MEP Advisory Board Meeting

March 7, 2017

Washington, DC
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 2

Agenda - Morning

Time Topic Lead

8:30 – 8:35am Meeting Logistics Cheryl Gendron, NIST MEP

8:35 – 8:50 am Welcome, Introductions: Opening Remarks, Board and 

Audience Introductions, Introduce New Board Member

Vickie Wessel, Chair, MEP Advisory Board

Phil Singerman, NIST Associate Director for 

Innovation and Industry Services

Carroll Thomas, NIST MEP Director

8:50 – 9:30 am MEP Director’s Update Carroll Thomas, NIST MEP Director

9:30 – 10:15 am MEP Strategic Plan 2017-2022; Update from board 

working committee

Vickie Wessel, Chair, MEP Advisory Board

Dave Cranmer, Deputy Director, NIST MEP

Mike Simpson, NIST MEP

10:15 – 10:30 am Break

10:30 – 11:15 am Connecting User Facilities and Labs with SMMs; 

Update from board working committee

Jeff Wilcox, Vice Chair, MEP Advisory Board

David Stieren, NIST MEP

11:15 – 12:00 pm MEP Learning Organization; Update from board 

working committee

Carolyn Cason, MEP Advisory Board

Mary Ann Pacelli, NIST MEP Staff

12:00 - 1:15 pm Lunch Break
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 3

Agenda - Afternoon

Time Topic Lead

1:15 – 2:00 pm Presidential Memoranda Phil Singerman, NIST Associate Director for 

Innovation and Industry Services

Earl Comstock, Director of the U.S. Department of 

Commerce, Office of Policy and Strategic Planning

2:00 – 2:30 pm NIST MEP Brand Update Carroll Thomas, NIST MEP Director

Zara Brunner, NIST MEP

2:30 – 2:45 pm Break

2:45 – 3:45 pm NIST MEP Advisory Board Governance

• Ethics Briefing

• Charter Update

• Bylaws Draft

Vickie Wessel, Chair, MEP Advisory Board

David Spence, Office of the General Counsel

Dave Cranmer, Deputy Director, NIST MEP

3:45 – 4:00 pm Wrap-up/Public Comments Vickie Wessel, Chair, MEP Advisory Board

Carroll Thomas, NIST MEP Director
Welcome and Introductions

Vickie Wessel, NIST MEP Advisory Board Chair

Phil Singerman, NIST Associate Director for 

Innovation and Industry Services

Carroll Thomas, NIST MEP Director
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 5

MEP Advisory Board – New Member

Ms. E. LaDon Byars is the newest 

member of the MEP National Advisory 

Board. 

LaDon is the President and CEO of Colonial 

Diversified Polymer Products, LLC of Dyersburg, 

Tennessee. Colonial Diversified produces highquality rubber products for a wide variety of 

industries. LaDon is very active in the manufacturing 

community, has received many awards and is on the 

Advisory Board of the University of Tennessee 

Center for Industrial Services.
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 6

MEP Advisory Board – New Members

Welcoming in the Spring:

• Mr. Jim Wright, Owner and President of J.V. Manufacturing, Inc, Springdale, AR

• Mr. Chris Weiser, Vice-President of Operations for Proof Research, Columbia Falls, MT

Pending: 

• Mr. Mitch Magee, Director of Engineering for PPG's Architectural Coatings, Wyoming, DE

Others...
NIST MEP Director’s Update

Carroll Thomas, NIST MEP Director
MEP Overview

State of MEP – Director’s Update

• Budget and Legislation Outlook

• Board and Staffing Changes

• MEP Centers & System Developments

• Programmatic Developments

• New Administration

• Integrated Vision of MEP

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MEP Overview

State of MEP – Director’s Update

Budget and Legislation Outlook

– Budget Update / Continuing 

Resolution

– American Innovation & 

Competitiveness Act

www.nist.gov/mep mfg@nist.gov (301)975-5020 9
MEP Overview 10

NIST MEP FY 2017 Projected Spend Plan

(in the current Continuing Resolution)

($ million)

House / Senate Marks /a $130.0

Less Planned Expenditures:

Rescission in CR $ 0.9M

Center Renewals /b $105.9M

System Support $ 7.7M

MEP Staff/Overhead $ 15.5M

________________

$130.0

Additional $15.7 in FY16 carryover supports second year of first round embedding 

projects, second round of embedding projects and third round of embedding projects, new 

performance-based rolling funding opportunity, additional contracts.

a) $76.0 Million available during the Continuing Resolution (amount calculated based on FY16 appropriated budget of $130 

million), through 4/28/2017.

b) Renewals for all centers providing at least 12 months funding from FY 2016 / FY 2017 funds.

www.nist.gov/mep mfg@nist.gov (301)975-5020
MEP Overview

American Innovation & Competitiveness Act

January 6, 2017 - Became Public Law No: 114-329

 Makes 1:1 cost share permanent

 3

rd & 8th year panel reviews

 5

th year review to continue funding

 Recompetition after 10 years

 Community college representative on MEP Advisory Board

 Strengthened center oversight boards

 Reports about cost share changes – some require input from 

Board

11 www.nist.gov/mep mfg@nist.gov (301)975-5020
MEP Overview

Implementation of AICA

• How MEP plans to implement the change in cost 

share

– Starting with the 7 Centers that were not in the 

competition tranches

• Changes that are being made to panel reviews

– Purpose defined and process updated

• Advisory Board legislated changes made: 

– Now have 10 members; more will come shortly

– Already in compliance one community college member

12 www.nist.gov/mep mfg@nist.gov (301)975-5020
MEP Overview

State of MEP – Director’s Update

Board and Staffing Changes

–MEP Advisory Board 

– NIST MEP Staffing 

www.nist.gov/mep mfg@nist.gov (301)975-5020 13
MEP Overview

Board Member Changes

• Welcome New Member – LaDon Byars

• Welcome Potential Member – Mitch Magee

• Four members’ terms end in May – Eileen Guarino, 

Tommy Lee, Vickie Wessel and Ed Wolbert

• Additional six members in process for April 30th

meeting (including Mitch Magee, Jim Wright and 

Chris Weiser)

• New Chair – Jeff Wilcox in May

• New Vice Chair – Bernadine Hawes in May

14 www.nist.gov/mep mfg@nist.gov (301)975-5020
MEP Overview 15 www.nist.gov/mep mfg@nist.gov (301)975-5020
MEP Overview

State of MEP – Director’s Update

MEP Centers & System Developments

– Competitions

– Embedding Projects

– Performance-Based Rolling Funding Opportunity

–Center Impact Reporting

– Financial Reviews with Franklin & Turner

www.nist.gov/mep mfg@nist.gov (301)975-5020 16
MEP Overview

Status of MEP State Competitions

17 www.nist.gov/mep mfg@nist.gov (301)975-5020

• CO, CT, IN, MI, NC, NH, OR, TN, TX, VA

• Start date July 1, 2015

• Award Kick Off Meeting – July 28-30, 2015

Round 1 Competition of 10 

states: complete!

