Innovation and Technology

Stephanie Thompson may not have always intended to go into manufacturing, but she’s very glad she did.

The path taken: “You don’t necessarily plan your journey, but sometimes you can look back and see how those paths presented themselves,” and you’re thankful they did, said the engineering manager at General Motors’ facility just outside St. Catharines, Ontario, Canada.

• “My career in manufacturing started in internships in university. I worked for a food manufacturer, for a company that made above-ground swimming pools … It was a great chance to try out different businesses, and I [realized that I] love the buzz and excitement that manufacturing has.”

Award nominee: Thompson is a 2024 Honoree of the Women MAKE Awards, honors given annually to 130 women making a difference in manufacturing by the Manufacturing Institute, the NAM’s 501(c)3 workforce development and education affiliate.

• Thompson—who started working for GM full time right after university and has held multiple positions in her 23 years there—was the first woman to become an engineering manager in her time at her site.

• Women MAKE Award winners will be celebrated April 18 at the 2024 Women MAKE Awards Gala in Washington, D.C.

Always improving: An Ottawa native and graduate of the University of Waterloo, Thompson sums up her very complex job as “a manufacturing assembly specialist [who] makes sure people can do their jobs safely—and do it over and over again.”

• She oversees the assembly of whole powertrain lines. For one particular engine, “I was there for the first one made, and I was here for the last—we made over 5 million,” she said of a recently retired line.
• “We are always looking to make improvements, to make things more cost effective, to make things simpler,” she said. “The problem-solver part of me really enjoys making those incremental differences every day. [In manufacturing,] you get that sense of satisfaction from making stuff and ultimately giving a customer what they want.”

Women in STEM: Thompson, who has been recognized several times in her native Can

ada for her commitment to women’s education in science, technology, engineering and math, somehow found the time a few years ago to launch STEMbySteph.com, a STEM-focused website that includes a workshop series for women in the fields.

• She is also a mentor for FIRST Canada, which aims to interest kids in science and technology, and a regular speaker on related topics.
• “There are so many great women coming up through the ranks” in manufacturing today, she told us. “I want them to know there isn’t a limit to what they can do. I want to put myself out there as a technical role model, so women who apply [for manufacturing and STEM jobs] see themselves on the interview panel. They should know there’s a space for them in manufacturing.”

Work in progress: And while she’s had “nothing but great experiences with the men in manufacturing,” Thompson said the industry as a whole could benefit from “having some conversations” to make sure women feel welcome.

• “I don’t think it’s malicious,” she said, of the relatively low number of women in manufacturing (they make up about 30% of the
  manufacturing workforce). “But one of the things you have to do as a leader is create intentionality and create environments where conflict is positive, where you can all create ideas to [fix] the problem and where individuals feel safe being themselves.”

The Manufacturing Leadership Council, the NAM’s digital transformation division, has announced the 2024 Manufacturing Leadership Awards finalists.

About the awards: Now in their 20th season, the Manufacturing Leadership Awards

honor the most outstanding manufacturing companies and their leaders for groundbreaking use of advanced manufacturing technology.

• This year’s program features nine project categories, including Artificial Intelligence and Machine Learning, Digital Supply Chains and Sustainability and the Circular Economy.
• It also includes two categories for individuals: Digital Transformation Leadership for executive-level manufacturing leaders and Next-Generation Leadership for up-and-coming leaders age 30 and under.

How we decide: Nominations are judged by an outside panel of digital manufacturing experts with deep industry knowledge and experience.

• For project entries, judges assess an initiative’s effect on improving manufacturing processes, furthering business goals and advancing company strategy, as well as how much digital technology the project used.
• For individual nominations, judges look at each person’s impact both inside and outside their organization, and whether they meet the criteria as a role model for other manufacturing leaders.

Celebration and ceremony: Winners for both of these categories will be announced at the Manufacturing Leadership Awards Gala on June 5 at the JW Marriott Marco Island Beach Resort.

