An Assessment of the National Institute of Standards and Technology Programs Fiscal Year 1994 (1994) / Chapter Skim
Currently Skimming:
1 NIST-Wide Issues
1 NIST-Wide Issues
Pages 1-14
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 1... ...
Chapter I NIST-wide Issues
|
From page 3... ...
. NIST laboratories are becoming effective in collaborating in industry-wide planning (a prime example is EEEI,'s extensive participation in the Semiconductor Industry Association's efforts regarding directions for semiconductor research and development over the next ~ 5 years)
|
From page 4... ...
, and NIST's neutron reactor, Cold Neutron Research Facility, and Synchrotron Ultraviolet Radiation Facility support interiaboratory research. Furthermore, NIST's management encourages interlaboratory research programs, interlaboratory initiatives, and interdisciplinary competence-building proposals and sponsors workshops for creating interdisciplinary research programs.
|
From page 5... ...
For example, the Physics Laboratory reported particularly successful collaboration with industry through the ATP, the success of its collaboration with the Optical Systems Corporation of Albany, New York, on a neutron focusing project was highlighted as a case in point. Should the ATE grow as rapidly during the next several years as the Clinton administration and Congress currently plan, ATP's fiscal and technical impact on MIST laboratories will be substantial, providing NIST laboratories a plethora of opportunities for initiating activities relevant to industrial competitiveness that will be of benefit to all participants.
|
From page 6... ...
Effective use of increased funding along with an increasing industrial demand for NIST's services dictate dynamic planning. It is now time for NIST laboratories to make their strategic plans more uniform in quality and format so that they can become NIST-wide management tools applicable at all organizational levels.
|
From page 7... ...
S industrial competitiveness, NIST's expanded charter has driven major budget increases and has required NIST to increase its focus, timeliness, multidisciplinary team efforts, and interaction with industry.
|
From page 8... ...
Staffing limitations should also lead to more interIaboratory collaboration as internal competition for fiends declines. Because it will be less dependent on special laboratory space than the other major laboratories, the proposed Information Technology Laboratory along with various offices reporting to the director of the Office of Technology Services, is scheduled to move off-site for several years to accommodate the refurbishment of NIST's facilities in Gaithersburg, Maryland.
|
From page 9... ...
As it downsizes OA funding, NIST must be prepared to allocate resources for operating research facilities such as the High-Accuracy Cryogenic Radiometer ant! the Synchrotron Ultraviolet Radiation Facility, which are critical to NIST's mission but will be at risk without OA sponsors.
|
From page 10... ...
-l-ne Aim and EKE, programs are examples OI rocusea programs It providing infrastructure services. Building performance measurement, standards, and data; fire' earthquake, and wind design guidelines and performance standards for damage control; identification and analysis of toxic substances and substances of abuse; and law enforcement standards are examples of focused programs established at NIST for the benefit of society.
|
From page 11... ...
The offices operating under the banner of Technology Services are a major NIST asset that is critical to the optimum success of NIST's laboratories. Recommendations NIST laboratory directors should: Seek formal industrial feedback at the conclusion of laboratory projects in order to better assess laboratory impact and design ways to increase laboratory effectiveness; and · Expand their use of NIST's Office of Technology Services as an outreach arm for the laboratories.
|
From page 12... ...
NIST has avoided the danger of the laboratory programs becoming subordinate to the high-visibility extramural programs, notably ATE, by adding ATP managers from outside, thereby conserving laboratory personnel resources, and by transferring a small fraction of ATP funds to relevant intramural projects. Increases in STRS funding will make the laboratories even less dependent on extramural fiends.
|
From page 13... ...
The Board also cautions NIST to fully explore the cost versus the benefits expected before adopting the Board's fiscal year 1993 recommendations regarding TQM. Major Laboratories The Board's assessment panels found that KEEL, PL, MSEL, and CAM were particularly responsive to the panels' fiscal year 1993 concerns; the assessment panels for USE, BFRL, MEL, and CSTE reported various levels of responsiveness.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.