• AK, ID, IL, MN, NJ, NY, OK, WA, WV, WI

• Start date January 1, 2016

• Award Kick Off Meeting – January 20-21, 2016

Round 2 Competition in 10

states: complete!

• AL, AR, CA, GA, LA, MA, MO, MT, OH, PA, PR, UT, VT

• Start date October 1, 2016

• Award Kick Off Meeting – October 25-27, 2016

Round 3 Competition in 12 

states/PR: complete!

• DE, HI, IA, KS, ME, MS, NV, NM, ND, SC, WY

• Start date April 1, 2017

• Award Kick Off Meeting – April 4-6

, 2017

Round 4 Competition in 11 

states: complete!
MEP Overview

NextFlex, Flexible Hybrid Electronics

Clean Energy Smart Manufacturing Innovation 

Institute 

Digital Manufacturing and Design Innovation 

Institute (DMDII)

American Institute for Manufacturing 

Integrated Photonics (AIM Photonics)

Power America

Institute for Advanced Composites 

Manufacturing Innovation (IACMI)

Advanced Functional Fabrics of America 

(AFFOA)

America Makes

Lightweight Innovations for Tomorrow (LIFT)

18

MEP/Institute Embedding Pilot – Round 1 & 2 Awardees

California Manufacturing Technology Center

Illinois Manufacturing Excellence Center

New York State Department of Economic 

Development

North Carolina State University

The University of Tennessee (Center for 

Industrial Services)

Massachusetts MEP

Pennsylvania MEP

Michigan Manufacturing Technology Center

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MEP Overview

Embedding MEP into the Manufacturing USA Institutes - Status 

19

• 5 Projects totaling approx. $5.8m

• Start date October 1, 2016

• Award Kick Off Meeting – November 10, 2016

1

st Round: 5 Institutes: complete!

• 4 Projects totaling approx. $5m

• Start date January 15, 2017

• Award Kick Off Meeting – February 2, 2017

2

nd Round: 4 Institutes: complete!

• Target NOFO Publication – mid-late March 2017

• Up to approx. $6m available

• Anticipated Start Date – June/July 2017

• Award Kick Off Meeting – within 30 days of award start

3

rd Round: 5 Institutes: In Progress

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MEP Overview

Required Request for Information Prior to Performance-Based 

Rolling Notice of Funding Opportunity (NOFO)

Per 15 USC 278k(f), MEP must consult with the MEP Advisory Board, and small and medium-sized 

manufacturers when developing projects to solve new or emerging manufacturing problems

• Outreach efforts:

- E-Blast

- Key Partners (State Science &Technology Institute (SSTI), Information Technology and Innovation 

Foundation (ITIF), National Association of Manufacturers (NAM) and other partners)

- Center Directors & Board Members

• Closed January 13, 2017:

- Received approximately 52 responses

• Next Steps:

- Synopsis of Responses

- Share with MEP Advisory Board Members

- Post on MEP Website

Performance-Based Rolling NOFO

• Draft NOFO under NIST Review

• Target Publication – March/April 2017

www.nist.gov/mep mfg@nist.gov (301)975-5020 20
MEP Overview

Reporting Updates

• Change in client reporting

– Provide an option for centers to report clients/projects that are 

served beyond the 1:1 Match. 

• Survey response rate rose by 10 percentage points: rising from 

about 71% in Q1 2016 to 81% in Q4 2016.

21 www.nist.gov/mep mfg@nist.gov (301)975-5020
MEP Overview

Financial Reviews – Franklin & Turner

What we have done

– 9 Center Reviews Completed in FY2016

• Delivered Consolidated Report to Congress in August 2016

– 7 of 10 Center Reviews completed for FY2017

• 3 Reviews in March

• Consolidated Report will be presented for the 2nd year by May 2017

– Internal Process Review of NIST MEP and NIST Grants Management Division (GMD)

– Internal draft SOPs created for Cooperative Agreement Management and Product 

Development Policies and Procedures

– Creating an A-133 Compliance Supplement for the MEP Program. Working with GMD 

and FALD.

New Reviews in 2017 

– Completing contract for third and final year of contract. Will conduct an additional 10 

Center Reviews starting in August/September 2017.

Next steps

– Finalize SOPs and present to staff.

– Provide Consolidated Reports (2016 and 2017) to MEP System to share findings.

– Overview of findings at MEP Summit.

22 www.nist.gov/mep mfg@nist.gov (301) 975-5020
MEP Overview

State of MEP – Director’s Update

Programmatic Developments

– 2017 MEP National Summit

– Branding

–MATTR

–Memoranda of Understanding- DOE and APTAC 

www.nist.gov/mep mfg@nist.gov (301)975-5020 23
MEP Overview

2017 National Summit, Denver CO

• Board Dinner – April 29th / Board Meeting – April 30th

• Networking Event & Launch of Brand – April 30th

• Summit – May 1st – May 3rd (~60 breakout sessions)

• Anticipate 400-500 attendees

• Confirmed keynote speakers:

– Jay Rogers, CEO Local Motors

– Thom Singer, Author and Professional Speaker, with 

expertise in Building Professional Social Networks

– Matt Tyler, President / CEO Vickers Engineering

– Cindi Marsiglio, VP of U.S. Manufacturing, Walmart

24 www.nist.gov/mep mfg@nist.gov (301)975-5020
MEP Overview

MATTR

• MATTR = MEP-Assisted Technology and Technical 

Resource

• The vehicle by which to connect SMMs with NIST 

lab expertise

25 www.nist.gov/mep mfg@nist.gov (301)975-5020
MEP Overview

Partnerships with Department of Energy & APTAC

• MOU with Department of Energy

– Similar to NIST MEP MOU with DOD that provides a 

framework for MEP working with Mfg USA Institutes

– Signed February 28th

• MOU with Association for the Procurement 

Technical Assistance Centers (APTAC) to promote 

collaboration.

