UW-Stout Manufacturing Outreach Center ▪ UW-Stout Discovery Center ▪ UW-Stout

PO Box 790

Menomonie, WI

54751-0790

July 19, 2013

Ms. Diane Henderson

National Institute of Standards and Technology

diane.henderson@nist.gov

Dear Ms. Henderson:

The UW-Stout Manufacturing Outreach Center (SMOC, formerly NWMOC) would like to offer 

the attached responses to the “Request for Information on Pilots to Inform the Creation of 

Potential New Manufacturing Technology Acceleration Centers (M-TACs)”. We are excited 

about the opportunities to advance global manufacturing competitiveness that the proposed 

M-TACs would bring to small and mid-sized manufacturers across the US. The SMOC and its 

parent UW-Stout Discovery Center have been actively engaged in impacts-focused technical 

assistance and applied research with these important manufacturers for the past twenty years,

and understand first-hand the value of these opportunities.

The UW-Stout Discovery Center organization advances productivity, innovation and 

entrepreneurship through a unique combination of focus areas: its NIST MEP center SMOC; its 

innovation activities of the Discovery Center’s faculty/student/staff/company collaborative 

projects; its in-house advanced manufacturing and digital fabrication laboratory (FabLab); and 

its Small Business Development Center and Technology and Business Incubator, specializing in 

product development and start-up business support.

The Discovery Executive Director, Randy Hulke, and I are actively engaged in integrating 

advanced manufacturing and innovation within small and mid-sized manufacturers. These 

attached responses offer our informed perspectives and input on the strategic planning for 

potential M-TACs.

Should you require additional clarification or have questions regarding these responses, please 

contact either Randy Hulke (hulker@uwstout.edu 715-505-7016) or me 

(blackledgel@uwstout.edu 715-505-7015).

Sincerely, 

Larry Blackledge

Director

UW-Stout Manufacturing Outreach Center
Response to the Request for Information on Pilots to Inform the Creation of 

Potential New Manufacturing Technology Acceleration Centers (M-TACs)

UW-Stout Manufacturing Outreach Center

University of Wisconsin-Stout, Discovery Center and Discovery Center FabLab

1

Contact: blackledgel@uwstout.edu

Overview:

This response to the Request for Information on Pilots to Inform the Creation of Potential New 

Manufacturing Technology Acceleration Centers (M-TACs) is from the Stout Manufacturing 

Outreach Center (SMOC), the University of Wisconsin-Stout (UW-Stout, Wisconsin’s Polytechnic 

University), the UW-Stout Discovery Center (DC) and the DC FabLab. The respondents have a 

track record of constructing and rapidly deploying results-focused applied research and 

technical assistance partnerships within the NIST MEP and higher education networks that 

successfully address and impact broad regional industry and economic development initiatives. 

These teams effectively: 

 Leverage dynamic industry collaborations that fuel technology transition and technology 

adaption between and among industry leaders and small and mid-sized manufacturers 

in their strategic supply chains;

 Streamline small and mid-sized manufacturers’ access to optimal technology transition 

and commercialization services; 

 Link small and mid-sized manufacturers with the technologically promising research 

discoveries and ideas that bolster their product and process development; and 

 Identify technology advancements that match the commercialization needs of small and 

mid-sized manufacturers. ]

Additionally, the DC FabLab (digital fabrication laboratory) augments the strengths of the NIST

MEP center (SMOC) with a dedicated in-house digital and advanced manufacturing laboratory 

for project-based activities, demonstrations, and linkages to emerging practices and industry 

applications within the global fablab network.

Following are responses intended to assist in the development of the anticipated 2014 FFO for 

the creation of M-TACs and to inform future strategic planning. As an underlying theme in these 

responses, it is essential to frame this FFO and strategic planning around the processes and 

strategies that provide effective gateways for small and mid-sized manufacturers and that 

encourage engagement, implementation and achievement of impacts as a result of the M-TAC 

tools and services. Too often, large initiatives are perceived as top-down and confusing to the 

intended beneficiary, resulting in suboptimal program participation and impacts. While it is 

assumed that the pilot centers will work through some of these engagement issues, this 

respondent has built its engagement framework and processes around technology transition 

and technology transfer working specifically with small and mid-sized manufacturers. As such, 

these responses assume proven effective engagement and rapid deployment models are in 

place at resultant awardees.

