Title: Regional Roundtable Meeting Atlanta, Georgia Aimee Dobrzeniecki Dan Lilley Mark Troppe
1Regional Roundtable MeetingAtlanta,
GeorgiaAimee DobrzenieckiDan Lilley Mark
Troppe
2- Mission Statement
- To act as a strategic advisor to promote business
growth and connect manufacturers to public and
private resources essential for increased
competitiveness and profitability.
3The MEP Program in Short . . .
- Program started in 1988, with at least one center
in all 50 states by 1996 - 59 centers with 440 field locations
- System wide, Non-Federal staff is 1,600
- Contracting with over 3,000 third party service
providers - Partnership Model Federal/State/Industry
- Program started because of market failures in
terms of access to information, technical
expertise and cost. Subsequent study in 2003 by
NAPA reconfirmed the continued existence of these
market failures. - Emphasis on performance program and center
measured based upon impact of center services on
client firms.
4Center Operating Structure Diversity
- Utilizes existing local resources to provide
manufacturing extension services relies heavily
on partnerships - Staff are employees of the Center and its
partners -- not the Federal Government - Geography urban ? rural distance between SME
locations - Organization Type 501 c(3), university, state
government - Organization Structure
- Single location
- Principal organization with independent partner
organizations - Central office with regional offices
- Headquarters operation with multiple field offices
5MEP Office Locationswww.mep.nist.gov or
800-MEP-4MFG
59 Centers 1600 Field Staff 440 Service
Locations
6What MEP Does
- Focus on meeting manufacturers short term needs,
but in context of overall company strategy - MEP Center areas of common strength
- Engineering Services for products and processes
- Growth Services new or expanded market
opportunities - Lean Manufacturing
- Quality Systems
- Environmental Services
- Workforce Development
- Working directly with over 27,000 manufacturing
companies a year - Based on FY2007 MEP Center reported
performance data.
7Client Impacts Resulting from MEP Services
- New Sales 3.11 Billion
- Retained Sales 3.65 Billion
- Capital Investment 1.65 Billion
- Cost Savings 1.115 Billion
- Jobs Created and Retained 52,585
FY 2006 economic impact results are based on a
survey of 4,959 MEP clients out of 5,384
attempted.
8Next Generation MEP Strategy
9What we all know Manufacturing continues
to change!
- Globalization is here to stay, and most U.S.
manufacturing firms must adapt to increasing
competition. - Innovation (product, process, service and
business model) will be critical for enterprise
survival and must be managed at several levels. - Supply chains are becoming more global, more
exclusive, and more competitive. - Technology advances will continue to be both
incremental and disruptive. Unfortunately,
adoption rates at smaller firms still lag those
of larger ones. - Sustainability is rapidly becoming the
overarching business driver for industry.
Whether it is simply a response to rising energy
and resource costs or as a corporate growth
strategy, sustainability is a struggle to balance
economic, environmental, and societal challenges
and opportunities.
10Next Generation MEP Strategies
- Increasing business profitability is the
overarching strategy for the Next Generation MEP. - The approach is to provide a framework that
capitalizes on cost-reduction strategies
historically MEPs core services to enhance
productivity and free up capacity for business
growth. - Business growth is focused on the development of
new sales, markets, and/or products with
manufacturers for the purposes of greater
flexibility and agility. - There are 4 key MEP strategies for accelerating
manufacturing business growth - Growth Services
- Technology Acceleration
- Supplier Development
- Sustainability
11MESSAGING IncreasingManufacturers
Profitability
- MEP 20/20 Vision for Manufacturers
- Take 20 off bottom line expenses through lean,
quality, other programs targeting plant
efficiencies - Add 20 to top line sales through business growth
services - Focus for Top Line Sales Increase
- New Sales
- New Markets
- New Products
12Next Generation MEP-----------------------------
Growth ServicesObjective is to provide a
reliable scientific system that guides companies
through the creation of new ideas, discovery of
market opportunities, and the tools to drive the
ideas into development.