– Signing on April 12 in San Diego, CA

26 www.nist.gov/mep mfg@nist.gov (301)975-5020
MEP Overview

State of MEP – Director’s Update

New Administration

– New Secretary

– Presidential Memoranda

–Manufacturing 

– Increasing DOD Budget

www.nist.gov/mep mfg@nist.gov (301)975-5020 27
MEP Overview

New Administration

U.S. Department of CommerceSecretary Wilbur Ross confirmed 2/27/17

MEP’s involvement in Presidential Memoranda 

– Regulations

– Dakota/XL Pipeline

Great News for MEP!

Key Priorities are MEP Key Value Adds

– Manufacturing 

– Jobs

– Infrastructure

www.nist.gov/mep mfg@nist.gov (301)975-5020 28
MEP Overview

Making American Manufacturing Great!

www.nist.gov/mep mfg@nist.gov (301)975-5020 29
MEP Overview

Delivering Impacts for Clients

66,922 19,680 $3.5

Billion

$1.4

Billion

$7

Billion

$2.3

Billion

25,445

Manufacturers 

reached in FY16

30
MEP Overview

State of MEP – Director’s Update

Integrated Vision of MEP

– Branding the System

– Integrating strategy, with near-term 

future focus and the MEP brand

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MEP Overview 32

Building the MEP National Brand

• Need consistency of messaging

• Need clear brand meaning

• 75% CENTERS want national brand 

recognition

• Continuity of strategic alignment

• Reach more manufacturers and 

deliver on mission

WHY

to increase:

• national awareness and reach

• customer success / focus

and build:

• stronger, more effective alliances

• culture of value creation

• national brand curriculum

WHAT: Building a brand identity/image 

for the MEP National Network 

WHO: Everyone in the MEP National Network Value Chain. 

Working together to create and enhance the value of 

the MEP National Network

Delivering superior customer value =
MEP Overview

MEP’s Near – Term Future Focus

• National program emphasis on MEP being a GO-TO Trusted Advisor 

for U.S. manufacturers

• Focused on infusing technology, interconnectedness, and disrupted 

perspectives into:

 Production

 Business Strategy

 Manufacturing Infrastructure Connections

Industrial 

Revolutions

33
MEP Overview

“3-D-mentionalizing” the MEP System

34 www.nist.gov/mep mfg@nist.gov (301)975-5020

As the catalyst for transforming 

U.S. manufacturing 

today and in the future! 
MEP Overview 35 www.nist.gov/mep mfg@nist.gov (301)975-5020

Vision

Strategic: Goals and Plan

Future is Now: Forward Focused Networked System

Brand: America’s “Go-To” Trusted Advisor for Manufacturing

Changing the Way the World Defines Manufacturing

MISSION

“

“

To enhance the productivity and 

technological performance of U.S. 

Manufacturing.
www.nist.gov/mep mfg@nist.gov (301)975-5020 MEP Overview 36

Thank You!
MEP Advisory Board

Strategic Planning Sub-Committee

Vickie Wessel, NIST MEP Advisory Board Chair

Dave Cranmer, NIST MEP

Mike Simpson, NIST MEP
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 38

Overview

• Timelines

• Summaries from Stakeholder Meetings

• Summary Feedback from Stakeholders

• Proposed Structure of the Plan

• Vision

• Mission (Current & Proposed Changes)

• Themes and Objectives

• Format of the Detailed Plan

• What is Next?
MEP Overview

Strategic Plan 2017 Process Update

• MEP Advisory Board Strategic Planning Committee

– Started last March to update the prior plan

– Committee

• Vickie Wessel, Board Chair

• Bernadine Hawes, MEP Board member 

• Eileen Guarino , MEP Board member 

• Dave Cranmer, Co-chair 

• Mike Simpson & Wiza Lequin, Staff

– Conducted feedback sessions with several groups of 

stakeholders (CD, Ctr Boards, Practioneers, NIST MEP Staff 

and RFI)

– On track for a revised implementation plan by end of March

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MEP Overview

Implementation Plan Timeline

Sept 2016 –

Jan 2017

• Gathered Input from the MEP Board, Center Directors, Center Boards, Staff, and Partners 

Jan 2017

• Drafted Implementation Plan

Feb-Mar 2017

• Committee Reviewed Implementation Plan Progress – 3/2/2017

• Revise and Complete Review of Implementation Plan, NLT 3/23/2017

Mar-Apr 

2017

• Finalize Implementation Plan

• Obtain Full MEP AB concurrence, as well as partner and stakeholder feedback; April 15th

2017-2022

• Execute Implementation Plan

• Review and update every two years prior to the MEP Summit

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MEP Overview

Timeline – Gathering Stakeholder Inputs

Mar 2016-

Mar 2017

• MEP Advisory Board (including follow-on committee meetings)

Nov 2016–

Jan 2017

• Future is Now Group (Center Directors and Center Staff, 4 meetings, 2 face-to face meetings, 2 

Teleconferences)

Nov-Dec 

2016

• Center Directors and Board Chairs (9 calls completed: 52 participants, 46 centers)

14 Dec-Jan 

13, 2017

• RFI (53 Responses, 12 SMMs, 11 large companies, 3 associations, 4 vendors, 2 

universities, 1 agency, 13 MEP Centers)

Jan 23, 2017

• MEP Staff and Managers (37 Staff members including Leadership)

March 2017

• Final Thoughts and Comments (NIST MEP Managers & Staff, Advisory Board) 

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MEP Overview

Summary Regional Strategic Plan Discussion

42

Attendees: 41 Staff 31 Centers Conducted by RMs and Dave Cranmer

General comments and observations Four Strategic Pillars - general comments that all 4 pillars are strong ; most centers used 

NIST strategic plan as a baseline for own center strategic plans

Enhance Competitiveness Champion Manufacturing Partnerships Develop Capabilities

-Challenge is how mission is actually implemented

-MEP needs greater agility

-current format works well

-Center Directors volunteered to support development of 

plan

-how have we measured progress in each pillar; what 

metrics? 4 pillars but measures only 1

-Need a timeline

-talk about small & rural manufacturer

-how does each pillar connect?

-from planning into implementation and tying measures 

to Cooperative agreement

-limit options not create

-4 pillars speak to system, keep simple, this is who we are

-Keep focus on helping manufacturer

-center to center collaboration, sharing (maybe measure 

that at a high level to encourage centers to work 

together)

-clarity where we need to be in 2-5 years helpful and what 

trying to achieve

-strategic goals need to be exciting

-consider cost and time when asking centers to take on 

new task and how they will monetize

-is Strat plan for what NIST will do or influence what 

centers will do?

