Globalization, developments in technology, and new business models are transforming the way products and services are conceived, designed, made, and distributed in the U. These forces present challenges - lower wages and fewer jobs for a growing fraction of middle-class workers - as well as opportunities for "makers" and aspiring entrepreneurs to create entirely new types of businesses and jobs. Making Value for America examines these challenges and opportunities and offers recommendations for collaborative actions between government, industry, and education institutions to help ensure that the U.

Filled with real-life examples, Making Value for America presents a roadmap to enhance the nation's capacity to pursue opportunities and adapt to transforming value chains by widespread adoption of best practices, a well-prepared and innovative workforce, local innovation networks to support startups and new products, improved flow of capital investments, and infrastructure upgrades.

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For questions about using the Copyright. Loading stats for Making Value for America: Embracing the Future of Manufacturing, Technology, and Work Making Value for America: E-mail this page Embed book widget. Far more people live outside the United States than live in it. Emphasizing the tremendous opportunity of trade can build support for government policies that will further U.

Finally, the United States needs to invest in its manufacturing infrastructure, Burns observed. Manufacturers need to get products to the places where people will buy and use them, which requires a strong transportation infrastructure.

Policymakers and other leaders need to be more impatient with the status quo, Burns said. They should focus on how the nation can create more jobs, not on why the nation is not creating more jobs. They should ask how the nation can compete more effectively while eliminating hunger, poverty, and injustice. Americans today consume more goods manufactured overseas than ever before and are less likely to be employed in manufacturing than at any time in the past century. That should not be surprising, said Dugan. It has the same problems as the broader society, from health care to communications.

Solving problems for that mini-society almost always has implications for the larger society. The same observation can be made about manufacturing. Manufacturing is fundamental to both national security and economic security. The question is how best to revitalize our manufacturing base.

Acquisition reform is an urgent need, Dugan insisted. Over the past decade, more than congressional directives, GAO reports, public and private studies, and task forces have addressed the issue. As Norman Augustine, former CEO of Lockheed Martin Corporation, has noted, if current trends in the manufacturing of defense aircraft continue, by the year the entire Department of Defense budget will be required to purchase one fighter airplane.


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Quite obviously, that trend is not sustainable. With very few exceptions, complex defense systems undergo increases in unit cost and decreases in the number purchased rather than being canceled. DARPA is not a policy organization in charge of laws or regulations that govern acquisition; but it is heavily involved in the technical means by which defense technologies are made. The keys to innovation are speed, number, and diversity.

Just as the Internet enabled massive innovation in electronics and information technologies, DARPA is seeking enabling technologies that will spur innovation in manufacturing. In particular, it is focused on high-value-added manufacturing where innovation and unique capabilities offer a competitive edge. To remain competitive economically and militarily, the nation must innovate, and to innovate, the nation must make things. The H1N1 epidemic and failing grades in assessments of U. Manufacturing has become the rate-limiting step for getting new vaccines and treatments to market, including biosecurity products for defense.

Vaccine production relies on a year-old technology that grows flu virus in chicken embryos.

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Because the process takes a long time, vaccines to combat H1N1 during the epidemic did not become widely available until a large portion of the population had become infected. Nature hit us square in the chest, but this time she was shooting a BB gun. The problem of manufacturing is not limited to vaccines. The fundamental problem, he said, is that biological drug manufacturing is stuck in an inflexible paradigm that keeps innovative products from entering the clinical pipeline.

A factory can make only one product, and because of the nuances of FDA regulations, the factory must be built before the final clinical trial of a product takes place, which means that billion-dollar investments sometimes need to be scrapped. The first is to modularize the manufacturing architecture for pharmaceuticals. Instead of a Taj Mahal, what is needed is a trailer park, said Giroir.


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  7. The fundamental building block in this paradigm is a modular clean room that is completely self-contained. It plugs into chilled water and power and is on air bearings so that it can be moved. Clean hallways serve as docking stations for individual pods. This architecture has reduced capital costs by an order of magnitude, and construction times are 15 to 18 months. A single facility can accommodate multiple products, and new products can be manufactured by undocking a pod and re-docking one containing the process for a new product.

