2013 Next Generation Manufacturing Study

 

Many U.S. manufacturers are reinventing themselves through new leadership, new strategies, and new support systems, regaining competitiveness — along with profits and jobs — lost during a decade of outsourcing and downsizing. The 2013 Next Generation Manufacturing Study will outline how successful manufacturers are at creating new value by identifying the top performances and best practices necessary for world-class status in the 21st century.

The NGM Study is a biennial survey conducted by the Manufacturing Performance Institute (MPI) with the American Small Manufacturers Coalition (ASMC), an association of manufacturing extension centers that work to improve the innovation and productivity of America's manufacturing community. One ASMC program of primary focus is the National Institute of Standards and Technology (NIST) Manufacturing Extension Partnership (MEP) program. The Association for Manufacturing Excellence also is participating in this year's NGM Study.

Please complete this Study questionnaire to the best of your ability by September 11, 2013. You may participate either anonymously or confidentially (explanations below) based on the type of Study incentive you wish to receive. You also can download a PDF of the NGM questionnaire and mail it to NGMS, P.O. Box 4330, Dublin, OH 43016, or fax to 614-389-3816.

Study Incentives:

NGM Performance Report — Confidential participation: To receive a free customized NGM Performance Report that compares your responses to all Study respondents and Study respondents similar to your organization (e.g., annual revenues, number of employees), please complete the online questionnaire and include contact information at the bottom of the questionnaire. Your responses will remain confidential — only MPI, which distributes the NGM Performance Report, will be able to identify your specific responses. Data will be disseminated only in aggregate form; no company-specific responses will be released.

NGM Data Report — Anonymous participation: Please complete this questionnaire and then provide contact information at a separate website that will be presented to you after you submit your questionnaire. The Data Report includes statistics on all Study questions. Your NGM Study responses will remain anonymous — no one will be able to identify your company with specific responses.


PLEASE READ:

If you wish to maintain a copy of your responses, print out a copy of the questionnaire prior to submitting.

You must complete this questionnaire in one online session.

  • We estimate it will take approximately 20 minutes to complete.
     
  • If you exit the questionnaire site prior to submitting your responses, your responses will be lost.
     
  • If you require help from others in your firm to complete the Study, we suggest you download a PDF version, share the Study with staff, and then return and complete.

When you have completed the questionnaire, click Submit Survey at the bottom of this form.

Profile
 
1. Which of the following describes your organization?
(check one, and answer the remainder of the survey based on your selection below)
Company Division/unit of a larger company
 
2. Is your company public or privately held?
Public Private
 
3. Please indicate the state in which your organization is located.
 
4. Please indicate the primary product manufactured:
 
5. How many years has your organization been in operation?
 
6. What are your approximate annual revenues?
$
 
7. Was your company profitable for the most recent fiscal year?
Yes No
 
8. How many full-time employees (and equivalents)?
 
9. What is the age of your organization's chief executive?  
< 30 30-40 41-50 51-60 >60
 
10. Do you anticipate a planned succession of leadership in the next five years?
Yes Maybe No
 
11. What is your organization's investment in capital equipment as a percentage of sales (three-year average)?  
<1% 1-5% 6-10% >10%
 
12. What is your organization's investment in information technologies (hardware and software) as a percentage of sales (three-year average)?  
<1% 1-5% 6-10% >10%
 
13. Does your organization design the majority of products it manufactures?
Yes No
 
World-Class Customer-Focused Innovation
Develop, make, and market new products and services that meet customers' needs at a pace faster than the competition
 
14. Rate the importance of customer-focused innovation to your organization's success over the next five years:  
1=Not important 2 3 4 5=Highly important
 
15. Rate your organization's progress toward world-class customer-focused innovation:  
1=No progress 2 3 4 5=World-class
 
———————————————— Input Measures ——————————————
 
16. What best describes your customer-focused innovation strategy?  
No strategy
Generic strategy with little or no functional involvement and buy-in
Company-specific strategy with some functional involvement and buy-in
Company-specific strategy with full functional involvement and buy-in
 