-biggest thing is supply chain, Supply chain 4.0

-greater focus on understanding 

how technology is growing; 

-opportunity to be primary conduit 

of tech transfer-needs to be 

addressed

-word Workforce not found in 

pillars

-Big data, area MEP need to grow 

into

-Centers need information that 

they don’t have resources to 

develop

-challenge getting our heads 

around Manufacturing 4.0 

-identify trends that are coming 

down and develop capabilities

-Emphasis on supply chain

-nothing addresses legislative 

outreach, important

-branding

-how do we remain relevant to 

our state and nationally? Need to 

accelerate this

-promote nationally what NIST 

needs to do

-the voice vs a voice of mftg

-national brand that encompass 

the 51 centers

-ROI in each pillar

-Need clarity of role of 

stakeholders/expectations

-how do we share expertise 

across, where are 3rd party experts 

mentioned

-objective around involvement in 

Manufacturing USA

-objective on FIN group work

- data as a service not objective 

but tactic –(downplay)

-what in the plan do we have for 

education & development of 

internal capabilities

-succession planning, EL good, 

looking forward to EL 2.0

-focused internally, not sure what it 

does for manufacturers

-maybe reword this objective, good 

to have internal focus

-Nothing on financial viability of 

centers

-see the word “system” but not see 

“network”

-language around working together 

as a system need to be more 

intentional

-learning organization

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MEP Overview

Summary of Responses: Request for Information

43

RFI Responses (5 questions)

1) Key problems facing manufacturers 2) What advanced manufacturing technologies needed by manufacturers 3) Technologies/business models important to manufacturers to participate in supply chain 4) What business services needed by manufacturers at 

company or supply chain level 5) Critical issues to consider in MEP strategic plan not covered in first 4 questions.

11 Large companies 12 SMMs 7 Vendors/Associations 1 Agency/ 2 Universities 13 MEP Centers

-diminishing manufacturing 

sources and expertise

-SMMs critical process 

accreditation

-Company integration of Industry 

4.0 technologies 

-adoption of new industrial 

technologies, push down to supply 

chain

-information building workshops 

about advanced manufacturing 

technologies to SMMs

-cybersecurity

-Tax breaks

-Big Data

-Internet of things

-SMMs do not have the tools and 

mechanics to manage supply base

-ERP/MRP or other supply chain 

software

-supplier evaluation

-Stakeholders involvement

-finding right people with right 

skills

-price of commodities and foreign 

policies

-lack of infrastructure spending

-access to usable data and 

information and training to 

understand place in supply chain

-decision support systems to 

bridge gap in expertise & training 

-best practices

-Automation

-Government regulations

-metrics, methods

-key critical success factors related 

to performance 

-inventory management

-capabilities across secondary and 

tertiary supplier networks 

-need to be heard

-clean green and small parts 

manufacturing technologies

-educate children about 

manufacturing

- SMMs have little 

understanding of how to build 

a supply chain

-enabling technologies 

-access to critical 

manufacturing technologies 

and important resources, 

SMMs should not have to 

develop these themselves 

-SMMs business model 

-credentialing workforce

-Manufacturers lack 

understanding of the pace of 

exponential change

-threat of foreign suppliers

-SMMs must have a voice in 

strategic planning process

-Cost reduction and increased 

capacity

-Executive program on 

workforce skills and supply 

chain management

-collaboration between 

industry, policy makers and 

higher education

-cybersecurity 

-MEP and University 

partnership

-understanding changing 

market demographics

-CRM systems

-Incorporating critical emerging 

technologies 

-programs to teach workforce 

skills

- business growth

-technology advances from 

variety of sources

-strategic planning

-Enterprise Leadership

-Growth

-Productivity

-critical process supplier 

accreditation in Aerospace and 

medical device industry

-supply chain programs

-access to capital

-Robotics

-Cybersecurity

-Automation and Integration

-Quality management

-International supply chain 

management and analysis

-Marketing

-developing pipeline of talent

-soft skills, Leading change

-computer software

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MEP Overview

Summary of Feedback: Future is Now Group 

44

FUTURE IS NOW GROUP

Vision: Be the “Go-To” Organization for Manufacturing

Network: System of Centers that collectively act on a national or regional basis to provide solutions to the 

future and current needs of small and medium-sized manufacturers

Enhance Competitiveness Champion Manufacturing Support Partnerships Develop Capabilities

Make U.S. Manufacturing 

dramatically more successful

Serves as a voice to/for 

manufacturing/manufacturers

Support national, state, and 

regional manufacturing ecosystems and partnerships

Develop MEPs capabilities as a 

learning organization and high 

performance system

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MEP Overview

Structure of the Current Strategic Plan

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MEP Overview

Summary of Feed Back Sessions

• Audience - NIST MEP, Center, Both, Who Else?

• Detail – Definition below the Strategic Objectives?

• Measures - What are the Measures of Success?

• Prioritization – What’s Needed, When and by Whom?

• Workload- How does my Work fit into the Plan?

• Resourcing - Not Enough Resources to do it all

• Alignment – With FIN, Brand, Working Groups, 

Summit, MEP Centers, NIST MEP

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MEP Overview

Structure of the Proposed Plan

Executive Summary

Detailed Plan

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MEP Overview

Why have a Strategic Plan?

• Purpose - The purpose of this strategic plan is to 

provide long-term, program direction for MEP 

Network and to unite and align stakeholders, 

partners, management and staff with this direction. 

Provide guidance on what NOT to do as well as 

what to do.

www.nist.gov/mep mfg@nist.gov (301) 975-5020
MEP Overview

Implementation Plan Structure

(Strategy and Operations)

www.nist.gov/mep mfg@nist.gov (301) 975-5020 49
MEP Overview

Mission Statement (aka Core Purpose)

The core purpose is the reason that MEP exists. It is a self-imposed duty that reflects 

our reason to work, captures the essence of MEP’s soul, and should last 100 years no 

matter how technology or business practices change.

• Current Mission – Enhance the productivity and technology performance of 

US Manufacturing

• Proposed Mission – Act as the catalyst for strategically transforming U.S. 

manufacturing industries and supply chains to continually position U.S. 

manufacturing for growth in the global marketplace.

An agile and robust manufacturing capability is the critical asset required in any 

economy’s ability to fuel continued advances in the standard of living of its population. 

We achieve our core purpose by enabling U.S. manufacturers to be the recognized 

world leaders in efficiency, technology, and growth where technology enables 

process innovation and new product development, leading to enhanced productivity 

and profitability.

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MEP Overview

Why have a Vision Statement?

