DoD Engagement with Its Manufacturing Innovation Institutes Phase 2 Study Final Report (2021) / Chapter Skim
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2 Protocols for Long-Term Engagement Assessments for the DoD MIIs
2 Protocols for Long-Term Engagement Assessments for the DoD MIIs
Pages 23-36
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From page 23... ...
assessments that were complementary to those covered in the interim report. In this final report, the committee provides additional clarification on the following topics discussed in the interim report: specific roles and responsibilities for activities recommended by the committee, additional assessment topics on the commercial role of the MIIs, appropriate topics for stakeholder surveys, and ecosystems and assessment of their development in the MIIs.
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As discussed in the interim report, the Joint Defense Manufacturing Council's (JDMC's) performance of an independent evaluation of the health of the non-DoD components of the PPP during the information gathering, pre-site visit phase of the review process would provide critical input to DoD's ability to assess each in stitute's contributions to the department and to national economic goals of these organizations.
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. A central component of DoD reviews of those organizations is a customer survey that measures DoD sponsor ing organization satisfaction with the work performed for them by the FFRDC or UARC being evaluated.
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the DoD Institute in terms of: - Performing advanced manufacturing technology development - Performing advanced manufacturing prototyping - Supporting standards development - Developing and sustaining a resilient domestic ecosystem - Developing a sufficient, well trained workforce 5. How have perspectives in your organization changed over time concerning the DoD Institute?
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11. What changes would you like to see in the MII programs, e.g., stop doing or start doing with respect to membership, road mapping, project selection, governance, community interactions, cost share, knowledge/technology disseminations?
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9. What changes would you like to see in the MII programs, e.g., stop doing or start doing with respect to membership, road mapping, project selection, governance, community interactions, cost share, knowledge/technology disseminations?
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From this perspective, it is important for the United States to have globally competitive advanced manufacturing ecosystems, including but not limited to the following characteristics: resilient supply chains; strong regional industrial clusters and strategic partnerships; a skilled workforce; infrastructure; a robust industrial policy framework -- including a regulatory, intellectual property, and tax structure that promotes globally competitive innovation; and strong investment capabilities to nurture and grow high-tech manufacturing startups. Advanced manufacturing ecosystems can provide effectiveness in technology development while enabling the ecosystem actors to co-innovate around common challenges.
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The Advanced Manufacturing Partnership, in its Report to the President on Cap turing Domestic Competitive Advantage in Advanced Manufacturing, recommended "the establishment of a national network of Manufacturing Innovation Institutes to bridge the gap between basic research performed in universities and national laboratories, and U.S. production enterprises, particularly small and medium sized enterprises (SMEs)
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As a result, early efforts to align MEP staff into the newly formed MIIs was fraught with many challenges, including inherent mismatches in expectations, roles and responsibilities, business and funding models of the MIIs, MEP centers, and small manufactures.13,14 For instance, many of the SMMs in the MEP network were look ing for commercially ready off-the-shelf technologies; whereas, at that time, the maturity of the technologies being developed by the newly formed DoD MIIs was 8 Ibid., p.
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32 FIGURE 2.1 MEP National Network Centers. SOURCE: NIST, Manufacturing Extension Partnership, Annual Report 2019, https://www.nist.gov/system/ files/documents/2020/08/23/MEP_Annual%20Report_FY19_v8_19_FINAL_WEBv2.pdf.
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Because MEPs represent a way to access regional SMMs at scale, increased MII engagement with MEPs appears to present a significant regional ecosystem oppor tunity to address speed, scale, and impact at a rate greater than either organization can do alone. The committee recognizes that a first attempt at an MII-MEP col laboration showed mixed results.
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FINDINGS Finding 2.1: Although each MII has its unique technology focus, all MIIs share some key common challenges, such as EWD and ecosystem development. The committee noted the effectiveness of the OSD ManTech team working on EWD is 15 See Department of Defense (DoD)
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Given the impor tance of regional ecosystems and supply chains for implementation of advanced manufacturing, a reassessment of how MIIs might engage with MEPs, state/local government agencies, educational institutions, and companies including the SMMs they serve appears important. On the EWD front, there have been successful col laborative efforts organized by the OSD ManTech EWD team and the National MEP EWD lead.
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Recommendation 2.3: To ensure effective and broad-based deployment and adoption of the technologies and workforce developed by the MIIs and the strengthening of manufacturing ecosystems, OSD ManTech should assist MIIs in forming strong partnerships with other federally-recognized re gional ecosystems, as well as the federal offices that promote these ecosys tems, including the state-level Manufacturing Extension Partnerships, the Defense Manufacturing Community Support Program hubs, and their fed eral offices (the Department of Commerce's National Institute of Standards and Technology Manufacturing Extension Partnership and DoD's Office of Local Defense Community Cooperation, respectively)
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