Learning to Change Opportunities to Improve the Performance of Smaller Manufacturers (1993) / Chapter Skim
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5 CONCLUSIONS AND RECOMMENDATIONS
5 CONCLUSIONS AND RECOMMENDATIONS
Pages 81-94
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From page 81... ...
program is one mechanism for creating such a national assistance network; over possible mechanisms, described in the Technology Reinvestment Project (TRP) information package, include Advanced Technology Centers at community colleges, industry specific consortia, and expansion of statebased industrial extension services (U.S.
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From page 82... ...
The committee majority's assessment of Be current MTCs is that they are well-placed to address many of the barriers facing smaller manufacturers. In particular, they can create communication networks and facilitate much greater information sharing among companies, technology providers, educators, regulators, and other members of the manufacturing community.
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From page 83... ...
With the long-term objective in mind of providing access to assistance for any manufacturer who wants it, the emphasis must remain on ensuring Cat high-quality assistance is provided. Too rapid expansion of the MTC program or other forms of industrial assistance programs risks compromising service quality for two main reasons.
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From page 84... ...
A mechanism is needed to initiate the development of fixture assistance centers by building on Me experience and lessons learned from current MTCs and other programs. Recognizing these constraints, the committee recommends that expansion of the current MTC program and other federal initiatives should be planned carefully with the aim of developing a comprehensive national industrial extension system within 3 to 5 years, based on a strategy of "learn as we go." 3.
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From page 85... ...
For instance, the Industrial Technology Institute has constructed an extremely comprehensive Manufacturing Assessment Methodology, or MAM Tool Kit, that its staff uses wig clients. These kinds of tools also contribute to the creation of a common set of terms and language for bow service providers and Me clients they service.
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From page 86... ...
Regional centers should: · Supply Me necessary coordination, standards, and administrative facilities to minimize duplication and inconsistency of programs and structure among the local service organizations. · Support scale efficiencies by pooling We needs of the local assistance network in areas such as computer services and databases, and by organizing and sponsoring regional events in areas of broad industry interest (e.g., ISO 9000~.
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From page 87... ...
. The responsibilities of local assistance organizations include offering a clearly delineated menu of services and facilities appropriate for the local industrial economy, partnering with and brokering of existing local services to solve companies' specific problems, encouraging private sector provision of needed services, helping manufacturers define needs by assessing performance and identifying improvement potential, providing leadership for the local manufacturing community, and working with the regional organizations of which it is a component to fill the needs of its community in the best and most efficient manner possible.
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From page 88... ...
The appropriate balance is likely to be unique to each locality. On an operating level, Me committee believes the best way to achieve the requisite balance of local responsibility, regional coordination, and national direction and support is for Be federal government, as a condition of funding, to require that assistance organizations conform to "governance principles.'' Arguably, the current requirement in both Be MTC and the TRP program for matching funds is such a governance principle aimed at ensuring local or regional commitment to the industrial extension organization.
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From page 89... ...
The STEP program provides some support for development and implementation of state-wide extension programs, but greater provision is needed to help organizations mobilize He resources and support necessary to operate an MTC effectively prior to receiving a full MTC award. Coherent measures and guidelines should be developed for evaluation of federal, regional, and local assistance efforts.
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From page 90... ...
Furthermore, publicly funded assistance organizations should improve Be capabilities and infrastructure of the local and regional industrial economy and not compete unfairly with or replace commercial sources of assistance. The success of the assistance organization in accomplishing the development and improvement of private sector capabilities can be measured by the growth in numbers of service providers and He creation of easily identified linkages among groups in He manufacturing community.
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From page 91... ...
Therefore, self-suff~ciency of MTCs, while not competing with the private sector, has a low probability of success. Consequently reliance on user fees alone is not an appropriate basis for supporting necessary assistance activities, and continuing support should be available to manufacturing assistance programs that meet the performance criteria for continued funding.
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From page 92... ...
manufacturers. Because the MTC program is, and will continue to be, a federal-state partnership, and because state governments have been leaders in establishing industrial assistance programs, the need to maintain state political support cannot be understated.
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From page 93... ...
Rawer, the goal should be to provide immediate attention to the issues and problems that threaten survival of smaller manufacturers by helping them manage the set of challenges with which they are confronted: regulatory compliance, upgrading worker skills, assimilating new technologies, meeting quality expectations, and organizational restructuring. This broad set of challenges requires a diverse set of assistance programs.
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