17. Does your organization have the skilled innovation leadership and talent (e.g., product engineers) and talent-development program to drive world-class customer-focused innovation into the next generation?
(check one in each row)
 
Leadership and talent Yes      No
Talent development program Yes      No
 
18. What best describes the quality of your business systems and equipment to support world-class customer-focused innovation?  
None
Inadequate for current requirements
Adequate but limited to current requirements
State-of-the-art and able to provide long-term support
 
19. What percentage of sales is invested into new-product development/R&D?  
<1% 1-5% 6-10% >10%
 
20. What best describes your measurement system for reviewing return from custom-focused innovation?  
No measurement system per se or reviews
Ad hoc monitoring of basic measures and ad hoc reviews
Company-specific metrics monitored regularly by operations staff
Regular monitoring and review of company-specific metrics by CEO and senior staff
Regular monitoring and review of company-specific metrics by CEO and senior staff and transparency and clarity throughout the organization
 
———————————————— Output Measures ——————————————
 
21. Approximately what percentage of annual sales are derived from products introduced in the past three years (count only new SKUs, not a product iteration or line extension)?  
<5% 5-25% 26-50% >50%
 
22. What percentage of R&D (by expense) is commercialized?  
<25% 25-50% 51-75% >75%
 
23. What percentage of R&D (by expense) results in "game changing" market breakthroughs?  
<5% 5-10% 11-25% >25%
 
24. What was your customer-retention rate over the past 12 months?  
<25% 25-50% 51-75% 76-90% 91-99% 100%
 
25. Which of the following best describes your organization's relationship with its customers?  
Buy and sell (e.g., cost and quality focus)
Certification (e.g., broad qualifications established)
Cooperation (e.g., sharing product ideas, best practices)
Partnership (e.g., sharing resources, intellectual property, cost savings)
 
26. What is your organization's best practice for innovation? (briefly describe)
 
World-Class Engaged People/Human-Capital Acquisition, Development and Retention
Secure a competitive performance advantage by having superior systems in place to recruit, hire,
develop, and retain talent
 
27. Rate the importance of human-capital acquisition, development and retention to your organization's success over the next five years:
1=Not important 2 3 4 5=Highly important
 
28. Rate your organization's progress toward world-class human-capital acquisition, development and retention:  
1=No progress 2 3 4 5=World-class
 
———————————————— Input Measures ——————————————
 
29. What best describes your human-capital-management strategy?  
 No strategy
 Generic strategy with little or no functional involvement and buy-in
 Company-specific strategy with some functional involvement and buy-in
 Company-specific strategy with full functional involvement and buy-in
 
30. Does your organization have the skilled HR leadership and talent (e.g., recruiters, benefits experts) and talent-development program to drive world-class human-capital management into the next generation?
(check one in each row)
 
Leadership and talent Yes      No
Talent development program Yes      No
 
31. What best describes the quality of business systems and equipment to support world-class HR?  
 None
 Inadequate for current requirements
 Adequate but limited to current requirements
 State-of-the-art and able to provide long-term support
 
32. What percentage of employees have the technical skills, problem-solving skills, and work ethic to excel in high-performance work teams?  
<25% 25-50% 51-75% 76-90% >90%
 
33. How many formal training hours are devoted annually to each employee?  
8 or fewer 9-20 21-40 >40
 
34. To what degree has your organization established skill standards and aligned training with employee mastery of these skill standards? 
 No established skill standards
 Skill standards and training alignment for a few positions
 Skill standards and training alignment for majority of positions
 Skill standards and training alignment for all positions
 
35. What best describes your measurement system for reviewing return from human-capital acquisition, development and retention?  
No measurement system per se or reviews
Ad hoc monitoring of basic measures and ad hoc reviews
Company-specific metrics monitored regularly by operations staff
Regular monitoring and review of company-specific metrics by CEO and senior staff
Regular monitoring and review of company-specific metrics by CEO and senior staff and transparency and clarity throughout the organization
 
36. Which strategy best describes your primary hiring process?  
Hiring led by department or function personnel
Hiring led by internal HR department
Hiring led by temporary agency
Hiring led by outsourced HR firm
Other
 
37. To what extent does your organization partner with vocational schools, high schools, community colleges, universities, and similar institutions to nurture a manufacturing workforce?  
No partnering
Some partnering
Moderate partnering
Extensive partnering
 
———————————————— Output Measures ——————————————
 
38. What is your company’s sales per employee?  
< $100,000        $100,000-$249,999        $250,000-$400,000        > $400,000
 
39. What is your organization's annual labor turnover rate
(number of voluntary and involuntary separations ÷ typical staffing level)?
 
