The Division of Design and Manufacturing Innovation

1
The Division of Design and Manufacturing
Innovations Plan for the Future

• Warren R. DeVries, Division Director
• Design and Manufacturing Innovation
• National Science Foundation
• 11 May, 2005

2
Outline

• Context
• DMI Vision and Mission
• DMI Goals and Priorities
• Conceptual Framework for CMS and DMI to Merge

3
DMIs Programs and Staffing
Division of Design and Manufacturing
Innovation DMI aspires to identify and invest in
the talent and knowledge in design, manufacture,
and services so advanced that, even in a globally
competitive world, US enterprises are leaders
through knowledge and innovation
Betty Person
Warren DeVries
Dianne McCormick
Engineering Decision Systems Cluster Operations
Research Service Enterprise
Engineering Manufacturing Enterprise Systems
Engineering Design
Manufacturing Processes Equipment Systems
Cluster Manufacturing Machines and Equipment
Materials Processing Manufacture NanoManufactur
ing
Bridging Programs Across NSF Grant Opportunities
for AcademicLiaison with Industry DMI/MRI NSF/ENG
/CONACyT
Don Senich
4
Engineering Decision Systems
Engineering Decision Systems Cluster Operations
Research Service Enterprise
Engineering Manufacturing Enterprise Systems
Engineering Design
Suvrajeet Sen
Abhi Deshmukh
Donnice Wynn-Colman
Beverley Corley
Delcie Durham
5
Manufacturing Processes Equipment Systems
Manufacturing Processes Equipment
Cluster Manufacturing Machines and Equipment
Materials Processing Manufacture NanoManufactur
ing
Jian Cao
George Hazelrigg
William Foster III
Veronica Calvo
Kevin Lyons
Carolyn McKinnon
6
DMI Staffing Resources
7
DMI Budget Resources
8
Research Proposals and Success
9
DMI Out year Commitments
10
DMI Investments

• Now
• Jennifer A. Lewis, University of Illinois at
  Urbana-Champaign. 3-D periodic structures with
  features on the order of 100 nm - 1 mm lead to a
  70-fold increase in their piezoelectric
  performance.

• Then
• Solid Modeling Awards to support PADL in the
  70s led to the commercial systems essential to
  global enterprises today.
• Rapid Prototyping SGER awards 20 years ago
  spawned a number of new processes that speed up
  the move from art to part, and today are an
  innovative way to provide scaffolding for tissue
  engineering.
• Injection Molding Processes and Design Systems
  Initial investments by DMR on reaction injection
  molding (RIM), and DMI investments in mold flow
  simulation led to a new commercial process and a
  design tool used around the world.

11
DMIs Mission

• Enabling the Nations future through discovery,
  learning, and innovation by identifying and
  supporting
• Fundamental research that defines the frontiers
  of design, manufacture, and service, and
  interfaces with other disciplines, to create the
  enterprises of tomorrow and assure the future
  competitiveness and productivity of enterprises
  today.
• Integration of education and research that
  develops the diverse, adaptable and
  knowledge-enabled engineering workforce vital in
  assuring global competitiveness

12
DMIs Vision

• DMI aspires to identify and invest in the talent
  and knowledge in design, manufacture, and
  services so advanced that, even in a globally
  competitive world, US enterprises are leaders
  through knowledge and innovation, by
• rapidly innovating and transforming knowledge,
  materials, and systems into new enterprises . . .
• upgrading and protecting the investments that
  have given us our present national stature and
  unsurpassed standard of living.
• assuring a diverse engineering workforce . . .
  that thrives on continuous technological change
  and fast-paced innovation.

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To achieve this vision DMI will . .

• lead the exploration of new frontiers in design,
  manufacture, and service that engages the best
  minds to address issues of national need.
• be recognized as the division that enhances the
  productivity . . . through the use of discovery
  and innovation and . . . systems thinking.
• develop people, both in the community and in the
  division, . . . to be leaders in the profession
  and in the NSF organization.
• be agile, responsive, and fiscally robust to
  achieve our other goals.