• This strategic plan is intended to clearly define the shared 

beliefs, values, direction, and envisioned future for MEP. 

• This strategic plan supports and is aligned with MEP’s vision. 

• The vision is a set of beliefs and outcomes that are shared by 

employees and stakeholders; they remain constant over a 

very long time, decades or more. 

• The beliefs include the mission (core purpose) of MEP and its 

core values. 

• The primary long-term outcome is described in a five-year 

vivid description of what MEP can accomplish. 

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MEP Overview

Vision Statement

A vision represents the mission, values and future 

state of MEP. The vision includes MEP’s:

– Core Purpose and Core Values, 

– Driving Force, 

– Significant Long-Term Goal, and 

– Five-Year Vivid Description.

www.nist.gov/mep mfg@nist.gov (301) 975-5020
MEP Overview

Core Values (from the Brand Project)

The core values are the few strong and enduring beliefs that MEP holds to be true. 

They are the beliefs that are most important to the MEP brand and require no external 

justification. We hold ourselves and each other accountable to these stated values and 

will not compromise them.

Needs of Industry: We are passionate about advancing manufacturing.

Customer Focus: We care deeply about serving manufacturers.

People: We empower one another through collaboration.

Excellence: We are rooted by our deep experience in manufacturing. 

Results Driven: We are not afraid to roll up our sleeves.

Accountability: We look ahead to the future of manufacturing.

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MEP Overview

Driving Force

The driving force is the singular force or motive that propels the network and 

determines the nature of MEP’s products, customers, market segments, and 

geographic areas. There can be only one driving force. 

U.S. Manufacturing must Continuously Grow Globally in 

order to ensure the long-term strength of U.S. 

Manufacturing and the U.S. Economy.

(If not us, then who?)

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MEP Overview

Significant Long Term Goal

A significant long term goal, is the rallying cry for the network. Attainment of the

goal is almost unimaginable, it is so big and awesome – and yet if it were

attained, we will have made an incredible leap toward achieving our core

purpose. The timeframe for this goal is consistent with the vivid description.

For exampleWe are the go-to/first-call transformational 

resource for U.S. manufacturing, and impact 4x 

the number of SMMs across the country by 2027.

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MEP Overview

Five -Year Vivid Description

Changing the Way the World defines Manufacturing ...

– U.S. Manufacturing – Companies need to embrace the 

Mfg 4.0 approach in order to compete globally

– MEP’s – Today’s Trusted Advisors need to evolve in order 

to Strategically Transform More Manufacturers to be able 

to Compete Globally

– MEP System – Known and Understood by all 

Manufacturing Stakeholders

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MEP Overview

Current Plan 2014-2017

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MEP Overview

Themes

• Transform Manufacturing

– Global Competition

– Transformational Services

– Trusted Advisor for 

Transformation

– Growth Services

– Mfg 4.0 and Beyond

– Supplier Development

• Image and Identity

– Manufacturing Day

– Go-to Organization

– Branding

– Image of Manufacturing

– MEP Advisory & Ctr Board 

Engagement

• Process Innov. & New Products

– Process Innovation through 

Technology

– New Product Development

– Technology Awareness

– Technology Deployment

– Manufacturing USA

– Embedding Staff in NNMIs

• Infrastructure

– Manufacturing Ecosystem

– Ctr vs Network vs System

– Learning Organization

• MEP University

• Communities of Practice

– Summit

– Market Knowledge

– Market Intelligence

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MEP Overview

5-year Milestone

FY SG 1 –

Enhanced 

Competitiveness

SG 2 -

Champion 

Manufacturing

SG 3 -

Support 

Partnership

SG 4 -

Develop 

Capabilities

Performance

Measure

2017- 2018 • SO 1

• SO 2

• SO 3

• SO 1 • SO 1

• SO 2

• SG 1 TBD

2019 - 2020 • SO 1 (cont)

• SO 3 (cont)

• SO 4

2021 – 2022 • SO 4 (cont)

• SO 5

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MEP Overview

2017-2018 – SG 1

Strategic 

Goals and 

Measures

Strategic

Objectives

Activities Tasks Implementatio

n

Responsibility

Success

Measures

SG 1 SO 1 Activity1 Task 1 NIST MEP TBD

Activity 2 Task 1

Task 2

Task 3

MEP Center

NIST MEP

Working Grp

TBD

SO 2 Activity 1 Task 1

Task 2

Task 3

TBD

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MEP Overview

What is Next?

Week of March 

19th 

• Discuss Revised Plan with the Committee

• Update Plan and Send to Full Advisory Board for Comments 

Week of March 

26th

• Share Updated Plan with initial focus groups for feedback

Week of April 

9th 

• Obtain Full MEP Advisory Board concurrence

• Prepare Final Draft for NIST Leadership Review and Comments

Week of April 

15th

• Finalize Implementation Plan, and Submit for Final Approvals

2017-2022

• Execute Implementation Plan

• Review and update every two years prior to the MEP Summit

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MEP Overview

THANK YOU!

COMMENTS & QUESTIONS?

MEP Advisory Board Strategic Planning Sub-Committee

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MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 63

Morning Break
Connecting User Facilities and Labs 

with SMMs

Jeff Wilcox, NIST MEP Advisory Board Vice Chair

David Stieren, NIST MEP
MEP Overview

MEP National Advisory Board

 May 2015: MEP Technology Acceleration Implementation Plan 

Recommendations: 

“MEP should give priority to developing and implementing Technology Acceleration 

opportunities with NIST labs and National Network for Manufacturing Innovation (NNMI) 

Institutes over the next year, while also pursuing emerging collaboration with DOE labs.”

 March 2016: NIST Director Charge to the Board: 

“Guidance on the development of a protocol to connect user facilities, research, and 

technologies at NIST and other federal laboratories with small and mid-sized 

manufacturers...”

“The Board is requested to provide advice concerning the MEP Program methods to 

connect NIST resources to the MEP network for the benefit of U.S. small and mediumsized manufacturers.”

STRATEGY DRIVERS: Leveraging MEP to Connect 

Small Manufacturers with NIST Laboratories

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MEP Overview

• American Innovation and Competitiveness Act, Public Law 114-389 (2017)

 “The Director of NIST, ..., shall develop and implement a comprehensive strategic plan for 

laboratory programs that expands

(1) interactions with academia, international researchers, and industry; and

(2) commercial and industrial applications.”