• Award finalists will also be recognized, as will winners of the Manufacturing in 2030 Award, the Manufacturing Leader of the Year, the Small/Medium Enterprise Manufacturer of the Year and the Large Enterprise Manufacturer of the Year.
• The gala caps off Rethink, the industry’s leading event for accelerating digital transformation. (Rethink also takes place in Marco Island, June 2–5.) 

The last word: “More than ever, manufacturers are finding that digital technology investment is good for business as they achieve new levels of performance in efficiency, productivity and innovation,” said MLC Founder, Vice President and Executive Director David R. Brousell.

• “The finalists we are recognizing for this year’s awards have demonstrated not just the business benefit of Manufacturing 4.0 technology, but also a fresh and imaginative approach to applying it in a transformative way.”

If the Honda Automotive Labs of Ohio facility is a marvel of technology and design, it is also a $124 million testament to the role of cutting-edge engineering in automobile manufacturing.

• “When I started 30 years ago, few really cared about aerodynamics,” said Honda Development & Manufacturing of America Full-Scale Wind Tunnel Lead Mike Unger with a wink. “Now everybody wants to talk to me.”

New interest: Though wind tunnel testing dates back many years, the increasing emphasis in recent years on greater fuel efficiency has brought a new wave of interest in the field.

• Honda owns three full-sized wind tunnels near its global headquarters, as well as several smaller test facilities around the world for examining scale models.
• But in 2015, Honda—which for decades had been sending its U.S.-based people, cars and tools all over the world for wind tunnel testing or else booking time at third party-owned facilities in America—began mulling constructing a North American wind tunnel, too.

Behold, HALO: The result was HALO, unveiled in 2022 in a 110,000-square-foot facility in East Liberty, Ohio.

• To make it, the company had gathered its “wind tunnel road warriors”—Honda team members who boasted decades of combined experience in the world’s most advanced research facilities—and asked them how they’d do it better.
• Among their top requests was the need for better, faster communications with the designers and builders of the cars they were testing. To facilitate this, HALO was strategically located just across from a Honda development center and a mere 10-minute drive from two manufacturing plants (including the Marysville, Ohio, facility where Honda has been building automobiles since 1982).

Wind-tested, Honda approved: Every new Honda passenger vehicle model undergoes extensive aerodynamic and acoustic testing during its design phase, and further changes are often made during the manufacturing process. Race cars, meanwhile, are tested primarily with an eye to managing the downforce caused by passing air.

The new digs: Now, instead of hashing out design challenges across oceans, everyone sits side-by-side in the same control room.

The state-of-the-art site also boasts a fully outfitted machine shop, custom loading bays and a car wash (the last a recommendation of Honda engineers who had more than once found themselves outside a wind tunnel with a dusty test car and a bucket of soapy water).

• “Absolutely everything was designed with intention,” said HALO Business Strategy Lead Chris Combs.

The details: The tunnel itself is an elaborately engineered circuit. It comprises a settling chamber, a heat exchanger the size of a movie screen and a safety grill to catch any debris that might come loose and threaten HALO’s pulmonary system: a colossal, 6,700-horsepower fan with 12 hollow carbon fiber blades that are 26 feet long each.

• Turning at 250 rotations per minute, the fan drives air through the tunnel and into an anechoic chamber.
• On a recent day, that chamber held both a race car (for downforce testing) and an SUV from the plant across the field (for acoustic work).

Saving time: At most wind tunnels, switching from aerodynamic work to acoustic testing takes nearly two hours. At the HALO wind tunnel, however, technicians swapped the Indy car for the SUV and reconfigured the test chamber in about 20 minutes.

• When it designed the facility, Honda focused on “simple things like that—things that really promote efficiency,” said HALO Operations Manager Jimmy Przeklasa.

Quiet and furry: HALO’s test chamber is lined with acoustic tiles and “teddy bear fur,” a soft, sound-absorbing material.

