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MPI is known for ground-breaking work in management theory, manufacturing practice and customer value leadership. Recent publications, articles and archived presentations include:
White Papers:
- Manufacturing 2008—North America, an executive summary of MPI's survey of manufacturers across North America
- The Manufacturing Performance Institute (MPI) conducts one of the largest annual studies of manufacturing metrics, management practices, and financial plant-level results conducted anywhere in the world. Each year we set out to capture ever more informative data from manufacturers for the benefit of all industry and for the improvement of individual plant performances. In 2008 we made yet another progression in the development of our annual Census. For the first time, we asked the same questions of Mexico and Canda manufactures that we did in the United States, making for a complete picture of how manufacturers across North America are performing.
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- Executive Summary of IndustryWeek/Manufacturing Performance Institute 2004 China Manufacturing Study
- Industry in China is evolving at a pace so rapid that it almost defies comprehension—yet to remain competitive, every manufacturing executive must understand this large and nimble competitor. Leaders of every manufacturer, no matter where they are located, must ask themselves a series of China-related questions:
- Can our company remain competitive against facilties in China?
- Should we purchase or outsource from China?
- Is there an opportunity to tap intoChina’s burgeoning markets?
- Just how good are China’s manufacturers? And just how worried should we really be?
- MPI sought answers to those questions by surveying China’s leading manufacturers for the first time in 2004 and again in 2007. In each of these years, China plants were surveyed with questionnaires that were nearly identical to that used for the MPI/IW 2004 and 2007 Census of Manufacturers, which assesses U.S. manufacturing practices and performances, making for the unique opportunity to view a true
country-to-country comparison of industry specific data.
Click here to view the executive summary from 2004
- These are extraordinary times for manufacturers. New customer demands for lower prices, higher quality, faster delivery times, and greater value are unprecedented—and unrelenting…..If only manufacturers—whether in the U.S. or abroad—looked right under their noses. All too often, amid the chase for a fractional reduction in cost, the single most important driver of improved business performance and profit margin is all but ignored: The ongoing development of skills and effectiveness for employees. Click here to view the report.
- Benchmarking: An Executive Primer to Locating and Leveraging Manufacturing Best Practices
- Every organization has its favorite metrics—measurements that gauge control, progress and success. At a world-class organization. These measures serve as a common “performance language” that links corporate strategy, divisional goals, plant targets, departmental budgets and individual incentives into a unified, results-oriented system. Click here to view the report.
Articles:
- Lean Enterprise Institute (LEI) Series by George Taninecz
In 2001, Massachusetts General Hospital (MGH) opened the Northeast Proton Therapy Center, a $50 million dollar facility for proton radiation therapy. The proton center currently just one of three such clinical facilities in the U.S., and for many adults and children it is their best hope of beating cancer. Any bottlenecks or inefficiencies that delay patients from beginning and receiving proton treatment can have an adverse effect on outcome. Facing this compelling need to accommodate more patients through the center, MGH looked to lean. Rarely has improving a process been so important. Click here to view this article.
- Lean on Campus: Lean Education Academic Network (LEAN) to Advance Lean in Academia
Lean has been the prominent improvement focus throughout manufacturing for more than a decade, and implementations are now occurring in all business fields, ranging from healthcare to retail. Yet on the campuses of many colleges and universities, lean hardly shows up in undergraduate or graduate curricula and faculty fail or are hesitant to teach principles that business is embracing — and students leave higher education with a minimal understanding of lean. That may change as lean-minded professors have joined forces with the Lean Enterprise Institute (LEI) to form the Lean Education Academic Network (LEAN), educators dedicated to implementing and continuously improving lean education in academia. Click here to view this article.
There is a Lean Thinker in all of us. Who hasn’t fidgeted in a grocery check-out line, endlessly awaited approval on a business application, or sat through a rambling executive meeting, frustrated by the lack of process, the waste of time and energy, and the glaring inefficiencies. Today, Lean Thinkers are easing such customer angst, identifying value streams in workplaces and business processes where many still see only random action, eliminating waste and increasing value-creation where others see only work.
Click here to view this article.
- 8 Customer Value Challenges (GMA Forum)
- For all the change in today’s business environment, perhaps the biggest is in the nature of customers themselves. Customers are changing fundamentally — and so, therefore, must our relationships with them. Today, we all have a “to do” list that is much too long. Increasingly, the customer evaluates a product, a service, or a relationship with his or her supplier company with the unspoken question: “Does this offering take something off my ‘to do’ list — or does it add to it?” Click here to view this article.
- Brandt on Leadership (IndustryWeek)
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