 The objective of the [MEP] Program shall be to enhance competitiveness, productivity, and 

technological performance in United States manufacturing through

(1) the transfer of manufacturing technology and techniques developed at the Institute to Centers and, 

through them, to manufacturing companies throughout the United States;

(2) the participation of individuals from industry, institutions of higher education, State governments, other 

Federal agencies, and, when appropriate, the Institute in cooperative technology transfer activities;

(3) efforts to make new manufacturing technology, processes usable by US-based small, medium-sized 

companies;

(4) the active dissemination of scientific, engineering, technical, and management information about 

manufacturing to industrial firms, including small and medium-sized manufacturing companies;

STRATEGY DRIVERS: Leveraging MEP to Connect 

Small Manufacturers with NIST Laboratories

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MEP Overview

Since September Advisory Board 

Meeting in Detroit

67

• NIST MEP has re-examined its plans for connecting 

SMMs with NIST Labs

 Result is preliminary design and initial pilot testing of MATTR to 

connect SMMs with NIST Labs thru MEP Centers – details 

follow in coming slides.

 Dr. Marlon Walker, a research chemist from the NIST Materials 

Measurement Lab, is serving a staff detail to NIST MEP and 

leading this effort

 Clara Asmail has left NIST and is now working at the U.S. DOE.

www.nist.gov/mep mfg@nist.gov (301) 975-5020
MEP Overview

Also Since September Advisory Board 

Meeting in Detroit

68

• NIST MEP has kicked off 9 pilot projects to embed MEP personnel at Mfg USA 

Institutes to 

 Transfer technology from Institutes to small U.S. manufacturers 

 Create approaches to engage small manufacturers in Institute work via hands-on 

assistance mechanisms, services such as those offered by MEP Centers

 Develop and test business models by which MEP Centers and Institutes can serve 

needs of small U.S. manufacturers in Institute technology areas

 Facilitate knowledge, best practice sharing between Institutes, MEP Centers

 Cultivate an enhanced nationwide network of partnerships among Institutes and 

MEP Centers for benefit of small U.S. manufacturers

• NIST MEP is planning addl. NOFO to embed MEP personnel at remaining 5 

Mfg USA Institutes where MEP personnel are not currently embedded.

• Brief details follow at end of this presentation

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MEP Overview

What is MATTR and why does MEP need to create it?

69

MATTR = 

MEP-Assisted Technology and Technical Resource

Connecting SMMs to NIST Labs:

The Creation of MATTR

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MEP Overview

• the vehicle by which technical expertise and 

resources of NIST Laboratories can be utilized by 

Small and Medium-sized manufacturers throughout 

the Nation

• a bi-directional conduit in which NIST staff can 

share NIST manufacturing technology with MEP 

center clients and learn needs of a manufacturing 

area to help focus and direct NIST research to help 

address these relevant needs

70

MATTR Is ....

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MEP Overview 71

How Does MATTR Work?

Query

and Connection:

SMM-Initiated

Query

and Connection:

NIST 

Labs-Initiated

• The key to the MATTR mechanism is dedicated NIST MEP 

personnel conducting triage to field, document, respond to requests 

in either direction.

• NIST MEP triage is based upon understanding of and connections 

to NIST Lab capabilities, as well as MEP Center efforts

• Follow-up reporting is included, as well.

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MEP Overview

Requests to Initiate MATTR

72

SMM-INITIATED MATTR REQUEST FOR ASSISTANCE

Name of Manufacturing Company POC:

Date:

Phone:

Website:

Company address:

Description of company product line(s) and industries served:

Description of specific area where company is seeking assistance and specific 

assistance being sought:

Name of MEP Center POC and MEP Center:

Phone:

Email:

____________________________________________________________________

Date of NIST MEP MATTR Receipt of Request:

Forwarded to NIST Technical Staff? Yes No

If no, description why:

NIST staff contacted:

Phone:

Email:

Outcome:

Next steps:

Other comments from NIST MEP MATTR:

NIST LAB-INITIATED MATTR REQUEST FOR INFO

Name of NIST Division, Group, and POC:

Date:

Phone:

NIST email address:

Description of focus areas in which there are measurement science, 

calibrations, or standards needs:

_______________________________________________________________

Date of NIST MEP MATTR Receipt of Request:

Referred to which MEP centers and SMMs?

Referred to Trade groups and if so, which one(s)?

Forwarded to Consortia or Associations and if so, which one(s)?

If not referred, why?

Next steps:

Other comments from NIST MEP MATTR:

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MEP Overview

Marlon L. Walker, Ph.D.

Research Chemist, Materials Measurement Science Division

Material Measurement Laboratory, NIST

marlon.walker@nist.gov

301-975-5593

Selected publications:

Rykaczewski, K; Paxson, A T; Staymates, M, Walker, M L; Sun, X D; Anand, S; Srinivasan, S; McKinley, GH; 

Chinn, J; Scott, J H J; and **Varanasi, K K; “Dropwise Condensation of Low Surface Tension Fluids on 

Omniphobic Surfaces,” Scientific Reports, 4, 4158, 2014. 

Vaish A; Vanderah D J; Vierling R; Crawshaw F; Gallagher D T; **Walker M L; “Membrane Protein Resistance of 

Oligo(ethylene oxide) Self-assembled Monolayers” Colloids and Surfaces B: Biointerfaces., 122, 552, 2014. 

Vaish, Amit; Vanderah, David J; Richter, Lee J; Dimitriou, Michael; Steffens, Kristen L; and **Walker, Marlon L; 

“Dithiol-based modification of poly(dopamine): enabling protein resistance via short-chain ethylene oxide 

oligomers”, Chem. Commun., 51, 6591, 2015. 

Current Research Interests: Engineered soft surfaces with tailored hydrophobic

and/or oleophobic properties; functionalized Au nanoparticles for novel metrological

applications; dynamic, real-time in-situ (liquid) spectroscopic ellipsometry of thin

organic films, including characterization of protein adsorption resistance of such

films, thiol/dithiol-terminated oligo(ethylene oxide) self-assembled monolayers .

73

In situ spectroscopic ellipsometry, spectroscopic ellipsometry, contact angle goniometry, scanned 

– probe microscopy, soft-surface modification

Relevant equipment 

or techniques used in 

research:

Identifying NIST Laboratory Capabilities

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MEP Overview

Steps Needed to Implement MATTR

74

 Focus groups of NIST scientific staff members (Dec 2016)

 NIST Division Chief Critique (Dec 2016)

 MEP Center input (Jan-Mar 2017 / ongoing)

 Associate Director for Laboratory Programs approval (Feb 2017)

 NIST OU Leadership Input (Feb 2017)

• MEP Advisory Board Feedback (Mar 2017 / ongoing)

• NIST Leadership Board approval (TBD)

• Pilot program roll-out (2017)

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MEP Overview

Concluding Thoughts - MATTR

75

• The simplicity of MATTR underpins its likelihood for success. 

