MITRoundtable:TheFutureofManufacturingInnovation AdvancedTechnologies

March29thfrom25pmatMITsWongAuditorium,BuildingE51(heldincooperation withtheCouncilonCompetitiveness) Participants: 2:00IntroductionSusanHockfield,President,MIT 2:05FramingtheDiscussion:TheManufacturingProblemProf.SuzanneBerger 2:15TheDARPAPerspective:ThePathwayforManufacturingTechnologyAdvance KenGabriel,DeputyDirector,DARPA 2:30PanelOne:TheMaterialsandNanoTransformations(810minutesforeach presenter) ModeratorProf.AngelaBelcher TheMaterialsGenomeProjectProf.GerbrandCedar LightweightMaterialsforTransportProf.CharlesFineandRichardRoth,Dir.Materials SystemsLaboratory,re:advancedlightweightmaterialsforheavyequipmentandtransport BioInspiredMaterialsProf.ChristineOrtizre:advancedbioinspiredstructural materialsforengineering NanomanufacturingProf.MartinCulpepperre:physicsdriveninventionoftools, technologyandtechniquesthatenablepracticalmanufacturing,manipulationand measurementatthesmallscale. 3:40PanelTwo:TechnologyAdvancesforTransformingProduction(810minutesfor eachpresenter) ModeratorProf.CharlesCooney Robotics/AIinManufacturingProf.RodneyBrooks ProductionTransformationinthePharmaBioSectorProf.BernhardtTrout TheCrossoverbetweenServicesandManufacturingProf.SanjaySarmapervasive networkingofRFID,IT,sensors SustainableManufacturingandSystemsProf.TimothyGutowski 4:50:ConcludingRemarksPuttingAdvancedTechnologyElementsinContext CouldtheybePartofaManufacturingIndustryTransformationProf.Michael Cusumano 5:00ConcludingCommentsSusanHockfield

MITRoundtable:TheFutureofManufacturingInnovation AdvancedTechnologies
Introduction OpeningRemarks SusanHockfield,Ph.D. President,MassachusettsInstituteofTechnology

Manufacturinginnovationisanimportantsubjectanditisadelighttohostthisroundtable. Thisisthesecondsuchroundtable;thefirstaddressedtheinnovationsystemoverall,while thisoneisfocusedonmanufacturing,particularlytechnologyadvancesthatcouldspur manufacturingefficiencyandproductivity. WemayhavethesensethatnothingismadeinAmericaanymore,butmanufacturingisstill criticaltotheU.S.economy.In2007,themanufacturingsectorcontributed$1.6trillionto ourGDP.Manufacturingdirectlyemploys12millionpeople,andanupcomingstudy suggestsanother30millionjobsdependonourmanufacturingsector.Notonlyarethese goodjobs,butalsothehealthofthemanufacturingsectorisenormouslyimportantforthe nation'sinnovationcapacity.U.S.manufacturingfirmsemploy64%ofU.S.scientistsand engineers.Thesescientistsandengineersconduct70%oftheresearchanddevelopment conductedintheUnitedStates. ThecurrentchallengesforU.S.manufacturingareprofound.Weruna$500billiontrade deficitinmanufacturedgoodsanda$50billiondeficitadvancedtechnologygoods.Thatis a$50billiondeficitinthesortoftechnologiesthatwereinventedhereintheU.S. Underlyingproblemssuchasthoseinourautomotivesectorhavealsobeen compoundedbytherecentgreatrecession.Ithasbeenestimatedthatweneedtocreate 1720millionjobsinthecomingdecadetorecoverfromthecurrentdownturnandmeet upcomingjobneeds.It'sveryhardtoimaginewherethosejobsaregoingtocomefrom unlessweseriouslygetbusyreinventingmanufacturing.Nomatterhowbrilliantour innovations,theyarenotgoingtotranslateintostrong,durablejobgrowthunlessa substantialfractionofthesenewtechnologiesreallyismadeinAmerica. Somemightarguethatthisconversationisoccurringtoolateorispointlessbecausethe U.S.cannotcompetewithlowwage,lowcost,increasinglyadvancedeconomieslikeChina andIndia.ButtheexamplesofJapanandGermanycounterthisargument.These countriesarebothhighwage,highcosteconomieslikeours,buttheyeachrundramatic tradesurpluses.Theyprovideproofthatbuildingastrong,advancedmanufacturingsector ispossibleandverymuchworthpursuing. Itisnotacoincidencethatourmanufacturingchallengeinthe1980scamefromGermany andJapan.Japandevelopedafamousmanufacturingsystemwithqualityawarenessbuilt intoeverystepoftheprocess.Theyestablishedaquality/pricetradeoff.Theyimposed justintimeinventorypractices.Theytreatedemployeesasafixedcost,notavariableone.
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AtthesametimeGermanycreatedasystemofworkforceapprenticeshipprogramsanda strongexportpromotionsystem.TheU.S.urgentlyneededtorespondatthattimeandMIT facultysteppedup.Theyanalyzedtheircompetitors'advantagesandthenrecommended innovationsthatwouldbeappropriateinthiscountrytoensureoursuccess.Thisresearch producedtwoveryinfluentialbooks:MadeinAmerica1andTheMachinethatChangedthe World2. Thechallengestodayarecomparabletothe1980s,orperhapsworse.Ifourmanufacturing isgoingtoriseagain,itwilltakeanaggressivemixofanswersincludingnewprocesses, newbusinessmodels,andunquestionablyneweducationandtrainingparadigms.But akeyhopeforprogressliesintappingunprecedentednewmanufacturingtechnologies, whichiswhatthisroundtablehopestoaddress. Fourquestionstoaskatthisroundtableare: Whataretheemergingopportunitiesinmanufacturingtechnologies? Canweacceleratetheirentryandtheirsuccess? WhatcanweatMITdobeyondtheindividualresearchprojects? Particularly,whatchangescanwerecommendtogovernmentandindustrytocreate innovationpoliciesthataretunedtothemoment?

