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The article gives a brief overview of key state legal, regulatory and forecast documents related to government regulation of production and the Russian manufacturing market developed and adopted in the second decade of this century. On the example of the implementation of government measures aimed at improving the structure of industrial production and solving the problems of staffing the functioning of manufacturing industries, unresolved problems in these areas of state regulation that persist at the end of the second decade are shown. Examples of foreign experience and some recommendations in the field of state regulation of the country's industrial development are given. It is shown that for radical investment growth, it is necessary to first of all solve structural problems in the economy, implement measures aimed at improving the business climate, developing competition and reducing the share of the public sector and stimulating consumer demand to intensify the investment activities of private business in the field of manufacturing. In order to accurately and reasonably assess the impact of government measures on the development of manufacturing in the country, it is necessary to develop a methodology for assessing the regulatory impact (ODS) in the direction of methods for assessing the impact of government decisions on the activation of innovation and the use of progressive technologies "Industry 4.0."

This paper is aimed at comparing cellular manufacturing with focused cellular manufacturing. We define focused cellular manufacturing as a layout scheme that groups components by end‐items and forms cells of machines to fabricate and assemble end‐items. It is not classified as a cellular manufacturing layout since it does not attempt to take advantage of process similarities. It also is not classified as a flow shop since there are no machines dedicated to individual operations and the machines are not arranged in a series. In addition, this research includes batching and assemble times in its criteria which few researchers in this area have done. The results indicate that the focused cellular manufacturing scheme has a batching advantage. This advantage out‐weighed the set‐up time reduction advantage of the cellular manufacturing scheme for average end‐item completion times and average work‐in‐process inventory levels. The cellular manufacturing scheme overcame the batching advantage only when there were small batch sizes or large set‐up time magnitudes.

If the use of Advanced Manufacturing Technology (AMT) is to be successful it is vital to give proper consideration to implementation. Failure usually results because implementation has not been carried out in relation to strategic objectives. As a consequence technical considerations, e.g. cost reductions, have predominated. Parallels are drawn between the lack of emphasis on implementation in the literature on Materials Requirements Planning (MRP). A strategic input is needed if the full potential of the technology is to be realised. A model for strategic implementation of AMT and its associated procedures is proposed.

Manufacturing employment is up relative to 3 years ago. Why so much dissatisfaction? Figure 1: Employment in manufacturing, 000's, s.a. (blue). Source: BLS. Year-on-year through March, manufacturing employment is up 1.6% (log terms). Real wages are up as well, although only recouping 2020M11 levels recently (but exceeding pre-pandemic levels), while hours are down vis-a-vis peak […]

Annotation, The Manufacturing Extension Partnership (MEP) - a program of the U.S. Department of Commerce's National Institute of Standards and Technology - has sought for more than two decades to strengthen American manufacturing. It is a national network of affiliated manufacturing extension centers and field offices located throughout all fifty states and Puerto Rico. Funding for MEP Centers comes from a combination of federal, state, local and private resources. Centers work directly with manufacturing firms in their state or sub-state region. MEP Centers provide expertise, services and assistance directed toward improving growth, supply chain positioning, leveraging emerging technologies, improving manufacturing processes, work force training, and the application and implementation of information in client companies through direct assistance provided by Center staff and from partner organizations and third party consultants."21st Century Manufacturing" seeks to generate a better understanding of the operation, achievements, and challenges of the MEP program in its mission to support, strengthen, and grow U.S. manufacturing. This report identifies and reviews similar national programs from abroad in order to draw on foreign practices, funding levels, and accomplishments as a point of reference and discusses current needs and initiatives in light of the global focus on advanced manufacturing

Intro -- DEFENSE MANUFACTURING TECHNOLOGY STRATEGY AND RISK MANAGEMENT -- DEFENSE MANUFACTURING TECHNOLOGY STRATEGY AND RISK MANAGEMENT -- CONTENTS -- PREFACE -- Chapter 1 THE DOD MANUFACTURING TECHNOLOGY PROGRAM: STRATEGIC PLAN* -- PREFACE -- EXECUTIVE SUMMARY -- STRATEGIC CONTEXT -- The Role of ManTech -- Strategic Thrusts and Goals -- Mechanisms for Assessing Program Effectiveness -- Conclusion -- I. INTRODUCTION -- II. DEFENSE MANUFACTURING - THE STRATEGIC CONTEXT -- Drivers of Change -- Globalization and the Defense Industrial Base -- Pressures on Affordability and Timely Delivery -- In Summary -- III. MANTECH'S ROLE WITHIN THE DEFENSE MANUFACTURING ENVIRONMENT -- A Shared Vision -- The DoD ManTech Program Mission -- ManTech Tenets -- ManTech Program Governance -- ManTech Programming and Execution -- ManTech Program Funding -- IV. A FRAMEWORK TO MAXIMIZE MISSION EFFECTIVENESS - THE MANTECH PROGRAM'S STRATEGIC THRUSTS AND ENABLING GOALS -- The ManTech Program's Strategic Thrusts -- Strategic Thrust 1: Effective Management and Delivery of Processing and Fabrication Technology Solutions -- Composites Thrust Area Portfolio -- Electronics Thrust Area Portfolio -- Metals Thrust Area Portfolio -- Other Processing and Fabrication Investments to Meet Defense-Essential Needs -- Strategic Thrust 2: Active Support for a Highly Connected and Collaborative Defense Manufacturing Enterprise -- Strategic Thrust 3: Active Support for a Strong Institutional Focus on Manufacturability and Manufacturing Process Maturity -- Strategic Thrust 4: Active Support for a Healthy, Sufficient, and Effective Defense Manufacturing Infrastructure and Workforce -- ManTech's Strategic Relationship to Defense Affordability -- V. MECHANISMS FOR ASSESSING PROGRAM EFFECTIVENESS -- Mechanisms at the Project Execution Level via DoD Components

Introduction / Gary P. Pisano and Robert H. Hayes -- Competing through Manufacturing / Steven C. Wheelwright and Robert H. Hayes -- The Productivity Paradox / Wickham Skinner -- The Service Factory / Richard B. Chase and David A. Garvin -- The Emerging Theory of Manufacturing / Peter F. Drucker -- Making Mass Customization Work / B. Joseph Pine II, Bart Victor and Andrew C. Boynton -- The Focused Factory / Wickham Skinner -- Postindustrial Manufacturing / Ramchandran Jaikumar -- Manufacturing Offshore Is Bad Business / Constantinos C. Markides and Norman Berg -- Why Some Factories Are More Productive Than Others / Robert H. Hayes and Kim B. Clark -- Quality on the Line / David A. Garvin -- Robust Quality / Genichi Taguchi and Don Clausing -- Made in U.S.A.: A Renaissance in Quality / Joseph M. Juran -- Getting Control of Just-in-Time / Uday Karmarkar -- Making Supply Meet Demand in an Uncertain World / Marshall L. Fisher, Janice H. Hammond, Walter R. Obermeyer and Ananth Raman -- Manufacturing's Crisis: New Technologies, Obsolete Organizations / Robert H. Hayes and Ramchandran Jaikumar -- The Hidden Factory / Jeffrey G. Miller and Thomas E. Vollmann -- Yesterday's Accounting Undermines Production / Robert S. Kaplan -- The Human Costs of Manufacturing Reform / Janice A. Klein -- Strategic Planning - Forward in Reverse? / Robert H. Hayes -- Beyond World-Class: The New Manufacturing Strategy / Robert H. Hayes and Gary P. Pisano