• Even with the wind blowing, the room is so quiet that technicians working inside must don harnesses to prevent them from stepping into a gale they can neither see nor hear.
• A software system translates the wind noises into visuals, similar to the way a weather radar displays a moving storm.

Complex but simple: Technologically and visually dazzling, the HALO wind tunnel can seem like a futuristic fever dream: color-coded maps of the whistling wind, a two-story fan more finely tuned than a jet engine and a scale capable of sensing a breeze.

• In fact, from its inception, the goal of creating the HALO wind tunnel was simple: make cutting-edge aerodynamic and acoustic research as easy, intuitive and cost-effective as possible. And Honda’s done it.

The last word: “This is the latest and the greatest,” Unger said. “This place is unmatched.”

If the Honda Automotive Labs of Ohio facility is a marvel of technology and design, it is also a $124 million testament to the role of cutting-edge engineering in automobile manufacturing.

• “When I started 30 years ago, few really cared about aerodynamics,” said Honda Development & Manufacturing of America Full-Scale Wind Tunnel Lead Mike Unger with a wink. “Now everybody wants to talk to me.”

New interest: Though wind tunnel testing dates back many years, the increasing emphasis in recent years on greater fuel efficiency has brought a new wave of interest in the field.

• Honda owns three full-sized wind tunnels near its global headquarters, as well as several smaller test facilities around the world for examining scale models.
• But in 2015, Honda—which for decades had been sending its U.S.-based people, cars and tools all over the world for wind-tunnel testing or else booking time at third party-owned facilities in America—began mulling constructing a North American wind tunnel, too.

Behold, HALO: The result was HALO, unveiled in 2022 in a 110,000-square-foot facility in East Liberty, Ohio.

• To make it, the company had gathered its “wind tunnel road warriors”—Honda team members who boasted decades of combined experience in the world’s most advanced research facilities—and asked them how they’d do it better.
• Among their top requests was the need for better, faster communications with the designers and builders of the cars they were testing. To facilitate this, HALO was strategically located just across from a Honda development center and a mere 10-minute drive from two manufacturing plants (including the Marysville, Ohio, facility where Honda has been building automobiles since 1982).

Wind-tested, Honda approved: Every new Honda passenger vehicle model undergoes extensive aerodynamic and acoustic testing during its design phase, and further changes are often made during the manufacturing process. Race cars, meanwhile, are tested primarily with an eye to managing the downforce caused by passing air.

The new digs: Now, instead of hashing out design challenges across oceans, everyone sits side-by-side in the same control room.

The state-of-the-art site also boasts a fully outfitted machine shop, custom loading bays and a car wash (the last a recommendation of Honda engineers who had more than once found themselves outside a wind tunnel with a dusty test car and a bucket of soapy water).

• “Absolutely everything was designed with intention,” said HALO Business Strategy Lead Chris Combs.

The details: The tunnel itself is an elaborately engineered circuit. It comprises a settling chamber, a heat exchanger the size of a movie screen and a safety grill to catch any debris that might come loose and threaten HALO’s pulmonary system: a colossal, 6,700-horsepower fan with 12 hollow carbon fiber blades that are 26 feet long each.

• Turning at 250 rotations per minute, the fan drives air through the tunnel and into an anechoic chamber.
• On a recent day, that chamber held both a race car (for downforce testing) and an SUV from the plant across the field (for acoustic work).

Saving time: At most wind tunnels, switching from aerodynamic work to acoustic testing takes nearly two hours. At the HALO wind tunnel, however, technicians swapped the Indy car for the SUV and reconfigured the test chamber in about 20 minutes.

• When it designed the facility, Honda focused on “simple things like that—things that really promote efficiency,” said HALO Operations Manager Jimmy Przeklasa.

Quiet and furry: HALO’s test chamber is lined with acoustic tiles and “teddy bear fur,” a soft, sound-absorbing material.

• Even with the wind blowing, the room is so quiet that technicians working inside must don harnesses to prevent them from stepping into a gale they can neither see nor hear.
• A software system translates the wind noises into visuals, similar to the way a weather radar displays a moving storm.

