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7/30/2019 1Dr. Stephen Catt, Deputy Director Workforce Development
New Mexico: Powering the StateAdapting to New Technologies: A National Perspective
7/30/2019 5
Flexible HybridElectronics
San Jose, CA
Smart Sensorsand Digital
Process Control
Los Angeles, CA
ModularChemicalProcess
Intensification
New York, NY
Bio-pharmaceuticalManufacturing
Newark, DE
DigitalManufacturing
& DesignChicago, IL
IntegratedPhotonics
Albany, NY Rochester, NY
Regenerative Manufacturing
Manchester, NH
AdvancedFibers and
TextilesCambridge, MARochester, NY
SustainableManufacturing
Wide BandgapSemiconductors
Raleigh, NC
Advanced CompositesKnoxville, TN Detroit, MI
LightweightMetals
Detroit, MI
AdvancedRoboticsPittsburgh, PA
Additive Manufacturing
Youngstown, OH El Paso, TX
MANUFACTURING USA INSTITUTES
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MILL 19 HISTORY
Pittsburgh's Jones and Laughlin Steel Works in 1967.
n Built in1943 by Jones & Laughlin to house munitions production during World War II
n In the 1970s when LTV Steel took control of the building it was used to store coke oven brick
n Mill 19 is approximately 100 feet wide and 1,200 feet long (about 3 football fields)
n In 1998, three Pittsburgh foundations – RK Mellon, Benedum, and Heinz Endowments - joined forces to purchase the site of approx. 200 acres, which was known as Almono
n In Oct 2017, site renamed Hazelwood Greenn Mill 19 is owned by RIDC and will consist of 3
buildingsn Hazelwood Green will be further developed into
multi-use – parks, housing, retail, restaurants –www.hazelwoodgreen.com
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ARM FORMATION
Established: Jan 13, 2017 by Carnegie Mellon University (now separate entity) Location: Mill 19, Hazelwood Green, Pittsburgh, PA
PURSUING MISSION ON THREE FRONTS
Technology development
Education & Workforce (EWD)
development
Building the right ecosystem
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WHAT ARM DOES
Provide funding/leadership to further develop advanced robotics technology
Provide funding/leadership to further develop innovative robotics training
Provide access to a nationwide ecosystem of innovators and industry insights
Transition new technology to the factory floor
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IDENTIFYING THE CHALLENGE
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HELP BRIDGE MANUFACTURING INNOVATION GAP
Production rate demonstration
Capability in production
environment
Capacity to produce prototype
Laboratory production
Proof of concept
Basic manufacturing
research
Government and universities
Private Sector
Inve
stm
ent INNOVATION
GAP
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HELP DE-RISK ROBOTICS IMPLEMENTATION Phase 5
Optimization Practiceso Analyze actual to forecasted
performanceo Setup continuous
improvement processeso Setup up-skilling processeso Setup troubleshooting &
maintenance processeso Identify repurposing
opportunities for under-performing systems
Phase 4
Implementation Practiceso Parallel, ointegrated orohybrid installation
o Internal, oexternal orohybrid project mgmt, systems integration, installation support & programming
o Pre-install trainingo Pre-ship setup & runoffo Internal vs external
Installation & startupo Post-install trainingo Post-install runoff & final
acceptanceo Performance incentives or
penalties for vendors
Phase 3
Cost-Benefit Analysiso Define total cost of
ownership including implementation & optimization
o Define business case for adoption
o Define human case for adoption
o Create cross-functionalevaluation & approval teams
o Gather & present data for approval of project
o Gather & present data for approval of vendors
Phase 2
Solution Search & Evaluationo Identify “now, new & next”
solutionso Evaluate use caseso Quantify transition needs
for new & next solutionso Determine & address
critical risk factorso Select target
application(s) & relevant solutions
Phase 1
Needs Assessmento Quantify problems &
opportunitieso Establish initial budgeto Analyze application tasks
for tech enhancemento Select priority applications
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CREATE THE RIGHT ECOSYSTEM VIA MEMBER ENGAGEMENT
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WHY DO WE HAVE TO CONTINUOUSLYLEARN AND ADAPT?
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CULTURAL/TECHNOLOGY ACCELERATION
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INCREASED AGE SPANS
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INFORMATION OVERLOAD
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FEAR OF TECH STEALING JOBS HAS BEEN CONSISTENT FOR ~ 500 YEARS
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"EVERYTHING THAT CAN BE INVENTED HAS BEEN INVENTED."