0% 0.1-1% 1.1-5% 5.1-10% >10%
 
40. What percentage of the workforce has been with your organization for more than five years?
< 25% 25-50% 51-75% 76-99% 100%
 
41. What is your organization's best practice for human-capital development? (briefly describe)
 
World-Class Superior Processes/Improvement Focus
Record annual productivity and quality gains that exceed the competition through a companywide commitment to continuous improvement
 
42. Rate the importance of process improvement to your organization's success over the next five years:  
1=Not important 2 3 4 5=Highly important
 
43. Rate your organization's progress toward world-class processes and process improvement:  
1=No progress 2 3 4 5=World-class
 
———————————————— Input Measures ——————————————
 
44. What best describes your continuous-improvement (CI) strategy?  
 No strategy
 Generic strategy with little or no functional involvement and buy-in
 Company-specific strategy with some functional involvement and buy-in
 Company-specific strategy with full functional involvement and buy-in
 
45. Does your organization have the skilled process-improvement leadership and talent (e.g., CI experts, black belts, lean experts) and talent-development program to drive continuous operations improvements into the next generation? (check one in each row)
 
Leadership and talent Yes     No
Talent development program Yes     No
 
46. What best describes the quality of your business systems and equipment to support continuous operations improvements?  
 None
 Inadequate for current requirements
 Adequate but limited to current requirements
 State-of-the-art and able to provide long-term support
 
47. What percentage of your workforce has been fully engaged in your organization's specific improvement method/approach?  
<25% 25-50% 51-75% 76-99% 100%
 
48. How does your organization capture operations knowledge/experiences, such as process improvements, production experiments, etc.?  
No capture of operations knowledge/experiences
Ad hoc capture of operations knowledge/experiences via manual and electronic formats
Occasional capture of operations knowledge/experiences via manual and electronic formats
Regular capture of operations knowledge/experiences principally via electronic formats
 
49. What best describes your measurement system for reviewing return from process improvements?  
No measurement system per se or reviews
Ad hoc monitoring of basic measures and ad hoc reviews
Company-specific metrics monitored regularly by operations staff
Regular monitoring and review of company-specific metrics by CEO and senior staff
Regular monitoring and review of company-specific metrics by CEO and senior staff and transparency and clarity throughout the organization
 
———————————————— Output Measures ——————————————
 
50. What percentage of deliveries reach customers in perfect order (on time, high quality, to all customer specifications)?  
<80% 80-89% 90-99% 100%
 
51. How have your per-unit manufacturing costs (excluding purchased materials) changed over the past three years?
Decreased >10% Decreased 6-10% Decreased 1-5% No change
Increased 1-5% Increased 6-10% Increased >10%
 
52. Describe your customers' satisfaction with your overall performance.
 Threatens to pull business because we don't match the competition
 Indifferent to buying our product or competitors
 Preference for our products by virtue of price, quality, and delivery performance
 Strong loyalty to our products due to ongoing trust in our organization's people and capabilities
 
53. By what percentage has sales per employee improved over the past three years (current-year figure vs. three-years ago)?  
<25% 25-50 51-75% 76-100% >100%
 
54. What is your organization's best practice for process improvement? (briefly describe)
 
World-Class Supply-Chain Management & Collaboration
Develop and manage supply chains and partnerships that provide flexibility, response time, and
delivery performance that exceeds the competition
 
55. Rate the importance of supply-chain management and collaboration to your organization's success over the next five years:   
1=Not important 2 3 4 5=Highly important
 
