho Hong

4102 Deepwoods Dr. XIDM KIMM

Austin, TX 78731 203 Engineering North 8301 Greensboro Dr. USA Stillwater, OK 74078 Ste. 470

USA McLean, VA 22102

Ruth Haines USA

NIST Edward Hensel

BIdg. 224, Rm. B115 New Mexico State Univ. Clyde Hopkins

Gaithersburg, MD 20899-0001 P.O. Box 30001 Martin Marietta Energy Group

USA Dept. 3450, Rm. 113 1099 Commerce Park Las Cruces, NM 88003-0001 Oak Ridge, TN 37830

William Hanson USA USA

MIT/Leaders for Manuf. Program

One Amherst St. Martin Herman John Horst

Ste. E40-422 NIST NIST

Cambridge, MA 02139-4307 BIdg. 220, Rm. B124 BIdg. 220, Rm. B124

USA Gaithersburg, MD 20899-0001 Gaithersburg, MD 20899-0001

USA USA

Richard Hartke

National Center for Advanced Tech. Merrill Hessel Alex Hou

1250 Eye St., NW NIST U.S. Dept. of Commerce

Ste. 1100 BIdg. 245, Rm. B102 14th & Constitutbn Ave., NW

Washington, DC 20005 Gaithersburg, MD 20899-0001 Rm. 7060

USA USA Washington, DC 20230

USA

Dale Hartman Nathan Higginbotham

CAM-I McDonnell Douglas Aerospace William Hull 1250 E. Copeland Rd. P.O. Box 516 McDonnell Douglas Aerospace

Ste. 500 y Arlington,/VA 76011

MS 064 1420 1510 Hughes Way

Saint Louis, MO 63166 MS 54-25

USA

i r USA Long Beach, CA 90810

USA

Barry Hass Donald Hitchcock

Raytheon Company Harris Corp. Paul Huray

50 Apple Hill Dr. P.O. Box 99000 Univ. of South Carolina

MS T3TN46 MSM1N-2401 300 South Main St. Tewksbury, MA 01876 Melbourne, PL 32902 MSA-139B

USA USA Columbia, SC 29208

USA

897
Shirley Hurwitz

NIST

BIdg. 225, Rm. A266

Gaithersburg, MD 20899-0001

USA

Kate ingle U.S. Dept. of Commerce

14th & Constitution Ave., NW

Rm. 7064

Washington, DC 20230

USA

Martin Jackson

DOE Kansas City Plant 2000 E. 95 St. MS D/392 E2E7

Kansas City, MO 64141-6159

USA

Richard Jackson

NIST/MEL

BIdg. 220, Rm. B322

Gaithersburg, MD 20899-0001

USA

Raymond Kammer

NIST

BIdg. 101, Rm. A1134

Gaithersburg, MD 20899-0001

USA

Ramesh Karne

Univ. of Maryland

A.V. Williams BIdg.

Inst, for Systems Res.

College Park. MD 20742

USA

Richard Kegg

Cincinnati Milacron

4701 Marburg Ave.

Cincinnati, OH 45209

USA

Charles Keith

Loral Vought Systems

P.O. Box 650003

MSL-53-06

Dallas. TX 75265-0003

USA

Ernest Kerzicnik GE Aircraft Engines

' One Neumann Way

MSG408

Cincinnati, OH 45215-6301

USA

Christopher Kim

U.S. Dept. of Commerce

14th Street, N.W.

MS 7064

Washington, DC 20230

USA

Byung Kim

Univ. of Mass. 219 E. Lab.

Dept. of Mech. Eng.

Amherst. MA 41354-2005

USA

Brad Kirkwood

Boeing Defense & Space

3417 S. 120th Place

BIdg. 2103, Door N3

Tukwilla,WA 98168

USA

BobKleiber

Caterpillar, Inc. P.O. Box 1875

TC-K Fab. Struct. Peoria, IL 61656-1875

USA

Davkj Koegel

DOE-Office of Energy Research

1000 Independence Ave., SW

ER-80/Rm. GA-155

Washington, DC 20585

USA

Stephen Koknat

Dyn Corp. ATS

4401 Ford Ave.

Ste. 300

Alexandria, VA 22302

USA

Sean Krieger

NUWC, KPT

610DowellSt.

MS C/2012

Keyport, WA 98345

USA

Norm Kuchar

GE Corporate R&D

River Rd.