Complex but simple: Technologically and visually dazzling, the HALO wind tunnel can seem like a futuristic fever dream: color-coded maps of the whistling wind, a two-story fan more finely tuned than a jet engine and a scale capable of sensing a breeze.

• In fact, from its inception, the goal of creating the HALO wind tunnel was simple: make cutting-edge aerodynamic and acoustic research as easy, intuitive and cost-effective as possible. And Honda’s done it.

The last word: “This is the latest and the greatest,” Unger said. “This place is unmatched.”

Oshkosh Corp. manufactures a wide array of purpose-built vehicles and equipment, but at its heart, it’s an industrial technology company focused on engineering, President and CEO John Pfeifer told the NAM recently.

“If you look at us up close, we’re really an engineering company,” Pfeifer said. “If you look at a fire truck up close, you’d be amazed at the amount of design engineering [that goes into] to this machine.”

A fire truck boom: Fire trucks are indeed a big part of business at the 107-year-old company, headquartered in its namesake Oshkosh, Wisconsin. In fact, there’s such a demand for the vehicles—which Oshkosh offers in more than 300 different shades of red—from municipalities throughout the U.S., the firm has a two-and-a-half-year backlog.

• The major reason: rising home values. Counties and towns get their revenue from property tax receipts. When those are strong, as they have been in recent years, the governments can afford to upgrade their fleets—which they’re now doing in earnest, Pfeifer said.

Innovation = safety + productivity: They’re going to Oshkosh for the very reason Pfeifer considers the company first and foremost an engineering outfit. In addition to fire and other municipal and vocational trucks, the company manufactures defense, construction and aviation ground support equipment.

• “We’re able to accelerate innovation because of our technical capabilities as a company,” he explained. “We’re able to electrify things that are not supposed to be electrical—like a 40,000-pound municipal fire truck.”
• Worldwide, Oshkosh employs a team of between 1,600 and 1,700 engineers just for design work, according to Pfeifer.
• In any product it makes, Oshkosh’s primary concern is improving the safety and productivity of “the everyday heroes who do the hardest work. Military, firefighters, mail carriers—those are the people who use our products, and that’s why innovation matters. Our products allow them to be more productive and a lot safer.”

Legislation-supported growth: But it’s not just those vehicles that are seeing exploding demand from customers.

• Historic federal investments, such as those in the CHIPS and Science Act and the Bipartisan Infrastructure Law and the Inflation Reduction Act, “have spawned huge infrastructure projects,” Pfeifer added. “So it doesn’t matter what you’re producing; you can’t produce it without our equipment.”
• Last year, contractors in North America kicked off approximately $350 billion worth of projects, with electric vehicle and semiconductor facilities and data centers all acting as drivers of that growth.

Speaking of EVs: Oshkosh has a lot to boast about in the EV space.

• It was recently chosen by the U.S. Postal Service to design the agency’s Next Generation Delivery Vehicle, a mail van “customized specifically for the needs of mail carriers,” according to the Oshkosh website. The vehicle’s propulsion platform can accommodate both traditional internal-combustion and battery-electric engines.
• And in addition to having developed a lithium-ion battery-powered refuse and recycling vehicle, Oshkosh also manufactured the first electric fire truck in service in North America. It’s the Pierce^® Volterra™ Pumper, and the Madison Fire Department’s fleet in Madison, Wisconsin, has a purchase order agreement for it following a highly successful 18-month placement of one of the Pumpers. 

Coming up: What’s next for Oshkosh? With its healthy balance sheet, the company is investing for the long haul, Pfeifer told the NAM.

• “We’re hiring a lot and opening new facilities,” Pfeifer continued, adding that Oshkosh subsidiary JLG Industries Inc.—which makes the popular SkyTrak^® telehandler hydraulic lift machine—is expanding its 500,000-square-foot manufacturing facility in Jefferson City, Tennessee, and Oshkosh recently opened new plants in Spartanburg, South Carolina, and Murfreesboro, Tennessee.