14
DMI Priorities

• Focus resources in core programs
• achieve a 25 success rate
• program officers managing 10M core programs.
• Manufacturing Frontiers
• an opportunity to lead a critical national
  priority and enable creation of new enterprises.
• build on the Divisions investments in
  environmentally benign design and manufacture,
  nanomanufacturing and supply chain.
• Complexity in Engineered and Natural Systems
• Build on investments in engineered service
  systems for health care delivery and multi-scale
  modeling
• knowledge needs in micro/nano scale systems and
  bio/nano processes for enterprise of the future

15
Conceptual Framework for CMS and DMI to
MergeIts Happened Before and Will Happen Again
16
Conceptual Planning for CMS and DMI to Merge

• Planning Teams Established
• Ken Chong(Interim Division Director, CMS)
• Warren DeVries (Division Director, DMI)
• Delcie Durham (Program Director, DMI)
• Joy Pauschke (Program Director, CMS)
• Betty Person (Administrative Manger, DMI)
• Stephanie White (Administrative Manger, CMS)
• Divisions met together on 5/9/05
• Planning team yet to meet together
• Eventually a combined strategic plan

17
CMS-DMI Planning within the ENG Concept

• Rationale
• Before and after plans on
• Staffing
• Budgets and program elements
• Space
• Moving from Concept to Decision
• ENG AD presents plan to HRM
• Reviewed by Budget and Financial Administration
• Reviewed by Union
• Approved by Deputy Director

18
Comparing Visions

• We envision CMS as the acknowledged leader in
  advancing the frontiers of civil and mechanical
  engineering research, innovation and learning, in
  partnership with the civil and mechanical
  engineering community, and in service to society
  and the Nation.

• DMI aspires to identify and invest in the talent
  and knowledge in design, manufacture, and
  services so advanced that, even in a globally
  competitive world, US enterprises are leaders
  through knowledge and innovation, by
• rapidly innovating and transforming knowledge,
  materials, and systems to new enterprises . . .
• upgrading and protecting . . . our present
  national stature and unsurpassed standard of
  living.
• assuring a diverse . . educated and imaginative,
  and agile workforce . . that thrives on change.

19
Comparing Missions

• The Mission of CMS is
• to expand the foundation of fundamental knowledge
  for the engineering profession in application to
  mechanical systems and the constructed
  environment,
• To support the transmittal of that knowledge to
  new generations, and
• to support the rapid development and deployment
  of research to reduce risks induced by natural
  and technological hazards.

• Enabling the Nations future through discovery,
  learning, and innovation by identifying and
  supporting
• Fundamental research that defines the frontiers
  . . , and interfaces . . , to create the
  enterprises of tomorrow and assure the future
  competitiveness and productivity of enterprises
  today.
• Integration of education and research that
  develops the diverse, adaptable and
  knowledge-enabled engineering workforce vital in
  assuring global competitiveness

20
Comparing Recommendations/Goals

• Leadership and communications in research and
  education for civil and mechanical engineering
  systems.
• Priorities for CMS research. Strengthen
  investigator-initiated research for high-impact
  discoveries
• Proposal loads and success rates.
• Assessment.

• lead the exploration of new frontiers . . . that
  engages the best minds to address issues of
  national need
• recognized as the division that enhances the
  productivity . . . through the use of discovery
  and innovation and . . . systems thinking.
• develop people, both in the community and in the
  division, . . . to be leaders in the profession
  and in the NSF organization.
• agile, responsive, and fiscally robust to achieve
  our other goals.

21
CMS DMI Interactions

• CMS and DMI were under one Division Director in
  the 80s.
• Many CMS grantees attend the annual DMI Grantees
  Conference.
• Close interactions and co-funding in
  manufacturing, design, mechanics, materials,
  multi-scale modeling, Nano SE,
• Joint initiatives, e.g. Life Cycle Engineering
  Sandia, Scalable Enterprise Systems,
  Transportation DOT
• Jointly participate in Program Director searches,
  joint reviews,

22
ENG Advisory Committee Input

• Overall reactions to ENG concepts for
  reorganization
• Input on internal aspects for CMS and DMI
• Input on external perceptions to CMS and DMI
  merging