Hopefully,thisroundtablewillbeonlythebeginningofafarreachingefforttorethink America'smanufacturingeconomy,playingasimilarroletothelandmarkNational Academyreport"RisingAbovetheGatheringStorm3"anditssiblinglegislation,the AmericaCOMPETESAct.4 TheManufacturingProblem SuzanneBerger,Ph.D. RaphaelDormanandHelenStarbuckProfessorofPolitical Science

HerearesomefactsaboutmanufacturingintheUnitedStates:TheU.S.remainstheworld's largestmanufacturingeconomyandweproduce22%oftheworld'smanufacturedgoods. Thatsharehasbeenconstantforthepast30yearsandChinaandJapanlagfarbehindus. Whathaschangedoverthepast30yearsisthenumberofAmericansthatareemployedin manufacturing;thisnumberhasgonedown.Today,manufacturingworkersconstitute only10%oftheU.S.workforce.Thisisabigproblem.WhiletheU.S.economycreated millionsofnewjobseachyearbeforetherecession,itdidnotcreatemillionsofnewgood jobswithwageslikethoseinmanufacturing.Theaveragewageofamanufacturingworker in2008was$72,000peryear.Theaverageincomeofaworkerintherestoftheeconomy

1 2 3 Dertouzos,M.,Lester,R.,Solow,R.andtheMITCommission,MadeinAmericaRegainingtheProductiveEdge,MITPress,1989

Womack,J.,Jones,D.,Roos,D.,TheMachinethatChangedtheWorld:TheStoryofLeanProduction,HarperCollinsPublishers,1991 NationalAcademiesofScience,RisingAbovetheGatheringStorm:EnergiingandEmployingAmericaforaBrighterEconomicFuture,2007 4 TheAmericaCreatingOpportunitiestoMeaningfullyPromoteExcellenceinTechnology,Education,andScience(COMPETES)Actof2007,P.L. 11069

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wasabout$57,000ayear.AGeneralMotors(GM)workerearnedabout$27perhour includingbenefits,whileaWalmartworkerearnedabout$9perhour. ThedeclineinthenumberofmanufacturingjobsisalsoamajorproblemfortheU.S. economybecauseaslargeasourshareoftheworld'smanufacturedgoodsis,ourappetite intheU.S.formanufacturedgoodsisfarlarger,andtheU.S.currentlyhashugetrade deficits.TheU.S.hasalsofailedtoexploitnewopportunitiesforexportingU.S.goods. Manufacturedgoodscompriseonly60%ofU.S.exports,andourabilitytomanufactureisa powerfuldeterminantofourabilitytoexporttotherestoftheworld.Finally,ourabilityto reinventmanufacturingintheU.S.willdetermineourcapabilitytobringnewtechnologies ofenormousimportanceandpromisetothemarket. Iurgeyoutothinkaboutthewidelyheldviewthatmanufacturingisasunsetindustry, boundtodeclineinnumbersandcontributiontotheeconomyasproductivityin manufacturingincreases.Thisnotionofmanufacturingasasectorthatshouldbeallowed tosinkbelowthehorizonhasthreedistinctpossibilities: Thefirstisthat,maybe,manufacturingisasunsetindustrylikeagriculture.Inagriculture U.S.productivityissogreatthatAmericansreallycouldn'teatanymorefoodintheU.S. thanitsfarmersalreadyproduce.MaybeAmericanscouldeatmorehighvaluedfood,but probablynotmuchmoreoverall.Isthisanaccuratemodelforthinkingaboutthefutureof manufacturing?WiththreeTVsandtwocarsineveryAmericanfamily,canthecountrynot consumeanymoregoodsthanmanufacturersarealreadyproducing?Thisisobviously false.TheU.S.importsvastquantitiesofmanufacturedgoodsfromtherestoftheworld, andacursorylookatitstradedeficitshowsthattheresalotofroomtomakemoreherein theU.S. AsecondreasononecouldthinkmanufacturingisasunsetindustryintheU.S.isbecauseit involvesalotoflabor,andtheU.S.justcantcompetewithlowwagecountrieslikeChina andIndianorwouldwewantAmericanworkersearningChinesewages.But,as economistsalwaysremindus,whatreallymattersisnotwagesbutunitlaborcosts.Unit laborcostsaredeterminedbytheproductivityofmoreorlessqualifiedworkersusing moreorlessadvancedcapitalequipment.Wagesareasmallpartoftheoverallequationof cost. Prof.BergersharedoneanecdotefromaninterviewwithanItalianownedsweaterfactory inRomaniaaspartofaglobalizationproject.Themanagerwassoproudofwhathadbeen achievedinthesweaterfactory.SheshowedProf.Bergertwobasketsofbeautifulwhite woolsleeves,onebasketmadeinRomaniaandoneinItaly.Prof.Bergerfoundthetwo wereindistinguishableandthought,thislookslikeserioustroublefortheItalians.The factorymanagersaidAbsolutelynot.MyRomanianworkersarewonderful,butthe sleevescost50%moretomakeherethaninItaly.Howcouldthatbe,whenwageswere tentimeshigherinItaly?OurItalianworkerscanhearwhenthosemachinesareaboutto breakandstopthemachinebeforetheywasteanyvaluablewool.Italianworkersknow howtorepairthemachinessotheydonthavetowaittwodaysforatechnician.Italian workersknowhowtoreprogramthemachinessotheycanbemakingsleevesinthe

morningandotherthingsalldaylong.Wemustkeepinmindthatwhatreallymattersis unitlaborcostsandnotwages. ThisisaveryhardfactforAmericanstobelievemoresobecauseAmerican manufacturersfirstresponsetovirtuallyanychallengehasbeentopickupandchaseafter lowerwagelabor.ThisisaproblemtheMITresearcherswhocarriedouttheMadein Americaproject20yearsagoalreadysignaled. WhatU.S.manufacturersmighthavedoneandmightstilldotodayiswhattheGermans havedone.Thatistoaddresstheproblemfromtheotherside:tolowertheunitlaborcosts byaddingtothequalificationsofworkersandtoraisetheprofitabilityoffirmsbyfocusing onproducinghighlyvaluedgoodwithgreatqualityanduniquefeatures.InGermany,22% oftheworkforceisinmanufacturingjobs,hourlycompensationis66%higherthanU.S. wages,andtheyhavebecomeanexportpowerhouse.Germanyisnotanexception;across Europewagesareonaverage20%higherthanU.S.wages.TheproblemisnotthattheU.S. cantcompetewithChinaonlowwages.ItisthattheU.Shasnotprovideditsworkerswith thekindofeducationthatwouldallowthemtomakethekindsofgoodsthatGermans make.Andthecountryhasnotdevelopedenoughofthekindsofmanufacturingthatcould generatebothhighprofitsandgoodjobs. Athirdpossiblereasontothinkmanufacturingisasunsetindustryisthatinthisageof networked,globalizedeconomy,theU.S.justdoesntneedtobedoingmanufacturing.The countrycouldfocusonbranding,R&Dandsales,andletthemanufacturingtakeplace elsewhere.Itistruethatinsomeindustriesdigitizationhasallowedavirtuallycomplete breakupoftheproductionsystem,completelyseparatingdesignandproduction.Todayas theU.S.looksatarangeofpossiblenewindustries,therearemanyreasonstoquestion whethermanufacturingisjustacommodityactivity.AbovealltheU.S.needstothinkabout thenewtechnologies,newproducts,andnewprocessesthatcanalreadybeidentifiedin MITlabs:Cantheybebroughttothemarketifnewmanufacturingindustriescannotalsobe developed?Thatistheissueourspeakerswilladdress.Weveaskedeachofthem: BreakingRulesandMakingRules KenGabriel,Ph.D. DeputyDirector,DefenseAdvancedResearchProjectsAgency(DARPA) Canwealreadyidentifynewproductsandtechnologiesthatwouldrequiremajor advancesinmanufacturingtobringthemintotheeconomy? Canweidentifynewmanufacturingpossibilitiesthatoffertheprospectofinjecting innovationandgrowthintotheeconomy? Whatarethenationalpoliciesthatcouldcontributetotransformationin manufacturingandourretainingmanufacturingintheU.S.?

