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The health of American manufacturing has been a cause of real concern during the 1980s. Foreign competition, hostile takeovers, new technologies and a host of other factors have caused dramatic changes in this key sector of the American economy. Many ob servers of this process of change are singing the "rust belt blues," consigning U.S. manufacturing greatness to the history books. In April 1986, the Center for the Study of American Business at Washington University issued a study by its director, Dr. Murray L. Weidenbaum, which challenged this perception of American manu facturing's future. The report, entitled Learning to Compete, pointed to a variety of positive developments resulting from the ad versity faced by American firms in the first half of the decade: pro ducers had improved quality and productivity, reduced costs, and in creased emphasis on R&D. In November 1988, as a logical extension of this research, the Center held a conference on American Manufacturing in the 1990s. Focusing on American responses to the changing global competitive environment, this conference brought together the practical experi ence of business professionals and the more detached views of aca demic and media experts. In a day and a half of meetings, encompassing six separate ses sions, a luncheon address and an after-dinner debate, conference participants assembled an extensive profile on the state of U.S.
Conventional wisdom holds that high wages, high capital costs, and worker inflexibility have cost America its ability to compete in the world manufacturing marketplace. This book demonstrates that U.S.-based manufacturing can compete in terms of quality, product features, and timely deliveryâ€"the real measures of competitiveness in the 1990s. The committee identifies attributes that attract manufacturers to given locations and assesses the attractiveness of the United States as a location for different kinds of manufacturing. The volume dispels myths that have guided management decision making in the past and offers recommendations to promote the United States as a manufacturing site. The volume discusses new approaches to understanding and controlling costs. With case studies from three important industriesâ€"consumer electronics, semiconductors, and automobilesâ€"the book explores factors in site location decisions, highlighting advantages the United States can offer as a manufacturing site over low-cost rivals.
How America can rebuild its industrial landscape to sustain an innovative economy. America is the world leader in innovation, but many of the innovative ideas that are hatched in American start-ups, labs, and companies end up going abroad to reach commercial scale. Apple, the superstar of innovation, locates its production in China (yet still reaps most of its profits in the United States). When innovation does not find the capital, skills, and expertise it needs to come to market in the United States, what does it mean for economic growth and job creation? Inspired by the MIT Made in America project of the 1980s, Making in America brings experts from across MIT to focus on a critical problem for the country. MIT scientists, engineers, social scientists, and management experts visited more than 250 firms in the United States, Germany, and China. In companies across America—from big defense contractors to small machine shops and new technology start-ups—these experts tried to learn how we can rebuild the industrial landscape to sustain an innovative economy. At each stop, they asked this basic question: “When you have a new idea, how do you get it into the market?” They found gaping holes and missing pieces in the industrial ecosystem. Even in an Internet-connected world, proximity to innovation and users matters for industry. Making in America describes ways to strengthen this connection, including public-private collaborations, new government-initiated manufacturing innovation institutes, and industry/community college projects. If we can learn from these ongoing experiments in linking innovation to production, American manufacturing could have a renaissance.
Evolving rapidly from a mass-produced product orientation to a flexible, solutions-oriented model, the changing manufacturing sector is poised to lead a global economic recovery. Truly an insider's guide to the future of this critical sector, this book provides policy recommendations based on a wealth of information. Despite the appearance of difficult economic times for U.S. manufacturing, that sector of the American economy is actually the most innovative and competitive in the world. Far from being confined to the tired stereotype of Industrial Age commodities, such as steel and mass-produced consumer products, U.S. manufacturing has long been an engine for growth. In the 1990s, this central role was strengthened as new technology development and application spurred higher levels of growth throughout the economy. In its present configuration, manufacturing includes such high-tech industries as fiberoptics and microchips. Globalization has accelerated the growth of the manufacturing sector by increasing competitive pressures to cut costs and develop new products faster, spreading out the fixed costs of R&D and investment. Truly an insider's guide to the future of this critical sector, this book provides policy recommendations based on a wealth of information. Evolving rapidly from a mass-produced product orientation to a flexible, solutions-oriented model, the changing manufacturing sector is poised to lead a global economic recovery. But it can do so only if the right policies are in place in the United States. To that end, the editors of this volume recommend fiscal and tort reform, higher educational achievement, and continued deregulation. At the international level, further trade liberalization and steps to reduce the trade deficit are recommended to ensure the staying power of U.S. competitiveness, particularly for technology-intensive industries.
On the basis of discussions and analysis of the current environment for international competition, this book was written to dispel misconceptions regarding the motivating forces behind internationalization and, therefore, to improve understanding of both the challenges and the opportunities of a global market and production base. Important consequences of internationalization for both manufacturers and national policy are described. The volume provides an assessment of what it takes to be successful as manufacturers and as a nation in the international competitive environment.
“The Army was much embarrassed by the absence of the cavalry,” Robert E. Lee wrote of the Gettysburg campaign, stirring a controversy that continues even today. Lee’s statement was an indirect indictment of Gen. James Ewell Brown (“Jeb”) Stuart, who was the cavalry. This book reexamines the questions that have shadowed the legendary Confederate hero and offers a fresh, informed interpretation of his role at Gettysburg. Avoiding the partisan pros and cons characterizing previous accounts, Warren C. Robinson reassesses the historical record to come to a clearer view of Stuart’s orders for the crucial battle (as well as what was expected of him), of his actual performance, and of the impact his late arrival had on the outcome of the campaign. Though Stuart may not have disobeyed Lee’s orders, Robinson argues, he did abuse the general’s discretion by raiding Washington rather than scouting for the army at Gettysburg—a move that profoundly affected Confederate fortunes and perhaps the war itself.
In his new book, Bill Killingsworth documents the decline of economic and intellectual wealth caused by the loss of U.S. Manufacturing. His thought provoking analysis of this empirical data leads us back to the answers to save ourselves and generations to come. —Rick Jarman, President and Chief Executive Officer, National Center for Manufacturing Sciences Exceptional book—timely and insightful. His analysis is spot on, examples persuasive, and recommendations worth consideration at the highest level. A call to action we cannot ignore. —James Rogers, Major General (Retired), U.S. Army Drawing on his extensive experience, thorough research and obvious sense of responsibility, Dr. Killingsworth provides a comprehensive and provocative case for the importance of American manufacturing. This timely work should be required reading for anyone engaged with forming or leading economic policy. —Ralph L. Resnick, President and Executive Director, NCDMM, Founding Director, America Makes Dr. Killingsworth presents clear arguments as to why manufacturing is essential to the United States, and how our nation can capture, benefit, and drive the future of the world economy via embracing global concepts of manufacturing and taking the lead on innovating its future. —Thomas R. Kurfess, PhD, PE, Professor and HUSCO/Ramirez Distinguished Chair in Fluid Power and Motion Control, George W. Woodruff School of Mechanical Engineering, Georgia Institute of Technology Dr. Killingsworth paints one of the most definitive pictures of what has been happening over the last several years in the U.S. manufacturing sector. His statistical analysis and compelling anecdotal evidence contribute invaluable insights for scholars and policymakers alike. This is a must-read in Washington and around the country. —Neal Orringer, Vice President, Alliances and Partnerships, 3DSYSTEMS