Responses:

1. What are the specific types of technology transition and commercialization tools and services 

that should be provided by M-TACs? Emphasis is on the alignment of these tools and 

services with the most pressing needs of small and mid-sized U.S. manufacturers. 
Response to the Request for Information on Pilots to Inform the Creation of 

Potential New Manufacturing Technology Acceleration Centers (M-TACs)

UW-Stout Manufacturing Outreach Center

University of Wisconsin-Stout, Discovery Center and Discovery Center FabLab

2

Contact: blackledgel@uwstout.edu

Tools and services that should be provided:

 Applied Research – M-TACs should target expertise and implement problem solving 

methods to identify and prioritize manufacturing challenges, advance innovative 

product designs and implement optimal advanced manufacturing technologies and 

processes in small and mid-sized manufacturers. These activities could include 

materials characterization (right materials and right conditions), equipment capacity 

assessment, and process knowledge transfer (awareness of options outside direct 

industry). 

 Technology Transfer – In the M-TAC model, technology transfer relates to efficiently 

moving technology from basic and applied research and development (polytechnic 

universities and collaborative institutional and industry labs) to actual application 

within production processes or downstream product development. This includes raw 

technology and product patents, assisting in the development of trade secrets, and 

reverse engineering. 

 Technology Transition - M-TACs should employ scientific methods and virtual 

modeling, referred to as technology transition, to assure new innovative prototypes 

are integrated within the design for manufacturing. Utilizing simulation software, 

project teams will adapt technology from diverse industries to develop prototype 

models that link to actual production processes utilizing cross-disciplinary 

laboratories and real-world project experiences. 

 Technology Diffusion – M-TACs should scout for new advanced manufacturing 

technologies from across industries and match them back to the identified needs of 

targeted manufacturers.

 Manufacturing Adoption and Manufacturing Process Improvement – M-TACs should

identify and implement manufacturing, marketing and supply chain strategies that 

improve productivity, efficiency, and global competitiveness of client companies. 

Partnering with NIST/MEP centers, universities and OEMs will help close gaps in 

technology adoption and innovation commercialization. These activities will include 

innovation marketplace software that helps connect inventors and innovations with 

manufacturers, concept testing software that evaluates an innovative product’s 

overt benefit and commercial viability, and ExporTech to develop and deploy an 

effective export plan. 

Tools and services summarized:

 Commercialization:

o Technology-driven market intelligence

o Tech scouting

o Clear access and pathways to fund innovative technologies

 Workforce development:

o Refined curricula

o Demonstrable equipment for training
Response to the Request for Information on Pilots to Inform the Creation of 

Potential New Manufacturing Technology Acceleration Centers (M-TACs)

UW-Stout Manufacturing Outreach Center

University of Wisconsin-Stout, Discovery Center and Discovery Center FabLab

3

Contact: blackledgel@uwstout.edu

o Emerging and best practice design factors and criteria

o Proven processes that incorporate advanced manufacturing techniques

o Apprentice and on-site industry training opportunities

 Technology integration:

o Innovation engineering

o Equipment and technology expertise

o Direct equipment and technology access

o Applications engineering support

o Solutions-focused project support

a. How would M-TAC services complement the services currently offered by MEP 

Centers?

The M-TAC services should enhance existing MEP service offerings by leveraging 

advanced manufacturing technologies and practices, as well as proven Lean 

manufacturing practices to: accelerate speed to market (e.g. additive manufactured 

replacement parts to reduce down-time, additive manufactured assemblies to improve 

machine performance); improve product quality (e.g. advanced manufacturing 

technologies to narrow statistical process capabilities around design specifications); and 

optimize value stream performance (e.g. advanced manufacturing technologies to 

reduce scrap, rework, and other major categories of waste).

Further technology and advanced digital process and material development should lead 

to increased opportunities in the Innovation Engineering area of practice to employ 

these technologies, processes and materials in new product development, current 

product enhancement and improvement, total cost reduction, and ultimately supply 

chain risk reduction. This should result in increases in sales and investment metrics.