 NIST buy-in is happening bottom-up and top-down.

 MEP Centers are kept in loop throughout process.

 NIST MEP plays critical, value-adding role – bi-directional value add...

 NIST MEP dedicates knowledgeable staff resources to operate MATTR.

 Connections are based on person – to – person interactions, vs a complex 

system or database (which may eventually flow from MATTR ops...)

 Overall MATTR value is bi-directional: SMMs to NIST Labs, and vice versa.

• MATTR is authoritatively warranted and strategically important to MEP

 Critical to MEP success in becoming GO-TO Trusted Advisors to U.S. 

manufacturers enabling Manufacturing 4.0.

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MEP Overview

Embedding MEP into Manufacturing USA Institutes

76

Lead MEP Center Primary Manufacturing USA Institute

California Manufacturing Technology Center NextFlex, Flexible Hybrid Electronics

Clean Energy Smart Manufacturing Innovation Institute

Illinois Manufacturing Excellence Center Digital Manufacturing and Design Innovation Institute (DMDII)

New York State Department of Economic 

Development

American Institute for Manufacturing Integrated Photonics (AIM 

Photonics)

North Carolina State University PowerAmerica

The University of Tennessee (Center for 

Industrial Services)

Institute for Advanced Composites Manufacturing Innovation

(IACMI)

Massachusetts MEP Advanced Functional Fabrics of America (AFFOA)

Pennsylvania MEP America Makes

Michigan Manufacturing Technology Center Lightweight Innovations for Tomorrow (LIFT)

Pilot Projects Underway

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MEP Overview

Embedding MEP into Manufacturing USA Institutes

77

Remaining Institutes Where MEP is NOT Yet Embedded (*)

* * *

*

*

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MEP Overview

Concluding Thoughts – Embedding MEP 

into Manufacturing USA Institutes

78

• Manufacturing USA Institutes and MEP have mission-centric focus on 

U.S. manufacturers – especially small manufacturers

 Institutes need to connect with small manufacturers on large scale to maximize impact

 The national MEP network provides hands-on assistance to thousands of small U.S. 

manufacturers annually – and has a focus on accelerating technology to small U.S. 

manufacturers

• MEP Centers serve as trusted advisers to small U.S. manufacturers

 The portfolio of Embedding Projects has the potential to transform the Manufacturing 

USA approach to serving small U.S. manufacturers

 The portfolio of Embedding Projects also has the potential to transform MEP’s 

approach to serving small U.S. manufacturers

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MEP Overview

Questions / Discussion?

79 www.nist.gov/mep mfg@nist.gov (301) 975-5020
MEP Learning Organization

Carolyn Cason, NIST MEP Advisory Board 

Mary Pacelli, NIST MEP
MEP Overview

Agenda

• Current State

– Survey summary

– Focus group Analysis

• High-level ‘vision

– Key components

– Recommended priorities

– Near-term actions -- potential

• Questions/Discussion

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MEP Overview

MEP Learning Organization

Learning Organization is embedded in one of the MEP Strategic 

Goals:

Strategic Goal 4: 

• Develop MEP’s capabilities as a learning organization and high performance system (Develop 

Capabilities)

– Strategic Objective: Promote system learning

– Strategic Objective: Continue administrative reform 

The 2016 Charge to the MEP Advisory Board from Dr. Willie May:

Recommendations on the establishment of an MEP Learning Organization which would 

be a continuance and further development that came out of the Board Governance 

charge

• MEP plans to have the first comprehensive gathering of the Network since 2012 in 2017 to 

strengthen connections and reacquaint MEP staff with sharing best practices

• Working Groups and Communities of Practice will be reestablished and the MEP University 

will be reborn

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MEP Overview

MEP Learning Organization – Why?

To create a national framework to enable Center’s to 

focus on and gain access to:

• best practices

• knowledge and education 

designed to enhance Center 

performance

• expanded market penetration

• technology transfer

• increased client top and bottom 

line performance

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MEP Overview

System

– Rapidly identify and transfer best practices

– Efficiently develop and share resources across centers

Centers

– Analyze gaps in service delivery and identify possible resources to 

remedy

– Establish a culture of continuous improvement

– Contribute to system learning

Staff

– Access development resources to gain capabilities

– Contribute to center and system learning

MEP Learning Organization – Who?

84 www.nist.gov/mep mfg@nist.gov (301) 975-5020
MEP Overview

Purpose:

To provide guidance to shape the development of an integrated MEP 

Learning Organization. 

About Learning Organization 

Establish a mind set in the network to contribute to the expansion of shared knowledge for 

the continuous improvement of centers in their service to clients

Learning Organization: Culture, system, Sharing of knowledge across the network

Charter: Advisory Board Sub-Committee on MEP Learning Organization

MEP Team Contacts: 

• Mary Ann Pacelli NIST MEP

• Jeff Lucas NIST MEP

• Dileep Thatte NIST MEP

• Megan Spangler NIST MEP

Objectives: The Advisory Board Sub-Committee on Learning Organization will:

• Define the target audience

• Identify needs – needs analysis

• Asset Map of what’s currently in the system

• Develop the key components of a long term strategy to include:

• MEPU-type system

• Network Summits and Updates

• Working Groups and Communities of Practice

• Define Metrics

• Prioritize key activities

• Identify resource needs

Schedule: 

• Launch Sub-Committee initiate first meeting May 5, 2016

• Confirm Charter and present draft to Advisory board May 19, 2016

• Action Plan meeting June 9, 2016

• Needs Analysis -- Survey June – August

• Activity Update to board Sept. board meeting

• Focus groups and analysis Oct

• Draft plan/recommendations Dec. 

• Final Recommendation Plan March 2017

Opportunities for Center Input

• Survey

• Focus Groups

• CLT for planning

• Center participation in on-going plan and 

sustaining

Critical Issues:

• Center input to shape update meetings 

and National summit is critical

• To re-launch MEPU type system– will 

require outside resources. Need to 

consider timeline for inviting consultants

85

Board Committee Members: 

• Carolyn Cason, Chair

• Kathay Rennals

• Tommy Lee

Center Leadership Team - Volunteers

Tom Bugnitz-CO

Dusty Cruise -- MO

John Kennedy—NJ

Misty DePrist – TN

Pat Giavara--VT

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MEP Overview

Center 

focused 

Learning

• MEP processes

• Staff Development

• Strategic Planning

• Coaching

• HR Support – succession planning, 

recruit/retain

Client 

focused 

Learning

• New Technology—Additive, 

Digital

• Client Services – TDMI, Lean, 

Export....