13Growth Services
- Providing Manufacturers with Choices for Growth
is the Nucleus of our Approach to Innovation - Promotes Profitable Growth using a Structured
Process - Pillars of Growth
- New Sales
- New Markets
- New Products
- Initial MEP Growth Services
- Eureka! Winning Ways
- ExporTech
14Next Generation MEP------------------------------
Technology Acceleration Objective is to
systematically identify and capitalize on
opportunities to leverage technology into the
processes, products and services of manufacturers.
15Technology Acceleration Approach
Technology Needs of U.S.
Manufacturers
Technology Sources
U.S. Manufacturers Technology-based growth and
competitiveness needs
- Technologies available for commercialization from
the Nations Research Laboratories - Universities
- Federal Labs
- Private Sources
- MEP Making the Connection
- Connecting manufacturers with
- solutions and opportunities
- Providing product development
- commercialization assistance
- Leveraging 3rd party partners
Technologies Translated into Product Concepts
16KEY
Technology Acceleration Program
Services offered by MEP
Eureka! Ranch
Researching future MEP services
MEP Centers
Eureka! Winning Ways
MEP Clients
- Growth objectives
- Competitiveness needs
- Capabilities/capacities
E!WW 2009
Tech Wild Card
Business Simulation Model
- Innovation Marketplace
- Assessed, Valued Product Concepts
- Big Co / OEM Needs / Standards
- Distribution Co Standards
Supplier Scouting
- Identify technology capabilities
- Identify manufacturing capacity
- Pre-qualify supplier capabilities
Technology Sources
Technology Translation
- Universities
- Federal Labs
- Big Companies
- Small Companies
- Inventors
- Develop need statements with clients
- Scout potential technology sources
- Return potential solutions to clients
17Next Generation MEP------------------------------
Supplier Development Objective is to help
manufacturers strategically understand, maintain
and expand their positions in supply chains.
18MEP Supplier Development Approach
- Bottom Up
- Work One-on-One with Many Suppliers
- Top Line Growth for Suppliers new products, new
markets, new sales - Bottom Line Supplier Improvements - Efficiency,
Effectiveness, Productivity, Reducing Costs - Top Down
- Understanding the Needs of the Industry and the
OEMs - Market space (Domestic Global Drivers)
- Integration Requirements (Regulations,
Interoperability, etc) - Share Best Practices to those who will listen
- Technology Roadmaps (OEMS, Trades, Labs, Clients
etc...) - Results
- 86 projects within 15 OEMs supply chains or
multi-plant operations
19Next Generation MEP------------------------------
Sustainability Objective is to help
manufacturers gain a competitive edge, maintain
profitability and job-creating growth while
increasing energy efficiency and reducing
environmental burdens.
20MEP Approach to Sustainability
- Support for energy efficient production
- Support for production of alternative energy
- Providing
- Process improvements (lean and clean, energy
efficiency, and supply chain) - Waste minimization (green design, cradle to
cradle, waste to profit, and packaging and
distribution) - Growth (new technologies, modifying existing
capability to meet emerging needs, and increasing
manufacturing capacity in US) - MEP has manufacturing clients working in fuel
cells, solar, wind turbines, composites
20
NIST MEP
21Sustainability - Current Efforts
- Existing agency partnerships
- Green Suppliers Network (US EPA)
- Industrial Assessment Centers (US Dept of Energy)
- Chicago Waste to Profit Network (US Business
Council for Sustainable Development, City of
Chicago ) - Dozens of projects with existing clients
22Sustainability - Next Steps
- Build on existing Center competencies and
expertise - Continue to educate Federal/State policy makers
about the benefits and role for MEP in
national/state efforts to address sustainability - Establish/expand partnerships with other
energy-driven partners at Federal, state and
local level - Emerging partnerships with
- Environmental Defense Fund
- Center for American Progress
- AFL-CIO Energy Task Force/Industrial Union
Council - Apollo Alliance
- Pew Center on Climate Change
- National Commission on Energy Policy/Bipartisan
Study Group
23Contact Information
- Aimee Dobrzeniecki
- aimeed_at_nist.gov
- 301-975-8322
- Dan Lilley
- dlilley_at_nist.gov
- 240-418-3003
- Mark Troppe
- Mark.troppe_at_nist.gov
- 301-975-5745