56. Rate your organization's progress toward world-class supply-chain management and collaboration:  
1=No progress 2 3 4 5=World-class
 
———————————————— Input Measures ——————————————
 
57. What best describes your supply-chain strategy?  
 No strategy
 Generic strategy with little or no functional involvement and buy-in
 Company-specific strategy with some functional involvement and buy-in
 Company-specific strategy with full functional involvement and buy-in
 
58. Does your organization have the skilled supply-chain-management leadership and talent (e.g., logistics engineers) and talent-development program to drive world-class supply-chain management into the next generation?
(check one in each row)
 
Leadership and talent Yes      No
Talent development program Yes      No
 
59. What best describes the quality of your business systems and equipment to support world-class supply-chain management?   
 None
 Inadequate for current requirements
 Adequate but limited to current requirements
 State-of-the-art and able to provide long-term support
 
60. What best describes your ability to monitor supplier goods and behaviors throughout your entire supply chain?   
 No ability to monitor supply chain
 Limited ability to monitor supply chain
 Moderate ability to monitor supply chain
 Significant ability to monitor supply chain
 Complete monitoring of supply chain
 
61. What percentage of staff time and resources is spent expediting, fire-fighting, resolving conflicts with customers and suppliers, etc. rather than strategic procurement and supply-chain planning and partnering?  
<5% 5-25% 26-50% >50%
 
62. What best describes your measurement system for reviewing return from supply-chain management and collaboration?
No measurement system per se or reviews
Ad hoc monitoring of basic measures and ad hoc reviews
Company-specific metrics monitored regularly by operations staff
Regular monitoring and review of company-specific metrics by CEO and senior staff
Regular monitoring and review of company-specific metrics by CEO and senior staff and transparency and clarity throughout the organization
 
———————————————— Output Measures ——————————————
 
63. By approximately what percentage has total value of inventory throughout the supply chain for your primary product (furthest supplier to end customer) been reduced over the last three years?  
<10% 10-25% 26-50% >50%
 
64. Which of the following best describes your organization’s relationship with its suppliers?  
Buy and sell (e.g., cost and quality focus)
Certification (e.g., broad qualifications established)
Cooperation (e.g., sharing product ideas, best practices)
Partnership (e.g., sharing resources, intellectual property, cost savings)
 
65. What percentage of supplier materials and components are delivered precisely to your specifications (e.g., quality, quantity, timing, labeling, packaging, etc.)?  
<80% 80-89% 90-99% 100%
 
66. What is your organization's best practice for supply-chain management and collaboration? (briefly describe)
 
World-Class Sustainability
Design and implement waste and energy-use reductions at a level that provides superior cost performance and recognizable customer value
 
67. Rate the importance of sustainability to your organization's success over the next five years:  
1=Not important 2        3        4        5=Highly important
 
68. Rate your organization's progress toward world-class sustainability:   
1=No progress 2        3        4        5=World-class
 
———————————————— Input Measures ——————————————
 
69. What best describes your sustainability strategy?  
 No strategy
 Generic strategy with little or no functional involvement and buy-in
 Company-specific strategy with some functional involvement and buy-in
 Company-specific strategy with full functional involvement and buy-in
 
70. Does your organization have the skilled sustainability leadership and talent (e.g., environmental engineers) and talent-development program to drive world-class sustainability into the next generation?
(check one in each row)
 
Leadership and talent Yes      No
Talent development program Yes      No
 
71. What best describes the quality of your business systems and equipment to support world-class sustainability?  
 None
 Inadequate for current requirements
 Adequate but limited to current requirements
 State-of-the-art and able to provide long-term support
 
72. What best describes your measurement system for reviewing return from sustainability efforts?  
No measurement system per se or reviews
Ad hoc monitoring of basic measures and ad hoc reviews
Company-specific metrics monitored regularly by operations staff
Regular monitoring and review of company-specific metrics by CEO and senior staff
Regular monitoring and review of company-specific metrics by CEO and senior staff and transparency and clarity throughout the organization
 