BothDr.GabrielandDARPAdirectorReginaDuganfeelverystronglyaboutthis roundtablestopic.TheybothworkedatDARPA,thenstartedcompanies,thenreturnedto
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DARPAintheircurrentpositions.TheyviewDARPAsmanufacturinginitiativeasso importantthatitcutsacrossallofficesandprogramsintheagency. DARPAhasaparticularwayofmakingadvancesintechnology,andmanufacturingisno different:creativedestruction.ThetitleofthispresentationisBreakingRulesandMaking Rulesbecausethatiswhatreallygoesoninmanufacturing.Ifyoulookatthehistoryof manufacturing,thereisalotofthiscreativedestruction.Anoldmanufacturingapproach getswipedoutandanewonetakesitsplace,buttherewillalwaysbemanufacturing.The challengeistostayaheadofthecurve,tomakesureyouarealwaysexploitingthenext generationofmanufacturingtechnology,tomakesureyouaretheonemakingthenew rules. DARPAwascreatedinresponsetoSputnik.TheU.S.wascaughtbysurprise,andDARPA wascreatedtomakesurethatwouldnothappenagain.DARPAschargewas,inparticular, tomakesurenotonlydidtheU.S.preventsurprise,butthatitalsocreatedsurprise. DARPAsuccessfulmodelisfrequentlyemulated.Oneofthekeyreasonsforthissuccessis theirremainingcapabilitiesoriented,asopposedtotechnologyoriented.DARPAisnot investinginmanufacturingtechnologiesperse,butfocusingonwhatthedesiredoutcome is.ThatistheheartofwhatdistinguishesDARPAfromotherfundingagenciesin Washington. Dr.Gabrielpresentedtwoplots:oneshowingcostperunitofmilitaryaircraftovertime, whichshowedrapidincrease.Projectingforward,thistrendindicatedthatby2054one planewouldconsumetheentireU.S.defensebudget.Thisisclearlynotasustainable trajectory.Thenextplotshowedthedevelopmenttimeofaproductvs.thenumberof partsitcontained,andplotteddatafromintegratedcircuitmanufacturingandaircraft manufacturing.Integratedcircuitstakeroughlythesametimetodevelopnowastheydid decadesago,eventhoughmodernchipshavemillionsoftimesmoreparts.Foraircraft,the developmenttimeincreasedrapidlywithincreasingcomplexity,withthenextgeneration strikefighterexpectedtotake220monthsofdevelopment.Notonlydoesthisexplainthe trajectoryofcostsshownonthefirstplot,butitalsopointstoamajorproblem:threats 220monthsfromnowarenotgoingtobethesameastheyaretoday;thestrikefighters developmentcycleismuchlongerthanthethreatsdevelopmentcycle. Whyareaerospacesystemsgrowingthatway,whileintegratedcircuitsarestayingflat evenwhilecomplexityisskyrocketing?Itistheresultofafundamentdecisionmadeearly on.Thesemiconductorindustrywontbothertomakeaproductifitwilltakelongerthan 24monthstodevelop,becauseanythinglongerthanthatwillrendertheproductobsolete bythetimeitisreadytosell.Marketpressureswillkillitoff. Whatmakesithardertomakeanelectromechanicalproduct?Whatmakesitsohardto makeanairplane?Partofthatdifficultyandtheincreasedcomplexityiscrossingseams. Manufacturingasitispracticedtodayusuallystartswithdesign,thenaprototype,then limitedproduction,thenhighvolumeproduction,thanqualityassurance/qualitycontrol, thendeployment.Everytimeyoucrossaseambetweenoneofthosestages,thereisan opportunityforrisk,cost,andtimebecauseyoumayneedtochangesomethingandgoback astage.Changeisnotgood.Youhavetobeverycarefulaboutmanagingchange.When
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youcrossaboundary,suchaslimitedproductiontohighvolumeproduction,yougenerally changetools,processes,materials,etc.andeachofthesechangescancauseproblems. Therehavebeenmanyadvancedmanufacturinginitiativesandthelikeoverthelast20 years.Whatweretheydoing?Whydidnttheysolvetheseproblems?Mostofthese projectswerefocusedbetweentheseams,improvingeachstagewithoutfixingthe problemsassociatedwithcrossingtheseams.Isitinsteadpossibletoavoidtheseams? Eliminateprototypingandlowvolumemanufacturingandcreatescienceandtechnology solutionsthatmakeitfeasibletoproducevolumesofoneinlargescalemanufacturing? Butthatiswhatthesemiconductorindustryhadalreadydone.Thirtyyearsago,the oncomingcrushofcomplexitywasclear,andoneoftheindustryssolutionswasto decoupledesignfrommanufacturing.Theymadeatradeoff,givingupsomecomponent performanceinfavorofeaseofdesign.Thisheresycreatedanexplosionin semiconductorproducts,inproductivityofdesigners,andopenedupdesignfromafew hundredtotensofthousandsofdesigners,ultimatelychangingthebusinessmodelforhow semiconductorsaremade.Notallindustryandmanufacturingwilllooklikesemiconductor fabrication,buttherearesomeideasherethatmightbeusefulinothertypesof manufacturing.Theseprinciplesopenupamanufacturingtechnologytofargreater numbersofpeople,allowingproductivityandinnovationtobecomemuchmoreimportant thanwagesorlaborcost. Thisdoesnotjustworkinelectromechanicalproduction,butinbiologicalmanufacturingas well.DARPAhasaprogramcalledTheAcceleratedManufacturingofPharmaceuticals (AMP)program,withintheAdvancedManufacturingInitiative.Thisstartedasaprogram tocounterbiothreats.Assuch,theprogramcouldnotassumeitwouldknowinadvance whatithadtocounter.Thegoalwasthecapabilitytocounterathreatassumingaccess onlytoitsDNA,soitcouldhandleanysyntheticpathogen.Becauseoftheircapability orientedapproach,theywereledtoasolutionfundamentallydifferentthanthetraditional wayofmakingvaccines,whichtakesmillionsofchickeneggsandsixmonths.The approachinthisprogramhijackedtheproteinsynthesisoftobaccoplantsandinone monththeplantcouldbeharvestedandprocessed,andtheproteinvaccineproduced.This processisverysimilartothesemiconductormodeljustdiscussed,asitiscapability orientedandusesabstracteddesignrulessuppliedbybiology. Itisimportanttolookattheentiremanufacturingchain:designrules,manufacturing technology,qualifications,allthewaytovalidation.Thiscaseinpoint,theAMPprogram wastobethegovernmentsbackupresponsetotheH1N1virusincaseitresortedandthe threatchanged.Sixmonthsforanormalvaccinewouldhavebeentoolongtocountersuch athreatchange.TheproblemwiththeAMPsolutionwasinthevalidation:Thenew vaccinewouldbereadyinamonth,butFoodandDrugAdministration(FDA)approvalfor thenewprocessofmakingitwouldtaketwoyears.AMPisworkingwiththeFDAnowto filloutthatcompletesolution.Appleprovidesanotherexampleofhowtodothiswell.The iTunesappsstorecontains150,000applications,yetanewapplicationwaitslessthanfive daystobetested,qualified,approved,andputintheiTunesstore.Ifittookthreemonths, thewholebusinessmodelwouldcollapse.Inclosing,asthecountryconsidersvarious
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approachestomanufacturingandinnovation,itmustkeepinmindthemundanebut importantthings,becausewithoutthemtherewillbenoforwardprogress. Panel1:MaterialsandNanoTransformations Introduction AngelaBelcher,Ph.D.GermeshausenProfessorofMaterialsScienceand EngineeringandBiologicalEngineering

