Manufacturing Our Future Summit 1999: An Economic Summit
October 6, 2023
Hosted at the Worcester Centrum Centre
Sponsors: Massachusetts Electric Company
Worcester Telegram and Gazette
Worcester Business Development Corporation
BankBoston
Fleet Bank
Providence and Worcester Railroad
Sybil and Russell Fuller Foundation
Industry Cluster Report sponsored by Worcester Business Development
Corporation
Virtual Incubator Report sponsored by Massachusetts Electric, a NEES
Company
Technology Transfer Services sponsored by Massachusetts MEP
The following is a letter sent to Jack Healy, Director of the Manufacturing
Advancement Center, from Congressman James P. McGovern in support of
the Manufacturing Our Future Summit and the Manufacturing Advancement
Center.
Dear Jack:
I would like to thank the Manufacturing Advancement
Center for its hard work in organizing the Manufacturing Our Future
Economic Summit. I strongly support these efforts. The City of Worcester
was shaped by its manufacturing heritage. Through leadership provided
by groups like the Manufacturing Advancement Center, and collaboration
between government, business, academic, neighborhood and nonprofit
sectors, we can make sure that manufacturing remains a part of Worcester’s
future.
Events like the Manufacturing Our Future summit
are important because they create synapses, facilitate communication,
and promote industry cluster growth. Communication leads to consensus
building and ultimately economic growth. Cities with active and vocal
economic development communities will always prosper.
I would like to commend the Manufacturing Advancement
Center for focusing attention on the issue of cleaning up contaminated
and abandoned industrial "brownfield" sites. Worcester’s
landscape bears not only the hallmark of our industrial triumphs,
but also the sins of our past. There are over 200 brownfield sites
in Worcester. While other communities are running out of industrial
space, Worcester has much of its industrial land tied up in brownfields.
In the last few months, Senator Kennedy, Senator
Kerry and I have been working with the City on an initiative to revitalize
the South Worcester area. The Main South Revitalization Initiative
is a comprehensive multi-million dollar neighborhood revitalization
project targeting a severely blighted part of the City. The Initiative
is divided into two parts: 1) The Gardner-Kilby-Hammond (GKH) Street
project; and the South Worcester Industrial Park project. Key components
of the Initiative include:
Gardner-Kilby-Hammond Street
reclamation and remediation of severely
blighted 30 acre parcel
The renovation and construction 100 units
of affordable housing
A $5 million state-of-the-art Boys &
Girls Club
An outdoor recreational complex and athletic
facility that will be constructed and maintained by Clark University
A Center for Neighborhood Revitalization
built and operated by Main South CDC
South Worcester Industrial Park
The reclamation and remediation of a 25
acre contaminated industrial park and freight railhead
The creation of 1700 new jobs, many of
which will be taken by residents in the immediate area
A neighborhood workforce development institute
a manufacturing & business incubator
I believe that the Main South Revitalization
Initiative could serve as a model of government, educational, industrial
and community communication and collaboration. In the last few months,
I have attended several meetings with the City, Clark University,
Main South CDC, the Boys & Girls Clubs, Chamber of Commerce representatives
and neighborhood residents to discuss this project. Senator Kennedy,
Senator Kerry and I have been working with the City to obtain federal
financing for this project. Further, I am attempting to facilitate
communication between the City and the federal government by setting
up a meeting for the City and neighborhood leaders to brief White
House Office of Cabinet
Affairs about this project.
My experience with the Main South Revitalization
Initiative is showing me that communication and consensus building
are vital to the economic development process. Project cannot move
forward without the political will to move them
forward.
Once again, thank you for all your hard work
on behalf of Worcester’s manufacturing community. I am sure this year’s
Manufacturing Our Future Summit will be a success. Keep up the good
work.
James P. McGovern
Member of Congress
The following is the Training Report as seen in the Manufacturing Our
Future Summit 1999 Outcomes Book.
In September of 1997, the Massachusetts Manufacturing Partnership
of Central Massachusetts, currently the Manufacturing Advancement Center
(MAC), in conjunction with Worcester Polytechnic Institute (WPI) and
Congressman James McGovern, convened in Worcester an economic summit
– the goal of which was to lay out a blueprint for regional economic
success based on establishing goals to stimulate the manufacturing industries.