Charles H. Duell, Director of U.S. Patent Office, 1899
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TOP JOBS: ENERGY AND MANUFACTURING SECTORS§ New Mexico§ Sales§ Chemical Engineer§ Truck Driver§ Mechanical Engineer§ Retail Store Manager§ Automotive Service Tech§ Customer Service§ Production Worker
§ Pittsburgh Region § Production Worker§ Sales§ Laborer/Warehouse Worker§ Software Developer§ Mechanical Engineer§ Manufacturing Machinist§ Business Development§ Customer Service
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DRIVING GROWTH AND DIRECTLYCREATING 900K NEW INDUSTRY JOBS
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EDUCATION/WORKFORCE DEVELOPMENT INVESTMENT PROJECT FOCUS AREAS
3
Project Focus Area CDIP End Date
Teach-Bot Apprentice Education & Training System (MIT) Pre-apprenticeship Training Program curriculum 5/31/19
CCAM Apprentice Academy Mechatronics Pilot Program with NIMS Recognized Robotics Training Certification (CCAM)
Apprenticeship & Certification Apprenticeship Program model and curriculum 8/31/19
SMART Manufacturing & Advanced Robotics Training (NREC) Micro-Certification Program Program curriculum 8/31/19
Robotics Technician Apprenticeship Program (Catalyst Connection) Apprenticeship Program Apprenticeship Program model and curriculum 9/10/19
Revitalizing Apprenticeships for Small & Medium-Sized Industries (Clemson)
Apprenticeship Program, Learning Management System
Custom LMS portal for hosting modules, apprenticeship program model with VR components, curriculum
9/30/19
Connecticut Apprenticeship Program in Robotics & Automation (UConn) Apprenticeship Program Apprenticeship Program model and curriculum 2/29/20
APPRENTICESHIP PROJECTS FOCUS AREA AND CDIP
Workforce Investment BoardMfg. Extension Partnership (MEP)Local GovernmentState GovernmentCommunity CollegesUniversitiesChambers of CommerceMfg. AssociationsFoundationsEconomic Development
ANALYZING A REGION: WORKFORCE ECOSYSTEMS
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PITTSBURGH'S JONES AND LAUGHLIN STEEL WORKS IN 1967
PRIME- Partnership for Regional Innovation for Manufacturing Engineers• 5 community colleges• 2 universities• 35 manufacturers• 2 foundations and the DOL
OhPenn- 5 county collaboration across state lines to join multiple workforce boards together in cooperative, seamless job fulfilment
PAST INITIATIVES: EXAMPLES
TRANSFORMING A REGION – PITTSBURGH TODAY!
Current Industries• Advanced Manufacturing• Healthcare & Life Sciences• Energy• Financial & Business
Services• Information TechnologyEmerging Industries• Robotics & Artificial
Robotics.• Cyber Security• Additive Manufacturing
ALLEGHENY CONFERENCE ON COMMUNITY DEVELOPMENTThe Allegheny Conference brings together public and private sector leaders across the Pittsburgh region to improve southwestern Pennsylvania’s economic future and quality of life. These leaders and their organizations comprise the Regional Investors Council, which provides time, talent and resources to define opportunities and challenges, identify solutions to these issues and mobilize the public, private and non-profit sectors to achieve results in the 10-county Pittsburgh region.
Partnering to support clear and accessible pathwaysto jobs in energy and advanced manufacturing
in Ohio, Pennsylvania and West Virginia
September 2019
TEAM CONSORTIUM STRUCTURE
§ Two USDOL ShaleNET grants totaling almost $20M; first trained over 5,000 people, with more than 3,400 finding employment.§ Second one focused on building capacity, expanded the
area geographically and incorporated a new stackable credential model for education and training.§ In attempt to keep momentum, regional
visionaries pulled together partners to apply for ‘America’s Promise’§ Appalachian Partnership Initiative footprint adopted
TEAM CONSORTIUM EVOLUTION
The TEAM Consortium’s area covers 27 counties that are rich with natural gas resources. Royal Dutch Shell’s $6 billion investment in building an ethane cracker plant in Beaver County, PA could be followed by four additional cracker plants in the next few years.
This wave of new economic activity has been anticipated by visionary leaders across the tristate area, and efforts are being coordinated across state lines to respond to the need for a properly-trained workforce.
TEAM CONSORTIUM AREA
§ 19 Higher Education Institutions§ 14 Workforce Development Boards§ 9 Economic Development Entities§ Major Employers & Network of Smaller Companies§ Working group of state officials (OH-PA-WV)§ Key Intermediaries: Vision, Resources and Technical
Assistance [State and Federal Gov’t Agencies; Nonprofit Service Providers; Funders]
TEAM CONSORTIUM PARTNERS
Defined as: “Unconventional collaboration and cooperation within an otherwise competitive field of players.”§ Gives all participants a competitive edge in the
marketplace by raising profile and lending credibility that comes with size.
§ Saves money in developing and delivering similar products.
§ Encourages all to differentiate themselves.§ Partners learn from each other, fill each other’s gaps.§ Examples: ‘Got Milk?’ ‘The look, the feel of Cotton.’
§ Sustainable, Scalable, Succession Planned
“COOPETITION” IS HEALTHY AND NECESSARY.
AN ECOYSTEM OF STAKEHOLDERS
• Analysis of Regional Assets• Determine Who- Ecosystem representatives that are
open contributors to progress, not just change• Host a forum for a facilitated discussion by a neutral
party• Follow up, Follow up, Follow up• Developing trusting relationships is key• Win, Win, Win: Coopetition
NEXT STEPS FOR NEW MEXICO
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Advanced Robotics forManufacturing
Arminstitute.org
412-785-0444
THANK YOU