Researchinmaterialssciencecanimpactmanycurrentchallenges.Newfindingscanlead toadvancesinenergy,medicine,transportation,technology,andtheenvironment.Itisan excitingtimetobeinthisfield.Thespeakersonthispanelwillshareinnovativeideasto makeandtransformmaterialsinmanufacturing. Nanotechnology,aspioneeredbyRichardFeynmaninhis1959talk,TheresPlentyof RoomattheBottom,isbasedontheabilityofnanomachinestomanufactureproducts withatomicprecision.Understandingandharnessingthisapproachoffersenormous potential.Bringingatomstogetherintightspacescanchangetheirphysicalpropertiesto producenewandadvantageouseffects.However,manyoftheseinteractionsareunknown, andthefieldstillhastremendousroomforgrowthwithsufficientinvestmentinR&D. TheUnitedStatesleadershipinnanoscienceR&Dinthelasttenyearswaspossible becauseitpossessedthebesteducationinnanoscienceandengineeringinmaterials science.TheU.S.maintainsthiscompetitiveadvantage,butothercountriesarecatchingup. MIThasbeenattheforefrontofnanoscienceresearchintheU.S.TheMITenvironmenthas generatedincredibleadvancesinnanosciencebyfosteringinterdisciplinaryandcross disciplinarycollaborations.Researchersfrombiologicalandchemicalsciences,alongwith multipleengineeringdisciplines,operateunderthecommonideaofnanoscaleapproaches, andpursueunderstandingatmultiplecentersaroundcampus.ThesecenterstheInstitute forSolarNanotechnology,fundedbytheU.S.Army,theCenterforMaterialsScienceand Engineering,fundedbytheNationalScienceFoundation(NSF),andtheCenterforCancer NanotechnologyExcellence,fundedbytheNationalCancerInstitute(NCI)havechanged theeducationmodelacrossdisciplinesatMIT,andstandasanexampletootherresearch institutions. MaterialsGenomeProject GerbrandCedar,Ph.D. R.P.SimmonsProfessorofMaterialsScienceandEngineering

ProfessorCedaropenedwiththeexampleofhydrogenenergytohighlighttheimportance ofmaterialsscienceinenablingtechnologicalinnovation.Despitethepotentialfor producingenergyfromhydrogen,thelackofgoodmaterialstoproduce,store,transport,or

usethisenergypreventitsimplementation.Theseproblemsmayproveinsurmountable, therebyneutralizingapromisingtechnology. Giventhatnewmaterialsfacilitatenewtechnologies,inefficienciesintheir commercializationinhibitinnovation.Onaverage,18yearselapsebetweenthediscoveryof anewmaterialanditscommercialization.Thislagoccursbecausescalinguptheuseofthe materialexposesnuancesofitspropertiesthatmustbeconfrontedaftersignificant investmentshavealreadybeenmade.Initialmaterialselection,then,playsacriticalrolein theproductdevelopmenttimeline. Amethodtopredictmaterialpropertieswouldinformthematerialsselectionprocess,and coulddramaticallyreducetheproductdevelopmenttimeline.Theabilitytodesign materialscomputationally,analogoustovirtualairplanedesign,hasenabledrapid technologicaladvances.Forexample,theworldrecordlithiumionbatterytooktwoyears todesignandthenoneyeartoconstruct.Theabilitytodesignmaterialsenabledthespeed ofthisprogression. TheMaterialsGenomeProjectwillfacilitatefurthertechnologicaladvancesbyproviding physicalpropertiesformaterialsonalargescale.Bypredictingthesepropertiesusing computationalapproaches,thisprojectwillreducethetimededicatedtomaterials discoveryandchangethenatureofthedesignprocess.Informationisalreadyavailablefor 30,000inorganiccompounds,andmanymoreorganicones,whichhasalreadyenabled technologicaladvance. Theinfrastructureforthisapproachtookthreeyearstocreate,butnowenablesdiscovery tooccurinmattersofweeks.Effortstoidentifylithiumionbatterycathodesusingthis databasehighlightedacompletelynewclassofmaterialsinonlyfourweeks.Construction tookanotherthreeweeks,producingamaterialwithimprovedperformancethathadno equivalentinknownchemistry. Thisprocesshasbeenusedinarangeofapplications,includingthermoelectrics, photovoltaicmaterials,andmercuryadsorptionfromcoalgasification.Ifwecanscaleup computingtoprescreenmaterials,theycanbevirtuallydesignedtooptimizeperformance, reducingthetimetoproductionandallowingpeopletofocustheirconcentrationonother areasofthedesignprocess. LightweightMaterialsforTransport CharlesFine,Ph.D. RichardRoth,Ph.D. ChryslerLFMProfessorofManagement DirectorofMaterialsSystemsLaboratory