For four months prior to the event, representatives from local manufacturing
companies, private, public and civic organizations all met in focus
groups to discuss those areas critical to manufacturing success. Each
of 5 groups produced white papers which were distributed at the summit.
One of the most important of these groups was the Workforce Education
Training group led by Dr. Stephen Willand of the Central Massachusetts
Regional Employment Board and John Schafer, Plant Manager of Kennedy
Die Casting, Inc. of Worcester. Needs around adult basic education of
the incumbent workforce were clearly identified.
Some concerns which were brought forward by the focus group included:
"A tightening labor market; the number of underemployed or
unemployable is increasing."
"As technology becomes more footloose and instantaneously available
worldwide, the skills of employees become the employer’s competitive
edge."
"Four in ten Massachusetts employers are contemplating or are
now implementing major company changes and virtually all of these
companies express at least some concern about the ability of their
workforce to adjust to these changes. Eight percent of these companies
note that they had cancelled or postpones expansion or product changes,
or had moved work out of state because of inadequacies in the Massachusetts
workforce."
"Reading, writing and math deficiencies have been the first
to surface in the workplace; but, increasingly, skills such as listening,
negotiation and knowing how to learn are being seen as essentials."
. "Half of all new area residents between 1980 – 1990 were
of minority races or ethnicity. Many of these residents are originally
from foreign countries."
Over the next few months a program was put together to address those
concerns and in December the Manufacturing Academy and the Basic Skills
Program was implemented. This series of courses were the fundamental
skills needed by any person working in a manufacturing environment,
as identified by the local manufacturing community.
In February 1998 the Manufacturing Advancement Center adopted The National
Coalition for Advanced Manufacturing (NACFAM) National Skill Standards
for Advanced High Performance Manufacturing. Between 1993 and 1997,
the U. S. Department of Education commissioned The National Coalition
For Advanced Manufacturing to determine and validate occupational skill
standards for workers in advanced high-performance manufacturing. This
project is part of a joint effort between the Departments of Education
and Labor to establish voluntary national occupational skill standards
in concert with School to Work and Goals 2000. These skill standards
cover the following topics:
Communication and Teamwork Manufacturing Fundamentals B
Math and Measurement Business Planning and Operation
Workplace Safety and Health Computer Use
Problem Solving Process Control and Improvement
Quality Assurance Workforce Issues
Blueprint Reading Workforce Skills
Learning Skills
The NACFAM Skill Standards validated the input for local manufacturers,
and the MAC knew we had addressed the proper major topic with these
courses.
In today’s manufacturing environment, as it was in 1997, a well-trained
workforce is not only essential, but also critical to the continued
success of an organization. There are numerous training providers from
the public and private sectors that can deliver off-the-shelf packages
that cover a multitude of topics ranging from basic math to technical
skills. However, for many small to medium manufacturers this type of
investment can be costly and may not focus on the specific detail subject
matter that they find lacking in their individual workforces.
The Manufacturing Advancement Center offers customized training of
the basic skills requirements for manufacturing at an affordable cost.
The MAC has tailored courses for local manufacturers that identify and
amplify those skills deficient within their respective incumbent employees
population. In fact, we are currently in a program that started in July
and will continue through March of 2000 with PMI in Hopedale, MA that
covers the complete range of these skills. Twice a week for two hours
they attend courses that include:
Introduction to Manufacturing: Deals with how manufacturing
businesses work, what makes a successful business, and how businesses
stay successful.
Manufacturing Terminology: Presents key words used in manufacturing,
including the latest jargon. Explanation of the tactical departments
in manufacturing and their roles.
Vestibule Skills: Discussions in proper dress, personal hygiene,
interviewing skills, attitude, initiative, punctuality, and accountability.
Communication Skills: Course includes reading, writing, presentation
skills, listening skills, as they relate to manufacturing.
Shop Math: Reviews basic math functions, as well as higher
level mathematics concepts required in the survival in the workplace.
Teaming Concepts: Provides an insight into working as a team
member, including an overview of group problem solving methodology.
Problem Solving: Course will provide an introduction to several
tools and techniques to aid in practical problem solving.
Measurement and Quality: Explores the use of various inspection
tools, equipment and fixtures, and provides an introduction to Statistical
Process Control and ISO 9000.
Manufacturing Documentation: Course explains the who, where,
what, why, and when of the paperwork requirements in manufacturing.