2. What role should future M-TACs play with respect to supply chain needs? How should 

OEMs participate? How can industry associations, professional societies, and other 

appropriate national organizations participate?

Since by definition, the work of MEP’s (particularly those focused primarily on small and 

mid-sized manufacturers) is focused on improving the supply chain of OEMs. Strategically 

positioned M-TACs should strengthen their regions’ manufacturers’ capacity and 

capabilities to produce high-quality, low-risk, responsive and profitable products and 

services. 

Effective M-TACs should have broad formal and informal networks and proven capacity to 

execute a scalable systems approach to problem solving. These networks should include 

private and public partnerships that engage OEMs and applied research entities (eg. applied 

and polytechnic universities, industry research and development facilities, national 

laboratories) in their collaborative efforts to infuse advanced manufacturing technologies 

into small and mid-sized manufacturers. OEM engagement will include (but is not limited 

to) design requirements, engineering support, mentoring and real-world laboratory 
Response to the Request for Information on Pilots to Inform the Creation of 

Potential New Manufacturing Technology Acceleration Centers (M-TACs)

UW-Stout Manufacturing Outreach Center

University of Wisconsin-Stout, Discovery Center and Discovery Center FabLab

4

Contact: blackledgel@uwstout.edu

experiences for M-TAC partners and users, as well as financial support to further develop 

and apply advanced manufacturing technologies and processes in their supply chains. 

University-based applied research will include faculty, graduate student staff expertise, 

research rigor and access to relevant laboratories, with an emphasis on operating within the 

expressed timelines and outcomes of small and mid-sized manufacturers.

By definition, applied and polytechnic universities have developed results-focused 

relationships with industry associations, professional societies and other appropriate 

national organizations. MEPs participating in any M-TAC award should possess or be 

capable of rapidly developing integrated and effective relationships with applied institutions 

to efficiently access these relationships and networks. 

3. Is there a particular long-term scalable and financially sustainable business model that should 

be implemented by future M-TACs that will enable small and mid-sized U.S. manufacturers 

to effectively access and benefit from the technology transition and commercialization 

assistance and other resources they need?

An effective and scalable M-TAC business model should leverage identified, dynamic and

sustainable funding from a broad range of public and private sources. Sustainable funding 

models should include scalable membership dues and rates (based on level and extent of

services provided in the engagement and size of the enterprise), as well as the following 

funding model employed by this respondent: small and mid-sized manufacturers 

(contributing fee-for-service); OEMs (contributing in-kind executive and engineering 

support, fee-for-service, funded research); universities (contributing facilities, researchers, 

applications engineers, active learners, dynamic research funding partners); and research 

partners (contributing intellectual and physical resources, and in-kind) to sustain and grow 

the M-TAC’s capabilities and capacity to address existing and emerging manufacturing 

needs. Priority should be given to dues-paying members and to small and mid-sized 

manufacturers investing in advanced manufacturing technologies.

M-TAC MEPs should be integrated within financially stable and vest institutions and 

networks (eg.: OEMs that require a viable and efficient supply chain; universities that desire 

industry linkages, technology integration, knowledge transfer, skills development and 

advanced applied research). Those MEPs with direct access to multiple programs and 

resources are the most viable candidates to operate at the core of the M-TAC network. 

These resources include physical equipment, space, and responsive expertise to serve as 

technology transition “incubation” tools with small and mid-sized manufacturers as they 

advance through the technology adaption cycle. 

If executed properly, the share of funding resulting from non-federal sources 

(memberships, fee-for-service, education/training, royalties) should reduce the level of 

federal support within 5 years of operation. It is likely that a share of federal funding for the 

M-TACs will be required to help maintain infrastructure and sustain operations through 

cycles.
Response to the Request for Information on Pilots to Inform the Creation of 

Potential New Manufacturing Technology Acceleration Centers (M-TACs)

UW-Stout Manufacturing Outreach Center

University of Wisconsin-Stout, Discovery Center and Discovery Center FabLab

5

Contact: blackledgel@uwstout.edu

a. Because of the programmatic connection to the NIST MEP Program, M-TACs may require 

cost share. Are there cost share models for future M-TACs that promote scale up to reach 

nationally dispersed clusters of small and mid-sized manufacturers? If so, what are those 

models, and why might they be successful?