Lightweightingofvehiclesoffersalucrativeopportunityformanufacturinginnovation. Highermanufacturingcostswillbeoffsetbyincreasedproductefficiency,providingboth highwagesandincreasedspendingpowerdomestically.Itoffersaversatileapproachto combatingourrelianceonforeignoil,butneedsastrategicvisionforimplementation.

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Althoughitpresentstechnologicalandeconomicalchallenges,successfulvehicle lightweightingcouldprovidelastingbenefitstotheU.S. Byreducingtheweightofmotorvehicles,lightweightingreducestheirenergy requirements.Thiswoulddecreaseenergyconsumptionfromanyfuelsourceusedto poweravehicle.Forgasolinedrivenvehicles,lightweightingwillproduceincreasedfuel efficiency.Lightweightingwillhavetheaddedadvantageofcompatibilitywithadvanced powertrainandelectricvehicles,facilitatingtheirincorporationintovehicledesign. Lightweightingwillrequirearedesignoftheentiremanufacturingsupplychain.Thenew processesthisrequireswillnotbeeasilycopied,whichcouldcreateadistinctfirstmover advantage.Highupfrontcostsdiscouragetheintroductionofthisapproach.Thesteel industryhasahugeheadstartinmanufacturing,preventingtheeasyadoptionof lightweightingtechnologies. Thesemiconductorindustryinthe1980sdemonstratesthatanappropriatestrategycan produceeconomicsuccessunderthesecircumstances.Atthattime,collaborationbetween majormanufacturersandthefederalgovernmentcoordinatedthesupplychaintoleverage thescaleandscopeofthesemiconductorindustryasawhole.Thisapproachengagedthe entirevaluechain,builtparallelandinterlockingroadmapsacrosstheindustry,andbuilt consensusaroundcommonvisionandleadership.Theautomotiveindustrymaybeina positiontoengageinasimilarapproachwithregardstovehiclelightweighting. Adoptingthisapproachwillbenefitdomesticmanufacturing.Currenttechnologiescan alreadybeappliedtovehiclelightweighting,butadditionaldevelopmentwillcreate dramaticimprovements.Developingthesubsystemprotocolsneededtoimplementvehicle lightweightingwillprovidetheU.S.withsignificantadvantagesoverforeigncountries. Lightweightvehicleswillthereforebeanexportablegood,andworktoreversecountrys deficitinmanufacturedgoods. Inresponsetoaquestionfromtheaudience,ProfessorFinestatedthegovernmentshould incentivizefueleconomytofacilitatetheseobjectivesthroughmeasuressuchasafueltax. BioInspiredMaterials ChristineOrtiz,Ph.D. AssociateProfessorofMaterialsScienceandEngineering

Researcherscanuseprinciplesinspiredbybiologytoimprovematerialproperties. Biologicalmaterialsaredesignedtobehighstrength,lightweight,andpenetration resistant,andtoresistparticulartypesofloads.Materialshaveinherentphysical properties.Combiningthesewithmorphometricprincipleslearnedfromcomparativeand evolutionarybiology,andprinciplesfromarchitectureandmanufacturingcreateshybrid principlesofuniversaldesign.Incorporatingtheseprinciplesintomanufacturingallowsthe amplificationofmechanicalpropertiesandfunctionalspecificityfoundinnaturalsystems.

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Forexample,naturalexoskeletonsprovideanappealingsystemtoevaluatebythis approach.Throughunderstandingofthepropertiesofnaturallyoccurringexoskeletons thatprovidedynamicflexibility,resistancetoextremeconditions,orimportantoptical properties,andintegratingthesepropertiesintonewmaterials,wecanmanufacture enhancedprotectiveequipmentformilitaryuse. Newtechnicalprocessesallowustoreverseengineerthesenaturalsystems.CATscans providethreedimensionalstructuralinformationaboutnaturalsystems.Plaster reconstructionsthencreatethestructureswemodel.Movingforward,technological advanceswillenablethisprocessatthenanometerscale.Forexample,laserbeammelting oflayeredmetalsheetscanconstructthreedimensionalstructureswithincreased precisionanddecreasedscale.Thisprovidesamoreversatilematerialsplatformthan currentapproachesthatuseceramicsorotherbiologicalpolymers,andaninnovative approachtomanufacturing. Nanomanufacturing MartinCulpepper,Ph.D. AssociateProfessorofMechanicalEngineering

Industrialmanufacturingprocessesrequireextensivetechnologicalsupport.Thecurrent dearthofhardwaresupportfornanomanufacturinginhibitsprocessdevelopment. Commontechnologymodulesandmanufacturingprinciplesoperatingongeneralhardware componentsareneededtoenableanefficienttransitionfromlaboratorydiscoverytofull scalemanufacturing.Weneedabetterunderstandingofnanoscaletoolsandtechnologies beforewecanefficientlyintegratenewdiscoveriesintofactorylevelmanufacturing. Forexample,theunderstandingofmanufacturingprincipleshasenableddramaticcost reductioninamanufacturingtechnologythatwritesbiologicalmoleculesontoasolid surface.Throughevaluationofthecomponentrequirementscompatiblewithtechnology, themachinecostscanbedecreased100fold.Inturn,thisallowsustoarraymultiple implementstoincreasespeed.Otheradvancessimilarlydecreasedcostsandincreased efficiency,culminatinginaneconomicaldevicewithimportantindustrialapplications. Unfortunately,theskillsrequiredtoachievethisaredifficulttoacquire.Sixoftheeight researchersinvolvedinthisprojectintheCulpepperLaboratoryearnedB.S.andM.S. degreesfromMIT,andareworkingtowardstheirPh.D.Advancedtechnicalskillsmustbe developedaspartofthecurriculumtoenablefurtheradvancesinnanomanufacturing.This emphasiswillproduceimprovedunderstandingofnanomanufacturingprinciplesand provideincreasedopportunitiesfortheirimplementation. FiveTswilladvancenanoscalemanufacturing:

Theorythebasicprocesses. Toolstheequipmentnecessarytoimplementthetheory. Techniquestheprocessesnecessarytoimplementthetheory.