Basic Shop Drawing: Deals with the basic dimensions and tolerances,
drafting concepts and blueprint reading.
Plant Safety and Industrial Hygiene: A preliminary review
of safety and industrial hygiene issues that the employee will be
exposed to in a manufacturing environment.
Computer: Hands-on demonstration of the use of computers in
manufacturing, including individual course in Microsoft Office components.
Each course, prior to being given, is reviewed for course composition
and modified to the customers’ requirements. We present the complete
course content to the company for their input as to how they would like
it revised to address their needs and to accommodate their particular
product line, internal systems, and business structure. At this point
they may either introduce new or related topics within the major subject
areas, modify the emphasis in certain topic areas, or leave the presentation
intact.
Each major topic area, depending on the client, can be as brief as
two hours, as in the case of Manufacturing Terminology, or as long as
twenty-four hours, such as Communications Skills. The cost is $65 per
lecture hour plus an additional $10 per lecture hour for supplementary
course development, if required. So a two hour course, modified to fit
a particular customer would cost $150 to present. If minimal or no modifications
are required then the cost would be $130. Travel and accommodations
are not included in this price.
Class sizes should be no more than 15 – 20 with a minimum of 5.
The actual time the presentations take place are dependent on the customer’s
needs.
We can also create courses on your subject content. The MAC will develop
curriculums to fit your individual needs. Along with strong affiliations
with such institutions and organizations as Quinsigamond Community College
and A. I. M., Associated Industries of Massachusetts, the MAC can offer
a wide variety of technical and higher level courses. This allows the
Manufacturing Advancement Center to be a full service organization for
all of your training needs. Bring us your training requirements from
ESL to Basic Skills to Management Courses to Certification Programs,
and we will find the appropriate provider for you.
Any or all of these programs plus more can be available to you by contacting:
Tel: (508) 831-7020
Fax: (508) 831-7215
The following is the Industry Cluster Report as seen in the Manufacturing
Our Future Summit 1999 Outcomes Book.
Background………..
The Manufacturing Advancement Center (MAC) is a private, not-for-profit,
501 (c) 3 corporation founded to increase the competitiveness of local
small manufacturers. The MAC provides three basic services to manufacturers;
(1) The administration and operation of industry clusters; (2) The design,
development, and implementation of workforce training programs and;
(3) The incubation and nurturing early start up enterprises.
There are 1200 manufacturers in Central Massachusetts, representing
24% of the area’s private industry payroll. Central Massachusetts is
part of the Boston-Brockton-Worcester Metropolitan Service Area, which
is this nation’s 3 rd largest manufacturing labor pool – larger
than even Detroit. When economic multiplier factors are taken into account,
fully 50% of the region’s payroll is dependent on the success of its
manufacturing sector. Currently, many of these companies are still experiencing
layoffs despite a positive economic climate in other sectors of the
economy and other regions of the state. Unemployment in this area’s
manufacturers runs a full third higher than the state average.
Manufacturers in Central Massachusetts are small, they do business
in an environment that is naturally high-cost and they are experiencing
continual erosion of their market base from outside competition. The
goal of the Manufacturing Advancement Center’s cluster development services
is to help these manufacturers become more competitive by providing
access to the certain economic advantages associated with the benefits
of collaboration which heretofore have been only available to much larger
companies. The role of the MAC is to help local companies by facilitating
relationships and linking groups of firms to avail themselves of services.
An industry cluster is a system of market and non-market links between
geographically concentrated companies and institutions. The links enable
cooperation among suppliers and competitors on business processes, purchases,
investments, strategies and technical research. Large companies can
act as mentors; offering smaller companies their global marketing expertise
and brand recognition. Participating companies are also finding that
supply chain innovations that occur in clusters would probably not develop
among companies cooperating over greater distances. For example, networking
occurs during meetings of the cluster. The networking has led to a spirit
of cooperation among competitors where one competitor often gives work
to another that more closely can meet the specific needs of the customer.
Networking has also led to the sharing of business practices such as
lean manufacturing techniques. Industrial clustering in Central Massachusetts
is a growing trend, which has benefited many small manufacturers. The
region’s great concentration of complimentary and competitor firms has
led to an unprecedented level of cooperation where all have come out
winners.
The Clusters…….