The last word: The firm is also focusing on strategic acquisition work, Pfeifer said.

• Last year, it purchased AeroTech, a company that makes cargo loaders and other airport ground support equipment.
• “We’re very patient, but when we see the opportunity to acquire a business and enter a new product category or adjacent market where we can make a difference, we do it.”

It was an internship in modern manufacturing that changed Bobi Simonsen’s view of the industry—and gave her a sense of how many different kinds of opportunities were available.

“I remember school projects where I would just picture an engineer with a hard hat doing calculations,” said Simonsen. “I didn’t realize how much creativity and collaboration is involved in engineering. There is way more complexity than I had ever realized.”

A new path: Shortly after that internship, Simonsen got connected with ExxonMobil through the University of Texas—and she hasn’t looked back since.

• Today, she’s a technical supervisor at the largest polyethylene site in the world, leading teams of engineers, chemists and technicians who perform experimental commercial-scale trials and improvement projects on the tough synthetic resin used in bags, containers and other packaging.

A sense of purpose: Simonsen is particularly interested in opportunities to support sustainability and sees manufacturing as the perfect place to make an impact.

• “I know young people are really passionate about sustainability, making a difference and having a purpose, and all of those are things you can do in manufacturing, especially at a place like ExxonMobil,” said Simonsen. “We are global, we are integrated and we have the resources and scale to impact an entire industry. That’s the reason I came to work here.”

A push for parity: Simonsen also sees how the lack of women in science, technology, engineering and math feeds into a shortage of women in manufacturing, and she’s eager to see more young women find their way into the field.

• That’s why she leads industry meet-and-greet events on behalf of ExxonMobil at the University of Texas, volunteers at “Introduce a Girl to Engineering Day” events for K-12 students in Austin and Houston and hosts lunch-and-learn sessions with UT’s Society of Women Engineers and the American Institute of Chemical Engineers.
• She also leads ExxonMobil’s SWE conference team, who recruit, share sessions and lead “Invent It Build It” outreach activities through SWE.
• “We do a good job of recruiting candidates who reflect the diversity of the pipeline; my classes in college were 30% women, and that’s translating to the same 30% who make their way into ExxonMobil manufacturing,” said Simonsen. “But that’s not 50%, which is why it’s vital to engage women and minorities to get interested in STEM so we can bring them into classes and then the workforce as they graduate.”

New visibility: Recently, Simonsen was named an Emerging Leader in Manufacturing by the 2024 Women MAKE Awards, a distinction for a select few women under the age of 30 who have achieved rare accomplishments at the start of their careers in manufacturing. 

Advice for women: While most workers in the industry are still men, Simonsen encourages women to consider the broad range of opportunities available in manufacturing.

• “I would say, ‘Try it,’” said Simonsen. “Consider trying it, even for a short period like an internship. Because if you step in, and you like it, you can find yourself working on the biggest challenges in the world.”

In 2024, factories will just keep getting smarter. From product design to supply chain management, the sophistication of Manufacturing 4.0 (the current wave of technological evolution) will keep on growing. Here’s what manufacturers should know about these advances and how the NAM can help.

What manufacturers should do: Manufacturers looking to make their factories smarter are focusing on four key strategies:

• Creating efficiencies to improve the bottom line with automation and other M4.0 technologies
• Leveraging smart factories to overcome challenges, such as the workforce crisis and supply disruptions
• Ensuring connectivity on the factory floor to allow for use of plant data to create new business models and revenue streams
• Using M4.0 technologies to improve quality control, speed time to market, enhance safety, boost profits, contribute to sustainability goals and engage employees

Expert opinion: Companies are increasingly investing in industrial connectivity, according to PTC Vice President of Market Development of IoT James Zhang.

• “Rather than approaching industrial connectivity with point-to-point integrations, companies are developing holistic, enterprise-wide strategies,” he explained.
• “This approach streamlines and standardizes data from heterogenous manufacturing environments to a single industrial connectivity platform to provide secure, reliable data for OT systems, including MES and SCADA, and IT systems, including data analytics and industrial IoT.”