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Trainingthepeoplenecessarytoenactthese. Transferessentialforconnectingresearchanddevelopment.

Toimplementthistheoryinamanufacturingcontext,weneedbettertoolsforresearchand foreducation,andtocontinuetosupporttheoryresearch.Introducingthetoolsand techniquesinaneducationalcontextisimportantintrainingstudentsinthefield.Training studentsrequiresalargeinvestment,anditisimportanttokeepstudentsinthefield.The abilitytogoefficientlyfromthelabtoindustrialmanufacturingrequirescoordinated improvementsintheseareas. Inresponsetoaquestionfromtheaudience,ProfessorCulpepperemphasizedthe importanceofeducatingstudentsindrivingthefieldforward.Herecalledhisastonishment attheeducationsystemsinAsiancountriesthatemphasizedmanufacturingtechnologies andsuggestedthattheAmericaneducationsystemfocusmoreresourcesinthefield. Panel2:TechnologyAdvancesforTransformingProduction Introduction CharlesL.Cooney,Ph.D. RobertT.HaslamProfessorofChemicalEngineering

Thefirstpaneldiscussedhowscienceiscreatingnewproductsandprocesses.Product designandmanufacturingprocessesareintrinsicallylinked,andthatmaybethereal opportunitymovingforward.Thereare,however,threethoughtstokeepinmind.Firstis thattheU.S.thinksofmanufacturingasacommodity,butthereisnothingcommoditized aboutnewtechnologieslikethosediscussedbythefirstpanel.Secondisthatinnovationis notconcentratedinonefieldorgeographicalarea;itemergesfrommanysmallerpiecesto formamanufacturingecosystem.Finally,theU.S.needstoconsiderdesignfortheentire productlifecycle,whileremainingawarethatsituationschangeandthatplanswillneedto beadjustedaccordingly.Togainsustainedcompetitiveadvantage,thecountryneedsto understandhowthesetechnologiescometogetherintonewmanufacturingstrategies. RoboticsandArtificialIntelligenceinManufacturing RodneyBrooks,Ph.D. ChairmanandCTOHeartlandRoboticsInc. PanasonicProfessorofRobotics(onleave) Lowcostmanufacturinghasalwaysfollowedthecheapestlabor,fromJapanandKorea followingWorldWarIItoChinaandmorerecentlyVietnam.Muchofthislaborisrobotic, meaningthatsimpletasksareendlesslyrepeated.Manyofthesetaskscouldbeachieved byindustrialrobots.Investmentsinautomationtechnologycouldbringlowcost manufacturingbacktotheUnitedStates. Industrialrobotshavebeenusedsince1961atGeneralMotors.Thesesystemsperform repeatedmotionwithincredibleprecision,butlackprogrammabilityandadaptability.Asa result,integratingarobotintoamanufacturingprocesscancosttentimesasmuchasthe
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robotitself.Advancesinmicroprocessors,networking,andsensortechnologiescouldbe usedtocreatemoreflexiblerobotsthatcouldbeadaptedtospecificpurposes.Thiswould makeautomationamoreviableapproachforthetensofthousandsofmanufacturing companiesintheU.S.withrevenuelessthan$10million.Combiningthiswiththesortof nationalmarketplacemadepossiblebytheInternetcoulddramaticallychangethewaythe U.S.thinksaboutmanufacturing. Parallelscanbedrawnwithpersonalcomputers.Thecomputerindustrytookoffwhen computersreachedausabilitythresholdthatmadethemuniversallyaccessible.Asimilar trendisoccurringwithrobots,whichtheU.S.militaryisrapidlydeploying,andwhichare appearingasconsumerproductslikeiRobot.Itisimportantthatthecountryenableasort ofbottomupapproachbecausetopdownapproachescantdealwiththeoperational uncertainties;youneedengineeringtolookatparticularoperations. Specificrecommendationsare1)useDARPAandtheNationalInstituteforStandardsand Technology(NIST)tosupportinnovativelowendmanufacturing,2)havetheOccupational SafetyandHealthAdministration(OSHA)takealeadbytrackingnewautomation technologyandquicklyapprovingnewpractices,and3)incentivizecompaniesthatbring manufacturingintotheU.S.Developingnewtoolsanddeployingnewprocesseswillalso bothrequireincreasedsupportforScience,Technology,Engineering,andMathematics (STEM)educationintheU.S. TransformingPharmaceuticalManufacturing BernhardtTrout,Ph.D. ProfessorofChemicalEngineering Director,NovartisMITCenterforContinuousManufacturing