The purpose of the MAC Industry Cluster program is three-fold:
To bring people together to solve mutual problems
To provide knowledge of resources within the community and in other
companies and to allow the formation of mentoring relationships
To organize a collective voice for the manufacturing community
The MAC is currently working with three clusters and developing more.
The three are the Central Massachusetts Environmental and Business Cluster,
the Massachusetts Digital Printing Initiative and the Manufacturing
Technologies Collaborative. These clusters consist of 77 companies and
15, 333 employees. Each cluster is unique in its purpose and function
as a group, which is determined by the companies and organizations,
involved in the cluster. The underlying theme for each group is to provide
a forum for collective for collaboration and improving the companies’
competitive edge in their industry.
Massachusetts Environmental Compliance Network. The Central
Massachusetts Environmental and Business Cluster’s mission is to share
information between companies and expand knowledge about environmental
health and safety issues; provide a confidential and safe forum that
is non-partisan and neutral for its members; regulators (DEP and EPA
for example) can attend by invitation only; and the group provide links
to local resources. There are 25 companies actively involved in this
network.
Massachusetts Digital Printing Initiative. The Massachusetts
Digital Printing Initiative is an organization of printers and educators,
whose purpose is to assist the printing industry in Massachusetts with
transition to digital technology. The initiative is dedicated to making
the printing industry strong and economically viable through improving
the curriculum in the area schools. By working with the Worcester Public
School system, the printing initiative has placed students directly
into printing companies for job experience and teachers for job shadowing.
There are eight schools who have partnered with 11 printers.
Manufacturing Technologies Collaborative. The Manufacturing
Technology Collaborative is a group of companies who are interested
in maintaining a competitive edge in their respective industries by
adopting the latest technologies aimed at new product and new process
development. They are industry led and unique in that they draw or pull
upon readily available university and national laboratory technology
that is required by its members. This is referred to as Technology Pull.
The program is targeted at small and medium-sized manufacturers located
in Central Massachusetts. The cluster focuses on bringing relevant and
current technology to small manufacturers who typically are unaware
of these developments.
Features of the cluster include:
Monthly advanced technology seminars where companies with cutting-edge
technology can demonstrate their products.
Quarterly meetings with technical presentations of interest to
members.
A bi-monthly newsletter for member companies with cutting-edge
technical information and off-schedule editions of special interest.
Dissemination of important papers and publications.
Internal networking opportunities .
Opportunities for technology transfer and technology licensing from
the national labs.
Opportunities for reduced rate technical assistance and access
to national lab resources.
Access to student, faculty and staff projects at local technical
universities.
In order to keep interest high among member companies and to insure
the relevancy of technical programs, the overall technology collaborative
will be subdivided into interest-and industry-based clusters. This grouping
of technology requirements by industry sector or SIC code is also a
novel approach not often found in traditional technology transfer programs.
In addition to these 3 formal clusters, the MAC is also involved with
the operation of several additional company clusters: The Machining
Alliance of America, Inc., and the Coalition for Venture Support.
Machining Alliance of America, Inc. The Machining Alliance of
America (MAA) is a one-of-a-kind collaborative of small machine shops
in the Greater Springfield area brought together by the MAC and Supplier-Based
Manufacturing, Inc. (SBM). The MAA has become a viable option to large
inflexible machine shops, by helping to minimize internal costs, while
providing the highest quality parts, on-time and at competitive prices.
Through the use of the impressive combined resources of the member complimentary
companies, and a commitment to total customer satisfaction, the MAA
can afford its customers large-company service at a small company cost.
At the same time, the annual sales volumes of all member companies continue
to grow.
Improvements for the companies to date are:
All members now have quality systems, whereas prior to the alliance
only two companies did.
All companies use supplier based manufacturing as the shared resource
for market and sales.
All companies use FRC as a shared resource for shop floor methods
improvements
Alliances’ existing accounts between members alone increased sales
by $400,000.
As of January 1, 1999, Frank Julian kicked off a complete marketing
program. Sales have increased another $250, 000, but more importantly,
the MAA is now doing work directly for the prime customer versus sub-out
work from other contractors pending quotes.
The MAA has taken an infrastructure that is in an underutilized
area of Massachusetts and put the infrastructure back into play.
Coalition for Venture Support. The mission of the Coalition
for Venture Support is to take full advantage of all the assets and
support services Worcester has to offer to bring about new business
formation and ensure the success of existing businesses and to make
sure these services are well known and work in collaboration with one
another.