MS KWD227

Schenectady, NY 12301

USA

Paul Kugelman

DuPont Co. Delaware Tech. Park

Rm. 426, 1 Innovation Way

Newark, DE 19714-6108

USA

Daniel LaPlant

Solar Turbines, Inc. 2200 Pacific Hwy.

M/Z V-1 San Diego, CA 92186

USA

John Lampe

Lockheed Martin 5600 Sandlake Rd.

MS MP150

Orlando, FL 32819-8907

USA

898
Neal Laurance

Ford Motor Co.

P.O. Box 2053

MS 2247 SRL

Dearborn, Ml 48121

USA

Tina Lee

NIST

Bldg. 220, Rm. A127

Gaithersburg, MD 20899-0001

USA

Douglas Lemon

Pacific Northwest Lab. 3320 Q St. P.O. Box 999, 219/K7-80

Richaland, WA 99-352 USA

John Lepore

Technology Services, Corp.

982 Wayne Ave.

Ste. 800

Silver Spring, MD 20910

USA

Lionel Levinson

General Electric River Rd.

Bldg. K1-MB, 159

Schenectady, NY 12301

USA

William Lewandowski

Aerospace Industries Assoc. 1250 Eye St., NW

Washington, DC 20005

USA

Marshall Lih NSF

Alice Ling

NIST

Bldg. 233, Rm. B114

Gaithersburg, MD 20899-0001

USA

Joe Lombardo

Johns Hopkins University

Johns Hopkins Rd.

Uurel, MD 20723

USA

Craig Long

Milliken&Co.

920 Milliken Rd.

MCM-186

Spartanburg, SC 29303 . . USA

Denver Lovett NIST

Bldg. 304, Rm. 142

Gaithersburg, MD 20899-0001

USA

Mark Luce

NIST

Bldg. 304, Rm. 12

Gaithersburg, MD 20899-0001

USA

George Lundberg

E.J. Brooks Company

164 N. 13th St. Newark, NJ 07107

USA

Susan Lusi U.S. International Trade Co. 500 East St , SW

MS511E

Washington, DC 20436

USA

Robert Mandl

DOE Kansas City Plant 2000 E. 95 St. MS D/281 E2E7

Kansas City, MO 64141-6159

USA

Stephen Maness

U.S. Army Material Command

5001 Eisenhower Ave.

Attn: AMCRD-IE, Rm. 8S44

Alexandria, VA 22333-0001

USA

Larry Martin

Lockheed Fort Worth Co.

P.O. Box 7487

MS 1420

Fort Worth, TX 76101-0748

USA

Michael Mastracci

Techmatics, Ina 12450 Fairlakes Circle Suite 800

Fairfax, VA 22033-3832

USA

Howard McCue

Lawrence Livermore Lab. 7000 East Ave. MS L-792

Livermore, CA 94550

USA

Michael McDermott

Carce Associates

18948 Whetstone Cir. Gaithersburg, MD 20879

USA

Charles McLean

NIST

Bldg. 220, Rm. A127

Gaithersburg, MD 20899-0001

USA

Matthew McLean

Resources, Trade & Tech.

Fairfax, VA

USA

Robert Meier Los Alamos National Lab. ESA-EA

MS P946

Los Alamos, NM 87544

USA

899
Eugene Meieran

Intel 5000 W. Chandler

MSC3-63

Chandler, AZ 85226

USA

Aris Melissaratos

Westlnghouse Electric Corp.

1310 Beulah Rd.

BIdg. 801-3C54

Pittsburgh, PA 15235-5098

USA

Steve Mercer

Caterpillar, Inc. Tech Center-K

P.O. Box 1875

Peoria, IL 61656

USA

Elena Messina

NIST

BIdg. 220. Rm. B124

Gaithersburg, MD 20899-0001

USA

John Meyer

Natbnal Science Foundatton

4201 Wilson Blvd. MS 590

Arlington, VA 22230

USA

Mike Michaelis U.S. Dept. of Energy

1000 Independence Ave., SW

MS DP-14/GP-180

Washington, DC 20585

USA

Kevin Miller Society of Manuf. Eng.

