1. Eric Mittelstadt, CEO How You Can Help Meet 21 st Century Challenges to U.S. Manufacturing MaximizeMinnesota: Your First-Line Resource November 15, 2007
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27. Advanced Manufactur ing “Intense Collaboration” NACFAM Above-the-line, industry can, and/or wants to, do it by themselves; e.g., for proprietary or other reasons Below-the-line, requires “ intense collaboration” to leverage resources; e.g., STEM talent development NACFAM Brokers “ intense collaboration” in overlap areas Industry (OEM’s & Suppliers) Federal Government (Many Executive Agencies & Congressional Committees, Caucuses, Task Forces, etc.) Facilitators (State Governments, Universities, Community Colleges, K-12 Systems, Associations, Non-Profits)
28. OEM SMM SMM SMM OEM SMM SMM SMM SMM NCM More than just Defense SMM
29.
30. OEM OEM DOD (Pentagon?) OEM Office of Tech Transition MEP OEM National Infrastructure Complexity (cont.) Miltech DOD Labs MT State Ohio Techsolve PD Offering DOL ??? EPA NSF States/ Universities NIST ATP / TIP ALIGNMENT OF “ PUBLIC ENTERPRISE” Associations
31.
32.
33.
34. Enterprise Example for SMMs SME 1 SME 3 SME 4 SME 5 SME 2 SME 6 SME 7 SME 8 NCM SM Enterprise infrastructure provided by the Doyle Center Customer Qualified Manufacturers Lead Qualified Manufacturer
35.
36.
37.
38.
39.
40.
41. Total Cost per Part with Manual Welding $.84 / part $.30 / part (Labor + Materials) Case Study – Arc Welding Costs
42. Total Cost per Part with Robotic Versus Manual Robot + Materials Labor + Materials $.30 / part $.30 / part With Better Quality Plus Transportation Cost and Delay, Duties, Risk….. Case Study – Arc Welding Costs, cont.
43.
44.
45.
46. Regarding the National Council for Advanced Manufacturing (NACFAM) Please contact: Eric Mittelstadt, CEO Phone: 202-429-2220 ext. 4; Fax: 202-429-2422 E-mail: [email_address] For More Information:
51. Network-Centric Manufacturing Strategic Sourcing Traditional Supply Chain Self Reliant OEM Coordination Cooperation Collaboration “Intense” Collaboration Innovation, Productivity & Sustainability Degree of Teamwork vs. OEM/Supplier Relationship Degree of Teamwork OEM/Supplier Relationship raw materials bolts molds, complex parts engineered systems
52. Pillars for Network-Centric Manufacturing Workforce Skills Collaborative Culture Enabling Technologies Sustainability Focus Network-Centric Manufacturing Institutional Foundation (Rules of the Game)
53.
54.
55. “ Operating in a Network Centric World ” … A Challenge Identified by Industry Executives “ Our customers expect superiority in our product performance and demand life-cycle affordability. We can’t meet their expectations from inside our own silos.” “ How we connect, how we collaborate, how we make and meet commitments, and how we structure contracts in such a network centric world will determine whether we can achieve superiority and affordability of our products.” Ralph Heath, President LM Aeronautics Keynote Speech on December 5, 2006 Defense Manufacturing Conference (DMC) “ Those who can build relationships based on intense collaboration and trust will accomplish the tasks quicker and at lower costs – and they will take home the prize.”
56.
57.
58.
59.
60.
61. Competency Models Tools for Skills Gap Analysis and Workforce Development Activities Presentation by: LeeSa Page Director, Workforce Development NACFAM October 2007
64. Competency Descriptions Foundational: Personal, Academic, and Workplace Basics (i.e., dependability, math, reading, teamwork) Industry-related: Industry-specific and Industry-wide technical skills (i.e., production, quality control) Occupational-related: Occupation-specific technical skills and management skills (i.e., administration and management)
65.
66.
67. Competency Models are tools that enable business and industry to... • Clearly articulate workforce needs • Define requirements for employee success on a job and at different levels of career progression • Increase the likelihood that qualified candidates will be hired • Place individuals into appropriate assignments once they are hired • Provide a shared understanding of what will be measured in performance appraisals • Facilitate performance appraisal discussions
68. Competency Models are tools that enable business and industry to... • Focus on the knowledge, skills and abilities that have the most impact on effectiveness and productivity • Ensure training and development efforts and investments are in line with organizational values and vision • Guide employee development efforts • Focus training and development efforts on areas where there are significant deficiencies • Provide a framework for ongoing coaching and mentoring • Identify gaps in current training offerings
![What We Will Cover Today ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)