The coalition provides a forum through which its members can work to:
Reveal and take advantage of opportunities for collaboration in
programs and program marketing.
Publicize the broad array of support services for new ventures
and small business.
Define what more is needed to make the Worcester area a national
leader in facilitating new business development.
The Companies…….
Central Massachusetts Business and Environmental Cluster
Allegro Microsystems
Madison Cable Corp.
Alpha-Beta Technology
Massachusetts Electric
Archer Rubber
Morgan Construction Company
Central Coatings Inc.
New Method Plating
Classic Envelope
Norton Company
Creative Paper, Inc.
O. S. Walker Company
Flexcon
Presmet Corp.
Hi-Tech Gold Plating
Quaboag Corp.
Independent Plating
Reed-Rico
J. Kittredge and Sons
Reliable Plating
Kennedy Die Castings
Saeilo Manufacturing
KomTeK
Wyman Gordon
L&J of New England
Massachusetts Digital Printing Initiative
Curry Printing and Copy Center
Mercantile Printing Co.
PIP Printing
Woodbury & Company
Damar Printing and Copy Center
American Printing & Envelope
Marie’s Direct Mail
MacDonnel Printers of Mass.
Van/Go Graphics
Saltus Press
LaVigne Press
Manufacturing Technologies Collaborative
Adriance Furniture
Lapoint Hudson
Advanced Electronic Controls
Master Industries, Inc.
Apex Engineering, Inc.
Native Impressions Sign
Architectural Timber
Norton & Williams Develoment Co.
Brookfield Tool & Die
Powell Flute
Cawley Machine & Tool
OmegaFlex, Inc.
Charles H. Baldwin & Sons
Ralphco
Crown Vantage-Adams Mills
Rector Press, Ltd.
Esleeck Manufacturing Co.
Roxam DSI
Excalibur Glassworks
Saeilo
Franklin Tool Co. Inc.
Simonds, Inc.
G& F Industries
Sonoco Products
Hallowell EMC
Springfield Stamp & Die
International Laser Systems
Starbase Technology
International Beam Welding Corp.
Titeflex
Incom
Tell Tool, Inc.
Kennedy Die Castings, Inc.
Temp-Pro, Inc.
LTM, Lutco Bearing
Texon, USA The Hanson Group, Ltd.
Machining Alliance of America, Inc.
A&D Tool Company
Knight Machine & Tool Company
B&R Machine Inc.
Lombardo Tool & Machine, Inc.
Boulevard Machine & Gear Inc.
Ludlow Cutter Grinding
Center Machine Inc.
Paragon Manufacturing, Inc.
CMG Precision
Shields Machine & Tool Company
Commercial Machine
SBM, Inc.
The Future…….
In a cluster, large corporations can offer smaller companies their
global marketing and distribution expertise and brand recognition. In
return, large corporations can learn and emulate some of the biggest
advances that are coming from small entrepreneurs. In order for the
community". By community, it is meant as companies, which are part
of an extended business family that pools the resources and benefits
of their shared location.
Companies are also finding that supply chain innovations that occur
in clusters would probably not develop among companies cooperating over
greater distances. For example, networking occurs during meetings of
the cluster. The networking has led to a spirit of cooperation among
competitors where one competitor often gives work to another that more
closely can meet the specific needs of the customer. Networking has
also led to sharing of business practices.
Industrial clusters are a growing trend, which has benefited many SMEs.
The close proximity to a large OEM and the concentration of complimentary
and competitor firms has led to an unprecedented of cooperation where
all have come out winners. Clusters have not gone unnoticed among foreign
firms and many are looking at clusters when concerning their relocation
strategies.
The MAC has developed three unique clusters in Central Massachusetts
and is working towards the development of additional clusters in Central
and Western Massachusetts over the next year. The networks will work
with industry clusters to make them more competitive and economically
viable in this technologic age.
To discuss the information outlined in this report, please contact:
Katherine Mahoney Operations Manager
MAC 60 Prescott Street
Worcester, MA 01605 Phone: 508-831-7020
Fax: 508-831-7215 E-mail: [email protected]
The following is the Virtual Incubator Report as seen in the Manufacturing
Our Future Summit 1999 Outcomes Book.