Above funding model addresses scalability and programmatic connections to NIST MEP.

b. The generation of intellectual property is possible, and even likely as a result of M-TAC 

operations. What types of intellectual property arrangements and management constructs 

would promote active engagement of industry in these pilots, especially among small and 

mid-sized U.S. manufacturers that would be supportive of the business model? As 

appropriate, please include a set of potential options, and please explain your responses.

Depending on the circumstances of IP creation, M-TACs should have transparent pathways 

for IP ownership, licensing and access:

 IP brought into the M-TAC by members or users should be protected by agreements 

in place in advance of collaboration with the M-TAC. It is unlikely that members or 

users would contribute their IP otherwise.

 IP created collaboratively at the M-TAC should be available for licensing at prenegotiated or no royalties from collaborators. It is important to encourage rapid 

commercialization of IP that benefits key collaborators.

 IP created collaboratively at the M-TAC may be made available outside of the M-TAC 

collaborators, with resultant royalties contributed back to the M-TAC. It is important 

that M-TAC IP is marketed and commercialized effectively by an agreed upon agent, 

and that the proceeds are used to sustain and build M-TAC capacity and capability.

4. How should an M-TAC's performance and impact be evaluated? What are appropriate 

measures of success for future M-TACs? Please explain your response including the value of 

the performance measure to business growth.

Technology acceleration and advancement of manufacturing processes is often expensive, 

with a period of time between deployment and financial benefit. As such, M-TACs should 

adopt metrics that are early indicators of success, including:

 Number of companies made aware of the possibilities of the new technologies and 

processes (information dissemination and marketing through seminars, conferences,

digital fabrication laboratory tours, etc.);

 Number of M-TAC projects completed;

 Level and extent of service provided;

 Number and type of technologies or processes adopted by a small and mid-size 

manufacturer (client);

 Expected financial impact to client resulting from above adoption; and
Response to the Request for Information on Pilots to Inform the Creation of 

Potential New Manufacturing Technology Acceleration Centers (M-TACs)

UW-Stout Manufacturing Outreach Center

University of Wisconsin-Stout, Discovery Center and Discovery Center FabLab

6

Contact: blackledgel@uwstout.edu

 Client investment in new technologies, process, or people as a result of M-TAC

project(s).

5. Are there any other critical issues that NIST MEP should consider in its strategic planning 

for future M-TAC investments that are not covered by the first four questions? If so, please 

address those issues here and explain your response.

The RFI indicated expectations that M-TACs should: operate as locally driven and nationally 

connected; create teams of experts emphasizing technology integration, engineering, new 

product development, supply chain development and other technology transition and 

commercialization services; and collaborate with research consortia and technology-based 

economic development intermediaries. While they may be assumed in these expectations, 

the following issues should be considered in strategic planning for future M-TAC 

investments:

 Optimal and easily understood pathways from research to market, including IP 

considerations, should be identified and implemented to encourage small and mid-sized 

manufacturers to engage and trust the M-TAC model. 

 Assessing, translating and transferring emerging technologies from the abstract to the 

applied should be a primary focus of M-TAC research and development. The role of 

research and problem solving in this environment should be one of identifying critical 

problems, translating research questions into industry challenges, then deploying 

solutions to exploit opportunities.

 Capability to quickly bring M-TACs into operation should be a primary consideration. 

Existing efficient infrastructure and proven formal and informal networks that assist 

small and mid-sized manufacturers is essential. 

 Track record in successfully engaging with small and mid-sized manufacturers in 

technology acceleration projects and delivering a range of complementary services;

 Workforce demand, requirements and training should be a strong consideration, 

including number, profile, skills requirements, and ongoing support.

Conclusion:

M-TACs present a significant opportunity to streamline the integration and implementation of 

advanced manufacturing technologies and processes within small and mid-sized manufacturers. 

While this integration and implementation is underway in many large OEMs in leading industry 

clusters, M-TACs and their focused technical assistance and applied research will improve the 

performance of small and mid-sized manufacturers throughout the supply chain. Responses to 

this RFI should assist in the strategic planning for M-TACs moving forward.