1101 Wilson Blvd.

Ste. 1100

Arlington, VA 22209

USA

Charles Millick BDM Federal

555 Quince Orchard Rd.

Ste. 400

Gaithersburg, MD 20878

USA

John Mills Univ. of Texas at Arlington

7300 Jack Newell Blvd., S. Forth Worth. TX 76118-7115

USA

Howard Moncarz

NIST

BIdg. 220, Rm. A127

Gaithersburg, MD 20899-0001

USA

Cynthia Montgomery

NIST

BIdg. 220, Rm. B322

Gaithersburg, MD 20899-0001

USA

Edward Morris

Loral Vought Systems

P.O. Box 650003

MS L53-03

Dallas, TX 75265-0003

USA

William Muir Eaton Corp.

1111 Superbr Ave.

Cleveland, OH 44114

USA

Tom Munns

NAS/Manufacturing Studies Board

2101 Constitution Ave., NW

Washington, DC 20418

USA

Richard Neal

Martin Marietta P.O. Box 2009

MS 8068

Oak Ridge, TN 37831-8068

USA

Joyce Nettleton

Inst, of Food Technotogies

221 N. USalle St. Ste. 300

Chicago, IL 60601-1291

USA

Herman Nied

LeHigh University

19 Memorial Dr.. West

Packard Laboratory

Bethlehem, PA 19015-3045

USA

Raoul Noel

NCMS

3213 Whispering Pine Dr. Ste. 13

Silver Spring, MD

USA

Sandra Novinger

Rockwell Collins 855 35th St., NE

MS 137-108

Cedar Rapids, lA 52498

USA

James O'Connor

Kennametal, Inc. Route 981, South

P.O. Box 231

Lantrobe, PA 15650

USA

Rand Oliver Martin Marietta Energy Systems

1099 Commerce Park

Oak Ridge, TN 37830

USA

Jean Owen

SME

1 SME Dr. Dearborn, Ml 48069

USA

900
Joel Pacheco Steven Phillips Herbert Rabin

IIT Research Institute NIST Univ. of Maryland

10 West 35th St. Bldg.220, Rm. B113 Engineering Research

Chicago, IL 60616 Gaithersburg, MD 20899-0001 Potomac BIdg., Rm. 2120

USA USA College Park, MD 20742

USA

Ronald Parsons Robert Pierce

NIST/MEP Lockheed Martin Bill Radcliffe

BIdg. 301, Rm. C121 1 Plastics Ave. NIST

Gaithersburg, MD 20899-0001 MS 1756A BIdg. 304, Rm. 142

USA PittsfieW, MA 01201 Gaithersburg, MD 20899-0001

USA USA

Anand Paul Concurrent Technologies Ck)rp. Jack Pokrzywa Steven Ray

11605 Bedfordshire Ave. AIAG NIST

Potomac, MD 20854 26200 Uhser Rd. BIdg. 220, Rm. A127

USA Ste. 200 Gaithersburg, MD 20899-0001

Southfield, M! 48034 USA

Gordon Pavy USA

AFL-CK) Brenda Ray

815 Sixteenth St., NW Arati Prabhakar NIST

Ste. 301 NIST BIdg. 304, Rm. 142

Washington, DC 20006 BIdg. 101, Rm. All 34 Gaithersburg, MD 20899-0001

USA Gaithersburg, MD 20899-0001 USA

USA

Jim Peoples Danny Reed

Lockheed Fort Worth Co. Fred Proctor Inst, for Defense Analyses

P.O. Box 748 NIST 1801 N. Beauregard St. MS 2492 BIdg. 220, Rm. B127 Rm. 201 run VVUIlll, lA /DIUI odiinersDurg, mu ^uoyy-uuu i AlovanWrio V/A 00*31 1 1770

USA USA USA

Louisa Perdieu Dan Prono Ernest Renner

AlliedSignal, KCP Los Alamos National Lab. Office of Naval Research

2000 E. 95th St. P.O. Box 1663, MSK571 800 North Quincy St. MD40 Los Alamos, NM 87545 Rm. 633, Code 36

Kansas City, MO USA Arlington, VA 22217-5600

USA - USA

Jean Pustis Cornelia Pemik PTI Robert Reuter

Actionline Magazine Three Crystal Park U.S. Dept. of Energy

AIAG 2231 Crystal Dr., Ste. 815 1000 Independence Ave., SW

26200 Lasher Rd. Arlington, VA 22202 MS GP180/DP-14

Southfield, Ml 48034 USA Washington, DC 20585

USA USA

Richard Quintero

Thaddeus Pertowski NIST Victor Rhoder

GEC-Marconi BIdg. 101, Rm.AI 000 Deneb Robotics, Inc. 150 Parish Dr. Gaithersburg, MD 20899-0001 3285 Lapeer Rd., West

MS18A 86 USA P.O. Box 214687

Wayne, NJ 07474-0936 Auburn Hills, Ml 49321-4687

USA USA

901
Chuck Rice

Chrysler Corp.