The Manufacturing Advancement
Center’s Virtual Incubator®
What is the Virtual Incubator?
Typical business incubators offer start-up companies cheap space, shared
office machinery and administrative assistance, hardly enough to ensure
a successful endeavor. The Manufacturing Advancement Center’s Virtual
Incubator is different – space is not the primary service offered.
Start-up companies come with a product idea and some capital, the Virtual
Incubator does the rest. At the Virtual Incubator, the resources of
the Central Massachusetts Machining Alliance (CMMA), the Machining Alliance
of America (MAA), Oak Ridge National Labs (ORNL), and the Massachusetts
Manufacturing Extension Partnership (MMEP) are brought together to help
a company takes its product or idea from preliminary design through
process planning, final design and into production. The idea behind
the Virtual Incubator is to partner the knowledge and resources of local
manufacturers and manufacturing assistance groups with start up companies
in order to shorten the time it takes them to get their product idea
into production. This avoids all of the non-productive efforts new start-ups
must deal with in attempting to put a company in place prior to having
a business. In this way everyone concentrates on their core competencies,
doing what they do best. New companies incur less overhead and have
people with a greater skill set at lower cost allowing them to grow
faster and enjoy a greater chance of business success. Conversely, existing
companies become part of the new company’s supply chain and subsequently
improve sales. Employment increases and the local economy benefits.
What services did the MAC’s Virtual Incubator offer?
The box outlined in dotted lines in the graphic below describes the
stages in the product development process for which the MAC’s Virtual
Incubator offers assistance to companies.
The specific kinds of services which the MAC’s Virtual Incubator offers
are listed below:
Production/ Manufacturing Services
On-site contract assembly
Complete manufacturing services
Lean Manufacturing and Workforce Training
Technology Pull services
Final Design & Process Planning Services
Produce detailed drawings & specifications
Create workable instructions for manufacture
Select tooling & equipment
Prepare job descriptions
Determine operation & assembly order
Program automated machines
Design for Manufacture Services
Design a product for easy & economical production
Consider manufacturablity early in the design phase
CAD/ CAM – Design & Manufacturing – automatically
converts CAD data into processing instructions for computer controlled
equipment
Measurement of Design Quality
Companies in the MAC’s Virtual Incubator Companies currently operating
in the MAC’s Virtual Incubator are described below:
Advanced Technology Products
Principles of ATP created a new high speed, direct-drive starter generator
for aircraft and hybrid automobiles. Lighter, stronger, more efficient
and more reliable than existing power systems, this is a commercially
available advanced technology and is starting to have an impact in aircraft
auxiliary power units, aircraft support equipment, high-speed compressor
drives, large hybrid electric vehicles and other markets. The company
has its corporate offices at the Manufacturing Advancement Center and
has utlilized a number of design and business services offered by the
Virtual Incubator.
Materials Innovation, Inc.
This company has developed a unique patented process that applies insulating
inorganic coatings to pure iron particles. Precise control of coating
thickness yields soft magnetic materials with predictable, low core
losses. These materials make it possible to design electromagnetic devices
with highly desirable properties such as fast response actuators and
solenoids. This company has a field sales office at the Manufacturing
Advancement Center and has used the resources of the Virtual Incubator
to access technical assistance from experts at the Oak Ridge National
Labs and to solve some problems associated with attracting an experienced
workforce and dealing with issues surrounding ISO 9000 registration.
Insight Neuro-imaging Systems, Inc.
This company is involved in the design and eventual manufacture of
equipment and techniques, which will significantly expand the uses,
and effectiveness of neuro-imaging technology. Their product involves
a small animal restraint and sensor unit, which can be used within a
Magnetic Resonance Imaging (MRI) machine. The important feature of this
unique device is that the animal can be held in the machine without
anesthesia, thus allowing for the collection of much more valuable information
on the action of certain drugs and compounds on the animal’s awake brain
functions than was previously able to be extracted from tests on anesthetized
animals. The design of the device also allows for tests which are significantly
more sensitive and of higher resolution to be undertaken. The company
has its corporate offices at the Manufacturing Advancement Center. As
INS prepares to begin manufacturing production devices, the Virtual
Incubator is helping out by providing assistance with manufacturing
and design for manufacturability services offered by the MMEP and the
Machining Alliance of America.
The Manufacturing Advancement
Center’s Virtual Incubator® 