———————————————— Output Measures ——————————————
 
73. What is your annual reduction in energy per unit of product output?  
<10% 10-25% 26-50% >50%
 
74. What is your annual reduction in usage of non-recycled material per unit of product output?  
<10% 10-25% 26-50% >50%
 
75. What percentage of your products (by sales volume) are completely recyclable/reusable?  
<50% 50-75% 76-89% 90-99% 100%
 
76. For what percentage of your SKUs have you calculated a carbon footprint?  
<50% 50-75% 76-89% 90-99% 100%
 
77. What is your organization's best practice for sustainability? (briefly describe)
 
 
World-Class Global Engagement
Secure business advantages by having people, partnerships, and systems in place capable
of engaging global markets and talents better than the competition
 
78. Rate the importance of global engagement to your organization's success over the next five years:  
1=Not important 2 3 4 5=Highly important
 
79. Rate your organization's progress toward becoming a world-class global player:  
1=No progress 2 3 4 5=World-class
 
———————————————— Input Measures ——————————————
 
80. What best describes your global strategy?  
 No strategy
 Generic strategy with little or no functional involvement and buy-in
 Company-specific strategy with some functional involvement and buy-in
 Company-specific strategy with full functional involvement and buy-in
 
81. Does your organization have skilled overseas leadership and talent and talent-development program to drive world-class global engagement into the next generation? (check one in each row)
 
Leadership and talent Yes      No
Talent development program Yes      No
 
82. What best describes the quality of your business systems and equipment to support world-class global engagement?  
 None
 Inadequate for current requirements
 Adequate but limited to current requirements
 State-of-the-art and able to provide long-term support
 
83. What percentage of your total direct workforce is located overseas and/or located domestically and responsible for global business activities?  
0% 1-25% 26-50% >50%
 
84. What best describes your measurement system for reviewing return from global engagement?  
No measurement system per se or reviews
Ad hoc monitoring of basic measures and ad hoc reviews
Company-specific metrics monitored regularly by operations staff
Regular monitoring and review of company-specific metrics by CEO and senior staff
Regular monitoring and review of company-specific metrics by CEO and senior staff and transparency and clarity throughout the organization
 
———————————————— Output Measures ——————————————
 
85. What percentage of sales dollar volume comes from outside the United States?  
<10% 10-24% 25-49% >50%
 
86. By what percentage has dollar volume of sales outside the United States changed over the past three years?  
<25% 25-50% 51-100% >100%
 
87. In how many countries outside of the United States does your organization operate or partner in production facilities?
0 1-5 6-10 >10
 
88. In how many countries outside of the United States does your organization have sales and/or distribution facilities?
0 1-5 6-10 >10
 
89. What is your organization's best practice for attaining global engagement? (briefly describe
 
Going Forward
 
90. To what extent does your company get support from outside resources for the following activities?
  Never Rarely As needed Ongoing guidance
and support
Strategic planning
Innovation/R&D
Workforce skills development
Operations improvement (e.g., lean)
Supply-chain development
Sustainability initiatives
Global sales and/or procurement
Business development
Regulatory/compliance issues
Government credits/grants
 
91. If you have used outside resources, which of the following have positively impacted your company?
(check all that apply)
 Industry association
 National manufacturing association
 State manufacturing associations (including MEPs)
 Local/municipal manufacturing associations
 Universities/colleges
 Consulting firms
 Other
 No positive impact
 
92.  How is senior leadership involved outside of your company? (check all that apply)
 For-profit board of directors position
 Leadership or board position with civic or charitable organization
 Leadership or board position with industry association
 Leadership or board position with national manufacturing association
 Leadership or board position with state manufacturing association or MEP
 Leadership or board position with local manufacturing association
 Leadership, board or teaching position with university/college
 No outside involvement
 
If you want a free customized NGM Performance Report that compares your responses to all Study respondents as well as to Study respondents similar to your organization, please complete all the information below. (Note: If you want your responses to remain anonymous, provide contact information after submitting this survey, and you will receive a non-customized Data Report of Study statistics.)
 
   
Name
Title
Company
Address
City, State, ZIP
Email