30900 Stephenson Hwy.

MS CIMS 463-00-00

Madison Heights. Ml 48071

USA

Karen Richter IDA

1801 N. Beauregard St. Alexandria, VA 2231 1-1 772

USA

Harold Rife EMPF

714 N. Senate Ave.

Indianapolis, IN 46202

USA

Kamie Roberts

NIST

BIdg. 225, Rm. A231

Gaithersburg, MD 20899-0001

USA

Phillip Roether

Texas Instruments 8505 Forest Lane

MS 3131

Dallas, TX 75243

USA

Robert Rolfe

Inst, for Defense Analyses

1801 N. Beauregard St. MS CSEO/Rm. 300

Alexandria, VA 22311

USA

Jack Rossen

Rutgers Univ. -CAR

120 New England Ave.

Piscataway, NJ 08854

USA

Glenn Rossi

Boeing Co.

P.O. Box 16858

MC P32-10

Philadelphia, PA 19142

USA

Jeff Ruckman

Center for Optics Manufacturing

240 E. River Rd.

Rochester. NY 14623

USA

Alvin Sabroff Eaton Corp.

32500 Chardon Rd.

Willoughby Hills, OH 44094-9137

USA

Michal Safar

I IT Research Institute 10 West 35th St. Chicago, IL 60616

USA

Edward Satoman

NIST

BIdg. 245, Rm. B119

Gaithersburg, MD 20899-0001

USA

Patrica M. Sanchez

Sandia National Labs.

P.O. Box 5800

MS 095

Albuqerque, NM 87185

USA

Robert Schafrik NAS/Manufacturing Studies Board

2101 Constitution Ave., NW

Washington, DC 20418

USA

Roger Schappell

CTA, Inc. 5670 Greenwood Plaza Blvd. Ste. 200

Englewood, CO 80111

USA

Heinz W. Schmitt

Sandia National Labs. P.O. Box 5800

MS 0513

Albuquerque, NM 87185

USA

Lyie Schwartz

NIST

BIdg. 223. Rm. B309

Gaithersburg, MD 20899-0001

USA

Donald Sebastian

New Jersey Inst, of Tech.

University Heights

MS 3200 !TC

Newark, NJ 07102-1982

USA

Maurice Shamash

Westinghouse Electric P.O. Box 746

MS P-13

Baltimore, MD 21203

USA

Paul Sheng

Lawrence Berkeley Laboratory

One Cyclotron Rd.

MS 90-2148

Berkeley, CA 94720

USA

Dan Siewiorek

School for Computer Science

5000 Forbes Ave.

Pittsburgh, PA 15213-3890

USA

Bob Simon

Texas Instruments 2501 W. University

MS 8019

McKinney, TX

USA

Gene Simons

Rensselaer Poly. Inst. CII9117

Troy, NY 12180-3590

USA

Sallie Smith

Agility Forum

125 Goodman Dr. Bethlehem, PA 18015

USA

902
Jim Snyder

Martin Marietta P.O. Box 2009

MS 8201

Oak Ridge, TN 37831-8201

USA

Carrie Snyder

I.T.T.A. 1330 Connecticut Ave., NW

Ste. 210

Washington, DC

USA

Jim Sperling Solar Turbines, Inc. 2200 Pacific Hwy.

MS P-4

San Diego, CA 92186

USA

Bailey Squier

CAM-I

1250 F.. Copeland Rd.

Ste. 500

Arlington, TX

USA

Ram Sriram

NIST

BIdg. 220, Rm. A127

Gaithersburg, MD 20899-0001

USA

Philip Staas

Lehigh University

200 W. Packer Ave. CIM Lab. Bethlehem, PA 18015-1582

USA

George Staerker Grote Industries, Inc. 2600 Lanier Dr. Madison, IN 47250

USA

K. John Stahl Storage Technotogy Corp.

2270 S. 88th St. Louisville, CO 80028-4276

USA

Stephanie Stearns Great Lakes Composites Co. 8400 LakeView Pkwy.