Resources for you: Check out these NAM resources that will help guide you through these technological changes:

• The Manufacturing Leadership Council, the NAM’s digital transformation division, offers extensive advice and expertise on Manufacturing 4.0 technologies and how to use them.
• NAM Cyber Cover can help you protect your smart factories, as the increase in digitization also opens new avenues for cyber criminals.
• Check out this podcast from the Innovation Research Interchange (the NAM’s innovation division), which covers current research into the adoption of cutting-edge technologies.

Read the full 2024 trends report here.

If manufacturing is a team sport, the rules of the game are the U.S. tax code—and to ensure a level playing field for everyone, that code must remain constant, Ketchie President and Owner and NAM Small and Medium Manufacturers Group Chair Courtney Silver told the Senate Finance Committee Tuesday.

The main way to do it, she said, is by restoring three key tax policies: immediate expensing for domestic R&D, enhanced interest deductibility and full expensing.

What’s going on: Thanks to the 2017 Tax Cuts and Jobs Act, Silver’s family-owned, North Carolina–based precision machining company and many other manufacturers were able to grow their companies, invest in workers and give back to their communities, Silver said in testimony during the “American Made: Growing U.S. Manufacturing Through the Tax Code” hearing.

• But two years ago, “the rules of the game began to change, making it more difficult for manufacturers to thrive in America,” she went on. “Crucial policies began to expire.”

Why it’s important: If Congress does not act soon, additional pro-growth tax cuts will expire, further harming manufacturing in the U.S.

• And “more tax increases are on the way,” Silver told committee members, referring to the additional TCJA provisions scheduled to expire next year. “Other critical provisions expire at the end of 2025, which will have a direct impact on the manufacturing sector. Ketchie will be directly harmed by the loss of the pass-through deduction, the increases in our tax rates and the reduced protection from the estate tax.” 

Unstoppable combination: The 2017 tax reforms, “paired with pro-growth policies like immediate expensing of capital investments, drove historic growth in the manufacturing sector,” Senate Finance Committee Ranking Member Mike Crapo (R-ID) said during the hearing, citing NAM data on the significant, positive impact of the cuts.

• Indeed, “Ketchie might not be here today if we did not have the economic boom caused by tax reform in the years prior to the pandemic,” said Silver, who called immediate expensing for domestic R&D expensing, enhanced interest deductibility and full expensing “a game-changer for the manufacturing industry.” 

Team players: Congress must restore these three provisions and other critical provisions that are set to expire next year.

• “Manufacturing truly is a team sport, and you are all on that team,” Silver told the committee. “Small companies like mine are counting on you to play with us rather than against us, and to ensure that our tax code does the same.”
• The NAM has called on the Senate to advance the House-passed Tax Relief for American Families and Workers Act, which would restore the three key tax policies.

The NAM was host to multiple representatives and dignitaries from Germany and Mexico last week for a series of meetings aimed at strengthening the ties between the two countries and the U.S.

What’s going on: On different days last week, the NAM met with German Ambassador to the U.S. Andreas Michaelis; the leadership of the Mexican Business Coordinating Council; the presidents of the Federation of German Industries and the Germany-based Mechanical Engineering Industry Association; and a delegation from the Germany-based Transatlantic Business Initiative.

• A discussion common to all the gatherings: improving international cooperation to support closer economic partnerships between our countries.

The U.S.–Europe relationship: In a meeting with Michaelis, Germany’s ambassador to the U.S. since August 2023, the NAM expressed the importance of a continued, positive economic relationship between the U.S. and Europe—especially now, given Russia’s continued war against Ukraine.

• “Great to meet with German Ambassador to the U.S. Andreas Michaelis to discuss the importance of strengthening our economic ties and our shared democratic values,” NAM President and CEO Jay Timmons wrote in a social post.
• Germany, the fourth-largest economy in the world, is a vital U.S. trade and investment partner. In 2022, it contributed $196 billion of manufacturing trade and $218 billion of manufacturing investment.