Traditionalapproachestopharmaceuticalmanufacturingareveryinefficient.The operationalasseteffectivenessisoftenonly2030%ofitscapacity,comparedto8090%in mostmanufacturingindustries.Forinvestmentsworth$100billionthataddsuptoalarge loss.Inaddition,themanufacturingprocessissubdividedintostepsthatoccurindifferent places.Overalltherehasbeennonewtechnologyintroducedinyearsformanufacturing smallmoleculedrugs(note:thisisnotthecaseforproductionofbiological pharmaceuticals). Thereareseveralreasonsthatmanufacturinginnovationhasstalledinthisarena.First, regulationsareextremelyconservative.Talentedengineersarenotinclinedtoworkinan environmentwhereinnovationisdiscouraged.Second,theprofitmarginsfor pharmaceuticalmanufacturingarehigh,andmanufacturingisasmallpartofthetotalcost. Third,manydrugcompaniesseetheircorebusinessasmarketingandsupply,aswellas providingfinancialsupporttotakedrugsthroughclinicaltrials.Insomesense,large pharmaceuticalcompanieshavebecomeessentiallyfinancialenterprises,usingmergers andacquisitionstogetlicensesfornewcompoundsthenoutsourcingthemanufacturing. Thisstrategyproducesshorttermgains,butitisntgoodforinnovation.
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Theindustryhasalsoseenalotofoutsourcing.Pharmaceuticalmanufacturinghasmoved tolowtaxcountrieslikeIrelandandSingapore.PuertoRicousedtobeadestinationfor pharmaceuticalmanufacturing,untilitraisedtaxes.Pharmaceuticalcompanieshave, however,beguntotakeinterestindevelopingnewmanufacturingsystems.TheNovartis MITCenterforContinuousManufacturingisanexample.Thisisa$65millioninvestment byNovartisinfundamentalmanufacturingresearch.Thegoalistothinkabouthowthe industryshouldlookin1015years,andthenfigureouthowtogetthere.Asanadded benefit,weattheCenterthinkthecomplexityofhighvalueaddedtechnologywillforce companiestoinvestinnewtechnologyintheU.S. Thegovernmenthasalonghistorysupportinginnovationinmanufacturing,anditshould continuetodoso.MITandNovartisareworkingwiththeFDAtostreamlineregulatory processes.TaxincentivescouldalsohelpkeepmoremanufacturingintheU.S. LogisticsforLocalManufacturing SanjaySarma,Ph.D. AssociateProfessorofMechanicalEngineering Director,MITSUTDCollaboration Thistalkisreallyapleaforresearchonmanufacturingsystems.Theindustrialrevolution, followedbydevelopmentofstandardizationandmassproductionsystems,hasmade manufacturingsogoodthatanyonecandoit.Nowwehaveaglobalsupplychainand manufacturingdiffusesveryquickly.Thisdiffusionisparticularlydrivenbylaborcostsand salaries.WefindthatengineeringsalariesarehighintheU.S.,andtheyfalloffasyoumove fartheraway;infact,thecurvealmostlookslikeaparabolaasyoumoveawayfromtheU.S. Atthesametime,transportationcostsincreaseasyoustarttomoveproductionawayfrom thepointofdistribution.Thatflattensoutafterashortdistance,sothatgoingfartherdoes notincreasethecosts. CouldtheU.S.flattenoutthiscurve?Onewaythatothershavediscusseddoingthisis makinghightechproductsbecausetechnologytakestimetodiffuse.Thiscouldbea fundamentalwayfortheU.S.tostaycompetitive.Brandstrengthisanotherway,similarto machinetoolsinGermany.Localsubsidiesandemphasisonsustainablemanufacturing couldalsobringproductiontootherwisehighcostareas. ThethingIreallywanttotalkaboutistransportationandlogisticscosts.Ofcourseitcosts lesstomakesomethinginChicagoifyouwanttodeliverittoChicago,butbecauseof economiesofscaleitisoftencheapertomakethingsfaraway.Theproblemwithlocal manufacturingisterriblelogistics.Youdontgeteconomiesofscaleifyouareshipping smallquantities,likelessthanatruckload(LTL).Toreallychangethecostcurveforlocal manufacturingweneedinnovationsthatmakesmalllotlogisticsmoreeconomical. Sensors,automaticwarehousing,andLTLmanagementareallapproachesthatcanbenefit localmanufacturing.TheclothingmanufacturerZaraprovidesagreatexample.By manufacturingwithfamilycooperativesinSpaintheyareabletochangestylesvery quickly.AnotherexampleofalocalcompanyisKIVASystems,startedbyMITgraduates,
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thatusesnetworkingandsensorstobuildautomatedwarehouses.Logisticsisascience thatcanfundamentallychangetheeconomicsoflocalmanufacturing.Thegovernment shouldtakesystemsresearchseriously,withinvestmentandmaybesubsidiesfor companiesthatareinnovatinginthesetechnologies. SystemsforSustainableManufacturing TimothyGutowski,Ph.D. ProfessorofMechanicalEngineering Director,LaboratoryforManufacturingandProductivity

Inmanufacturing,wetakeresourcesfromtheenvironment,putthemthroughsome transformations,andputoutsomesortofemissions.Throughoutthisprocesswetendto undervalueecosystemservices.Evenoncewerealizetheyarentfree,itisdifficulttogive themaprice.Itisafundamentalproblemthatunderpricedecosystemservicesprovide bothcompetitiveadvantageandanincentivetooverexploit.Addressingthisproblem requiresgovernmentstocooperatebeforetheyevenstartthinkingaboutcompetition. Wecanaddresssustainabilityproblemsinseveralways:moreefficientprocesses,finding alternativeresources,andendofpipetreatmenttoreduceemissions.Industryoverthe lastthirtyyearshasalreadybeenconsumingadecreasingfractionofenergyintheU.S. Evenwhenefficiencygoesup,itisoftenmatchedbyalargerincreaseinoutput,sothat totalresourceusestillincreases.Manufacturingisalreadysensitivetopriceofinputsso theeasiestimprovementsarenotthere.Wecandobettertoimprovetransportationand buildingefficiency. WhataresomewaystoaddressaproblemliketheIntergovernmentalPanelonClimate Change(IPCC)carbontargetofreducingCO2emissionto50%of2000levelsby2050?If theU.S.cantmakepoliciesthatreducedemandforenergythenithastohitmorestringent targetsinotherareas.Thecountrywillalsohavetoencourageinvestmentsinefficiencyto avoidcarbonleakage,wherehighemissionactivitiesmovetoplaceswithcheaperenergy. TheU.S.needstodiscusstechnologyevaluation.Manyproposalsforenergyreductionare themselvesenergyintensivetechnologies.Thiscanonlyworkwithgreatcare. Technologiesneedtobeevaluatedfortheirtotaleffectontheplanet,insteadofwithin narrowboundariesorunderfavorableconditions.Technologiesneedtobedesignedfor sustainability,useinterdisciplinaryteams,andanalyzedintermsofthefullproduction systemandproductlifecycle. Sustainabilityisavaguetermthatneedstobemoreclearlydefined.Onceaclearproblem isidentified,wecanconsiderbuildingsolutionsintoproductsandsystemsfromthe beginning.Weneedtomakesure,however,thatthereisinternationalcooperationanda levelfieldforcompetition.