Ste. 200

Kenosha, Wl 53142

USA

Davki Stieren ! NIST

BIdg. 304, Rm. 142

Gaithersburg, MD 20899-0001

USA

Paul Stone

Dow Chemical, Co. 1776 Eye St., NW

Ste. 575

Washington, DC 20006

USA

Keith Stouffer NIST

BIdg. 220, Rm. B124

Gaithersburg, MD 20899-0001

USA

JoAnne Surette NIST

BIdg. 220, Rm. B358

Gaithersburg, MD 20899-0001

USA

Robert Swanson

Concurrent Technotogies Corp.

1450 Scale Ave. Johnstown, PA 15904

USA

Joseph Systo

National Center for Advanced Tech.

1250 Eye St., NW

Ste. 1100

Washington, DC 20005

USA

Nicholas Tarnoff NIST

BIdg. 220. Rm. 8127

Gaithersburg, MD 20899-0001

USA

Clayton Teague

NIST

BIdg. 220, Rm. A117

Gaithersburg, MD 20899-0001

USA

Daniel Thompson

Lawrence Lh/ermore Lab. East Ave. L-644

Livermore, CA 94550

USA

Thomas Tobey

The Boeing Co. * P.O. Box 3707

Seattle. WA 98124

USA

MarkTraband

Penn State University P.O. Box 30

State College, PA 16804

USA

Julie Tsao

Defense Logistics Agency

Cameron Station AQPOT4B190

Alexandria, VA 22304-6100

USA

903
Rheal Turcotte Chicago Manufacturing Center

3333 W. Arthington

Chicago, IL 60624

USA

Laurens Van der Sande

Royal Netherlands Embassy

4200 Wisconsin Ave., NW

Washington, DC

USA

Stephen Varanay

Sikorsky Aircraft 6900 North Main St. MS 305A

Stratford, CT 06601

USA

Ted Vojnovich

DOE-ERLTT

1000 Independence Ave., SW

Forrestal BWg., 3F-877

Washington, DC 20585

USA

Robert Von Husen

U.S. Army Materiel Command

5001 Eisenhower Ave. MS 8522/AMCRD-IEM

Alexandria, VA 22333-0001

USA

Maurp Walker

Motorola

1303 E. Algonquin Rd.

4th Floor Schaumburg, IL USA

Andy Wan

U.S. Dept. of Commerce/TA

14th & Constitution Ave., NW

Rm. 706

Washington, DC 20230

USA

Cecilia Wasterlid

Embassy of Sweden

Office of Science & Technotogy

1501 MSt., NW

Washington, DC 20005

USA

Kurt Webster

Boeing Co.

P.O. Box 3707

MS 5K-14

Seattle, WA 98124

USA

Nicholas Weil

NCMS

3025 Boardwalk Dr. Ann Arbor, Ml 48105

USA

Bruno Weinschel

Weinschel Res. Foundatbn

P.O. Box 2092

Gaithersburg, MD 20886

USA

Tom Wheatley

NIST

Bldg.220, Rm. B124

Gaithersburg, MD 20899-0001

USA

Michael White

Pratt & Whitney

400 Main St. MS 118-39

East Hartford. CT 06108

USA

Don Willyard

AlliedSignal

2000 E. 95th St. P.O. Box 419159

Kansas City, MO 64141-6159

USA

Joseph Wirth

Rayhem Corp.

300 Constitution Dr. MS 122/8505

Menio Park, CA 94051

USA

Michael Wozny

NIST

BIdg. 220, Rm. B322

Gaithersburg, MD 20899-0001

USA

Colman Wright

Consultant (Martin Marietta)

494 Poplar Springs Rd.

Kingston, TN 37763

USA

Simone Yaniv

NIST

BIdg. 233, Rm. B108

Gaithersburg, MD 20899-0001

USA

Isaac Yeboah

B&C Corp.

366 Fairview

Barberton, OH 44203

USA

Thomas Young

Sandia National Labs. P.O. Box 5800

MS 0955

Albuquerque, NM 87185

USA

Gene Zeiszler AMT-Assoc. for Maun. Tech.

7901 Westpark Dr. McLean, VA 22102 . USA

Anne Marie Zerega

U.S. Dept. of Energy

1000 Independence Ave., SW

Rm. 3F-088 ER-80

Washington, DC 20585

USA

*U.S. GOVERNMENT PRINTING OFFICE: 1995- 386 - 627 / 47902

904
Technical Publications

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