    Furthermore, production can be rapidly ramped up by plugging in additional units. The second major step has been to get rid of the chicken embryos and grow vaccines in plants. A prototype facility has been constructed that can grow more than 2. The facility was designed, built, and brought online within 15 months and, again, at an order of magnitude less cost than a conventional facility.

    Much work remains to be done to gain FDA regulatory approval, but this one facility has the capacity to produce million doses of vaccine each month at an extraordinarily low cost. A lack of confidence and fear of failure is keeping individuals and organizations from doing new things, he said.

    Souq | Making Things: 21st Century Manufacturing and Design: Summary of a Forum | Kuwait

    This loss of confidence starts early. Children are inherently creative, Kelley said. If a classroom of kindergarteners is asked who is creative, everyone raises his or her hand. But by the fourth grade, students start to opt out of being creative. It is a step-by-step approach that allows people to continuously improve their methods of being creative. The approach teaches people to trust the intuitive side of their brain that synthesizes ideas and experiences. The idea has taken off, according to Kelley.

    Concepts such as agile software, lean start-ups, and 21st-century skills in K—12 education all overlap significantly with the idea. Design thinking is human centered, said Kelley. What companies really need is to be deeply connected with their customers. Companies may be experts with the products and services they provide, but they also need deep empathy for the people who use those products and services.

    Another important aspect of design thinking is iterative prototyping. The idea is to build something in a very tentative and unpolished form. Then show it to people and let them improve it. The National Academy of Sciences is a private, nonprofit, self-perpetuating society of distinguished scholars engaged in scientific and engineering research, dedicated to the furtherance of science and technology and to their use for the general welfare. Upon the authority of the charter granted to it by the Congress in , the Academy has a mandate that requires it to advise the federal government on scientific and technical matters.

    Cicerone is president of the National Academy of Sciences. The National Academy of Engineering was established in , under the charter of the National Academy of Sciences, as a parallel organization of outstanding engineers. It is autonomous in its administration and in the selection of its members, sharing with the National Academy of Sciences the responsibility for advising the federal government.

    The National Academy of Engineering also sponsors engineering programs aimed at meeting national needs, encourages education and research, and recognizes the superior achievements of engineers. Vest is president of the National Academy of Engineering. The Institute of Medicine was established in by the National Academy of Sciences to secure the services of eminent members of appropriate professions in the examination of policy matters pertaining to the health of the public. The Institute acts under the responsibility given to the National Academy of Sciences by its congressional charter to be an adviser to the federal government and, upon its own initiative, to identify issues of medical care, research, and education.

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    Fineberg is president of the Institute of Medicine. Functioning in accordance with general policies determined by the Academy, the Council has become the principal operating agency of both the National Academy of Sciences and the National Academy of Engineering in providing services to the government, the public, and the scientific and engineering communities. The Council is administered jointly by both Academies and the Institute of Medicine. Vest are chair and vice chair, respectively, of the National Research Council.

    Or can the United States remain a preeminent nation while other countries increasingly make the products that once were made in America? In a wide-ranging and provocative conversation, seven leaders of business, government, and academia explored the many facets of manufacturing and design and outlined the many opportunities and responsibilities posed by manufacturing for the engineering profession. Craig Barrett, the former CEO and chairman of Intel Corporation and a passionate leader in the movement to improve K—12 education in science, technology, engineering, and mathematics STEM , described what it will take for America to remain a manufacturing leader in the 21st century.

    Rodney Brooks, former head of the Computer Science and Artificial Intelligence Laboratory at MIT and founder-chairman of Heartland Robotics, painted a compelling picture of low-technology products being manufactured by high-technology robots. Solow, and the MIT Commission. Regaining the Productive Edge.

    Larry Burns, former vice president for research and development and strategic planning of General Motors Corporation, drew on his experiences at GM—positive and negative—to distill five essential lessons for the next generation of engineers. Finally, David Kelley, founder and chairman of IDEO, highlighted the importance of design thinking—along with individual and institutional confidence—to creativity, innovation, and success. The partnership between the NAE and Ali benefits us both.

    And Ali has the opportunity to spend time with people who have thought deeply about engineering.