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 Questions Q.MuchoftheconversationhasfocusedonbringingmassproductionbacktotheU.S. Whatareyourthoughtsaboutcreatinganewmanufacturingsystembasedoncustomized products? A.(Trout)Greaterpersonalizationisatrendthateveryoneseesinpharmaceuticals,but littleisbeingdoneaboutitinindustry.SomeofthethingsintheNovartisMITCenterfor ContinuousManufacturinggetatthisbyunderstandingprocessesataverybasiclevel. Thiswillallowustodesigncustomizedproductsmoreeasily. A.(Brooks)Wevealreadyseenprogrammablerobotsthatmakecustomizableparts.When wegetmoreroboticassistanceyoucouldimagineindividualworkersbeingmorelike craftspeople.Ithinkwellseethistrendoverthenextseveraldecades. A.(Sarma)Itsalsothesupplychainthatisgearedtomassmanufacturing.TheU.S.Postal Serviceisagoodexampleofaonetoonesupplychain.Ifwecouldreallymakesmall supplychainsworkitwillmakemasscustomizationalotmorepossible. Q.Recyclingwillhavegreatimpactoncompetitiveness.Canwedesignproductssothat theycaneasilybetakenapart? A.Europeanstalkaboutreprovisioning,thinkingofproductsasasourceofmaterialsfor otherproducts.Someindustries,likeplastic,coulddomuchmoretoencouragerecycling. Q.Arelaboratoriesattheuniversityormanufacturingfacilitiesworkingondoing productionwithlocalresources,tobemoreinharmonywithnature? A.(Gutowski)Oneofmysuggestionsishavingconcurrentresearchteamscheckingeach stepagainstthebigpicturethroughoutthedevelopmentprocesses.Engineersarenotused tothinkingintheseterms.Forexample,makingcarbonnanotubesisextremelyenergy intensive,butnoneoftheengineersIknowworkingonthemevenconsiderenergy.Inthe lab,thecostofenergyislessthan1%oftheirtotalcost. ConcludingComments MichaelCusumano,Ph.D. SloanManagementReviewProfessorinManagement

TheprinciplesdiscussedareacteduponquitewellbyAmericancompaniesandAmerican universities.Whywehaveexperienceddifficultiesoverthelastfewyearsisacomplicated
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issue.Japanisnotagoodmodel;ithasbeeninthedoldrumsfor20years,anditsmassive surplusisduetolackofconsumerspendingandconstraintsonconsumers.Chinaisalso notthemodelbecauseitisfocusedonlowcostmanufacturing.Chinasfuturedependson howwelltheydeveloptheiruniversities,becauseasweveseenintheroundtablespanels, mostofthenewindustriesweseecomeoutofscienceoradvancedengineering.Ifyou donthavethat,youwillhavetroublesinthefuture.ThisisoneofJapansmajorproblems aswell,becausetheiruniversitiesarestillnotwhatwehaveintheU.S.orEurope. Therearesixprinciplesreallydrivingcompetitivefirmsandindustries.Thefirstisthe importanceofplatforms,notjustproducts.Developingawholeecosystemofinnovation aroundaproductisimportant.Microprocessorsgiverisetoallkindsofsoftware;the Googleportalcreatesawholesetofindustriesworkingoffitstechnologies.Theseare platforms,notjustoneoffhitproducts.Thesecondprincipleisservices,notjust platforms.Thatistosay,servicesconnectedtotheseplatforms.Thevalueofacellphone isfarmoreintheservicesandcontentthatthecellphonegeneratesthanthephoneitself. Evenautomobilesgeneratefarmorerevenuefromdifferentkindsofservices(e.g.,leasing, repair,maintenance,insurance). Thenextfourprinciplesarefairlycommonlytalkedaboutinmanagement,buttheyareno lessimportant.Again,theyapplytowhatwedowell.Thenextprincipleiscapabilities, notjuststrategy.WetrainthebestMastersofBusinessAdministration(MBAs)inthe world,butultimatelyyouneeduniquedesign,engineering,orserviceinnovation capabilities.Attheuniversitylevel,theU.S.isthebestintheworld.Moreworrisomeis whatweareputtingintothoseuniversities:oursecondaryeducationsystemisamajor issue.Weneedtofigureouthowtonurturethenewindustriesbeingcreatedbyour scienceandengineeringcapabilities.Thepulldontpushprincipleisaboutcreating directconnectionsfromyouroperationstothemarketorcustomers.Thisincludesjustin timeproduction,agileproductdevelopment,andprototypedrivendevelopment.Again,we dothisquitewell. Scopenotscaleisthefifthprinciple.Thisisalmostobvious;ifscaleweremostimportant, GMwouldhavebeenthemostprofitablemanufacturingcompanyforthelasthalfcentury, anditwasnt.Economiesofscopeareaboutbeingabletoleveragedifferentkindsof productsandservicesusingcommoncomponents,notwastingtechnologiesorpeople,nor havingredundancies,butmeetingtheneedsofdifferentcustomersandsegments effectively.Avoidbeingpreoccupiedwithscale.Thelastpointisflexibilitynotjust efficiency,whichissimilartoscopenotscale.Donotbecomeoverlypreoccupiedwith efficiency,butratherthinkaboutwhatweactuallyneedtodotochange,adapt,andlead newmarkets.Americanorganizations,managers,anduniversitiesareamongthemost flexibleintheworld,sowedohavetremendouscapabilitiestoadapt. Therearealsosometemporarypendulumsthatgobackandforth:OneofChinasmajor advantagesisthattheyundervaluetheircurrency.IftheYuanfloatedtoitsactualvalue, wewouldseeachangethere,likewesawwithJapan20yearsago.Weworkedonthevalue oftheYenthen,whichchangedthingsdramatically.Governmentshouldworkonthevalue oftheYuannow.ItisalsoamajorproblemandagreatpaintousintheSloanSchoolof ManagementthathalfourstudentsgotoWallStreet.Hopefullywecanchangethatagain.
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ItmightbetimetoreviveinitiativeslikeLeadersofManufacturingthatencouragedour beststudentsinengineeringandmanagementtogointocompaniesthatreallybuiltthings. Still,allofthepiecesarethere.Theseprinciplesleadtoanewerwayofthinkingabout managementprinciples.Theyhavegreatrelevancefortransforminghowwethinkabout managementinthefuture.Theolderwayoffocusingoncreatingthebestproductyoucan andhavingstrategyorientedtopushingtechnologiestomarketatmaximalscaleworkedin thepast,butitstimetomovetoanotherlevel.Itstimetofocusonmakingproductsinto industrywideplatforms,generatinganarrayofservicesaroundthem.ManyAmerican companiesalreadydothistodayMicrosoft,Intel,Apple,Google,Cisco,Qualcommsoin generalweshouldtakeanoptimisticviewofwhatwecando.Everythingfromtodays roundtablefeedsintothis.Wehavetoworryaboutfocusingonlyonwhatweregoodat, ratherthanwhatthemarketsneed,butmostofusdoseevisionsofthefuturethatfitinto thecapabilitieswehaveandcontinuetocreate. ThissummaryoftheMarch1st,2010MITInnovationRoundtablewaswrittenbythe followingmembersoftheMITSciencePolicyInitiative: ScottCarlson MikeHenninger JoshWolf GraduateStudent GraduateStudent GraduateStudent

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