Strategic Long-Term Participation by DoD in Its Manufacturing USA Institutes (2019) / Chapter Skim
Currently Skimming:
2 Lessons Learned and Operating Changes to Consider
2 Lessons Learned and Operating Changes to Consider
Pages 18-41
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The findings in the sections below were captured during the workshop breakout sessions and are based on the perceptions of representatives from each of the stakeholder groups: the DoD institutes, other DoD stakeholders, industry, academia, and other stakeholder groups. The value proposition section summarizes the stakeholder groups' assessments of the DoD institutes' 20 generic offerings, identifying the top-ranked offerings based on both perceived value and the relative cost improvement achieved by the institutes versus obtaining an offering by other means.
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to the indus try stakeholder group's ranked offerings (Figure 2.3) , • DoD stakeholders rated technology hands-on training and on-site courses [17]
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18 Technology Education Online Courses 19 Technology Overview Courses for Government and Industry Executives and Leaders 20 Job Postings NOTE: MEP, Manufacturing Extension Partnership; NIST, National Institute of Standards and Technology; R&D, research and development; SME, small and medium-size enterprise.
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FIGURE 2.1 Overall ranking of DoD institutes' offerings by stakeholder.
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22 FIGURE 2.2 DoD stakeholder group ranking of DoD institutes' offerings and relative cost improving.
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FIGURE 2.3 Industry ranking of DoD institutes' offerings and relative cost improving.
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Perspectives from DoD Institute Stakeholders Representatives from all eight DoD Manufacturing USA manufacturing inno vation institutes willingly provided their frank perspectives on the current opera
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The lists are not in any particular priority order. Strengths Weaknesses • Roadmapping ecosystem to develop • Uncertain funding future makes it project calls, technology specifications hard to plan and detracts from the and standards development, and EWD mission of the institutes programs • Lack of clear definition of success • Ability to convene a precompetitive from DoD ecosystem with government, industry, • Lack of resources to keep up with and academia partners foreign technology R&D • Allows start-ups and small and medium • Cannot keep pace with commercial size enterprises (SMEs)
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/manufacturing readiness level (MRL) 4-7 "valley of death" is understood, but makes it difficult to satisfy DoD stakeholders looking for TRL 9/MRL 10 products for the warfighter.
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Based on the responses received, the population of the DoD stakeholders was clearly bifurcated according to whether the respondent is inside or outside of the DoD Manufacturing USA institute ecosystem. DoD stakeholders within the DoD Manufacturing USA institute ecosystem identified common themes among the strengths, weaknesses, and perspectives, listed below.
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-- DoD Stakeholder Interview DoD stakeholders outside of the DoD Manufacturing USA institute ecosystem identified the common themes among the strengths, weaknesses, and perspectives, listed below. The lists are not in any particular priority order.
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manufacturing ecosystem in emerging technology areas and to engage in technology maturation to bridge the gap from TRL/MRL 4-7. The leading reasons for partnering with the DoD institutes, from the perspec tive of industry stakeholders, were to • Participate in the development of technology, supply-chain, and EWD roadmaps; • Participate in precompetitive R&D to accelerate the development of emergent material and manufacturing technologies; • Leverage facilities to develop and validate new technologies, processes, and products; • Develop standards and supply chains for current and future product offerings; • Partner with potential suppliers and customers; • Access ecosystem of world-class academics in the relevant fields; and • Access trained workforce and pipeline of graduates.
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Required use of DoD institute facilities, laboratories, and/or designated university researchers can restrict the business value associated with the DoD institute project investments.
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These stakeholders expressed views on the contributions of the DoD Manufacturing USA institutes to their respective academic institutions with respect to education, R&D, and economic development. The lists are not in any particular priority order.
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Other Comments • One university R&D node became the focus of regional economic development, which provides an incentive for state government to support participation in a DoD Manufacturing USA institute. This model should be studied and replicated in other DoD Manufacturing USA institutes.
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The lists are not in any particular priority order. Strengths Weaknesses • Roadmapping • Lack sustainable federal funding • Convening for standards • Fragmented network, weak integration development across DoD Manufacturing USA institutes • Projects de-risking cost, timelines • Lack of uniformity (contracts, IP)
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• Member-driven R&D that eliminates duplicative investments and risk of "falling behind" [2] • Contracted DoD customer R&D projects with cost share that eliminates challenge of capability sourcing and sole investment cost [3]
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Start Doing • Align roadmapping schedules with DoD key program life cycles [1] • Coordinate roadmaps across institutes to meet core DoD objectives [1]
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• Centralized source to match talent to job opportunities [20] Perspectives from DoD Stakeholders While the representatives of DoD stakeholders had various levels of engage ment with institutes, all had sufficient familiarity to comment on what to continue or generate and stop doing in each of the key institute offerings.
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Perspectives from Industry Stakeholders The representatives of industry had sufficient familiarity with current institute operations to offer well-informed suggestions regarding what to keep doing, stop doing, and start doing in each area of institute offerings. They believed these im provements would increase the value of offerings not only for their organization's purposes but also for DoD.
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• Communicate to industry what equipment is available [8] • Utilize Manufacturing USA newsletter with links to institute newsletters to expand communications reach and impact [9]
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• Standards and material databases are critical to technology development and diffusion; however, mission-oriented agencies do not sponsor such projects. The academic group believes that development of standards or materials databases can be a unique value proposition for the DoD Manufacturing USA institutes [5, 11]
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• The group from academia would like to see an increase of DoD Manufacturing USA institute internship positions for both undergraduate and graduate students [16] Perspectives from Other Stakeholder Organizations The representatives of other stakeholder organizations had sufficient familiarity with current DoD institute operations to offer well-informed suggestions regarding what to keep doing, stop doing, and start doing in each area of institute offerings.
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• Streamline cost accounting for cost share, use Small Business Innovation Research accounting standards [3] • License methodologies to private-sector consulting organizations [6]
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