Challenges remain: However, some proposed and expected European Union regulations present a hurdle to future collaboration, a matter the NAM raised in its meetings.

A key partner: In their discussion with Mexican Business Coordinating Council President Francisco Cervantes—with whom Timmons met last summer ahead of the third United States–Mexico–Canada Agreement “Free Trade Commission” in Cancun, Mexico—NAM leaders underscored the significance of the increasingly close trade ties between the U.S. and Mexico.

• In 2023, for the first time in two decades, Mexico became the leading source of goods imported into the U.S., and in 2022, the value of the U.S. products and services trade with Mexico was $855 billion.
• The CCE is Mexico’s broadest business federation.

Concerning disruptions: Last year, in a move that worried both the NAM and the CCE, the U.S. twice suspended the processing of commercial imports from Mexico so it could redirect U.S. Customs and Border Protection personnel to handle an influx of migrants at the U.S.–Mexico border.

• These temporary closures cost manufacturers in the U.S. hundreds of millions of dollars each day. 

USMCA: The groups also discussed the USMCA, underscoring the importance of maintaining this critical agreement while also continuing to spotlight commercial challenges in Mexico:

• Its energy policies, which favor Mexican energy firms and have denied and revoked permits to major U.S. energy investors
• Its de facto ban on genetically modified corn, as well as some of its telecommunications-sector policies and its treatment of state-owned enterprises

In his State of the Union address Thursday, President Biden rightly celebrated manufacturing’s accomplishments—but he “missed the mark in several key areas,” according to NAM President and CEO Jay Timmons.

What happened: President Biden has reason to be proud when it comes to certain manufacturing-critical pieces of legislation, Timmons said, and the president touched on these in his speech.

• “On my watch, federal projects like helping to build American roads, bridges and highways will be made … creating good-paying American jobs,” President Biden told the audience, referring to the NAM-supported Bipartisan Infrastructure Law. And “[t]hanks to my CHIPS and Science Act, the United States is investing more in research and development than ever before.”
• The NAM has been a vocal supporter of CHIPS, which has supported large and small businesses all along the supply chain through an infusion of funds to boost much-needed domestic semiconductor production.
• And the president stood strong with the people of Ukraine and in defense of democracy, two areas in which the NAM has been consistent and unwavering in its own support. “Overseas, Putin of Russia is on the march, invading Ukraine and sowing chaos throughout Europe and beyond. … But Ukraine can stop Putin if we stand with Ukraine and provide the weapons it needs to defend itself. That is all Ukraine is asking.”

No new taxes: But the president also laid out some wrongheaded plans for America, manufacturers and the economy, the NAM said, such as his push to raise taxes on manufacturers.

• “If the cost of manufacturing in America is driven up by his agencies’ continued regulatory onslaught and a successful push to raise taxes, investment will be driven overseas and Americans will be driven out of work,” said Timmons, who appeared on Bloomberg’s “Balance of Power” ahead of the speech to discuss manufacturing priorities.

Protect U.S. innovation, competitiveness: In addition, the Biden administration’s push to invoke so-called “march-in” rights—which would allow it to seize the patents of any innovations it deems too highly priced in the event those patents had been developed in any part with federal money—would “rob Americans and the world of future cures and chill research into new breakthroughs across the manufacturing industry,” Timmons continued.

• “And if President Biden continues to heap blame on pharmaceutical manufacturers, rather than reining in pharmacy benefit managers with cost-saving reforms, Americans and their employers will continue to endure rising health care costs.”

What should happen: The president and manufacturers in America “share a profound commitment to democracy and to the values that have made America exceptional,” Timmons went on.

• A surefire way to restore faith in the democratic system is for Democrats and Republicans to prove it still works—“by delivering smart policies for the American people and by bolstering the industry that is the backbone of our economy and improves lives for all.”