• C-level consulting

• New Program development

Future 

Tech 

focused 

Learning

• Sharing Best Practices –

Summits/conferences

• Working Groups

• Networking platforms (MEP Connect 

or other)

MEP Learning Organization

86 www.nist.gov/mep mfg@nist.gov (301) 975-5020
MEP Overview

MEP Learning Organization – Survey

• Survey was distributed by FME via their email 

distribution

• Email distribution is to Center Directors and other Center 

Staff that are FME members

• Total number of respondents was 42

• Cannot determine number of discrete center 

responses

• Summary Presented to Advisory Board in Sept.

• Next step plan – Virtual Focus group sessions

• With Center Directors and Staff

• Goal: Gain Clarification on survey responses

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MEP Overview

Center Focus Groups

• 4 opportunities: October 12th, 13th and 20th (am & pm)

• Total participation: 51

• Questions:

– Clarification of needs for client services:

• Operation excellence

• Top Line Growth

– Clarification of needs for Center Operations

– Prioritization

• What will give you biggest return in next 12 months

– Are you interested in participating on an advisory team?

88 www.nist.gov/mep mfg@nist.gov (301) 975-5020
MEP Overview

MEP 

Knowledge 

Base

MEP 

Network 

Learning

MEP Best 

Practices

MEP 

Future 

Needs 

Sensing

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MEP Overview

MEP Knowledge Base

Programs to meet the needs 

of Client needs and Center 

operations.

• Define what

• Descriptions of content

• Does Course Exist?

• Make or Buy-Internal or 

external

• Team Vetting

• Keyword Searchable

• Make affordable

• Schedules

• Payments

• Materials

• Trainers

• Evaluation process –

measure success

MEP Network Learning

Process to allow centers to 

connect to systems 

expertise

• Engage Community

• Capture Systems’ Expertise

• Provide Guidance

• Process to Share Expertise

• Keyword Searchable

• Cross Center Mentoring (ex. 

Emerging Leaders)

• Community of Practice (s) –

need to define and structure

• 2 Way Communications

MEP Best Practices

Clearing house 

• Catalog of past summits, 

meetings

• Targeted Working Groups

• Tools/Resources (i.e. 

articles, blogs, recordings, 

etc.)

• Static

• 1 Way Communication

• Searchable, rated

MEP Future Needs Sensing

Process/system to gather 

and disseminate 

information to inform for 

trends, future development

• Trends/Informational

• Manufacturing USA

• National Labs

• External Sources

MEP LEARNING SYSTEM

Processes needed: for startup, for sustaining, for evaluating success

Platform needed: access, info storage, info sharing, registration, tracking

Resources needed: staff to develop and implement, funding for platform, Staff for on-going 

content and upkeep

90 www.nist.gov/mep mfg@nist.gov (301) 975-5020
MEP Overview

MEP Knowledge Base

Of programs, regulations, 

staff experts to share

• Define

• Descriptions

• Courses

• Provide Examples

• Does Course Exist?

• Make or Buy

• Team Vetting

• Keyword Searchable

• Make affordable

• Schedules

• Payments

• Materials

• Trainers

• Evaluation process –

measure success

This could become MEPU

• Need to determine platform 

• Planning needs to define:

• What gets in

• How it gets developed or accessed –

standards for development

• Pay or not pay – would be TBD based on 

each program

• Refresh/sustaining

• Needs fulltime resource attention

• Topics to include (based on surveys and staff input:

• New Lean? -- Kata

• ExportTech

• TDMI/TS

• Sales training

• Project Management 

• Programs could be developed in-house, outside, 

buy existing

• How does Emerging Leaders inform

MEP Best Practices

Clearing house 

• Catalog of past summits, 

meetings

• Targeted Working Groups

• Tools/Resources (i.e. 

articles, blogs, recordings, 

etc.)

• Static

• 1 Way Communication

• Searchable, rated

91 www.nist.gov/mep mfg@nist.gov (301) 975-5020
MEP Overview

As a result of Future us Now meeting:

• These are important

• The Center FIN team/group to help in defining this

• Coordination would focus on tech platform first. We 

should coordinate looking for a package to meet 

needs of MEPU and networking, knowledge sharing

Some decisions to consider:

• Tech platform

• Formal vs informal – need to define

• Communities of Practice – define

Start up

• Outline an expert share plan

• Who to manage

• Centers responsibilities

• How does Emerging Leaders inform

• Key is coordination of this with Knowledge Base

MEP Network Learning

Process to allow centers to connect 

to systems expertise

• Engage Community

• Capture Systems’ Expertise

• Provide Guidance

• Process to Share Expertise

• Keyword Searchable

• Cross Center Mentoring (ex. 

Emerging Leaders)

• Community of Practice (s) – need to 

define and structure

• 2 Way Communications

92 www.nist.gov/mep mfg@nist.gov (301) 975-5020
MEP Overview

MEP Future Needs Sensing 

Process/system to gather and disseminate 

information to inform for trends, future 

development

• Trends/Informational

• Manufacturing USA

• National Labs

• External Sources

Process needed to 

continually identify future 

trends, translate to 

potential needs in centers, 

and inform Knowledge 

Base, Network Learning, 

Best Practices

93 www.nist.gov/mep mfg@nist.gov (301) 975-5020
MEP Overview

Recommended Priorities

• MEP-U type System

– Need a Technology Platform

– Process to determine what should the content be

– How to make it available

– How to sustain it 

• Resources – staff, contractors, partners, technology

• Ongoing for new content

• Continuous Learning: Communities of Practice, Working Groups

– Guidelines for startup and maintenance

– Resources

– Evaluation of outcomes

• Networking

– Summits/conferences 

• Resources, content, follow-up

• Evaluation of outcomes

94 www.nist.gov/mep mfg@nist.gov (301) 975-5020
MEP Overview

Current Actions

Current Planning Team:

• Drafting details of needs for a Technology Platform for MEPU –

Planning team with PPD Team Lead for Systems Deployment

– Critical components

– Expectations

– Drafting Statement of Work content for competitive bit release in late 

March/early April 

• Draft MEPU content start up 

– Assemble an implementation team (MEP staff and center reps)

– Develop Decision Matrix

– Pilot the decision matrix with Tech Platform start up

Systems Learning and Management Group

• Network Learning – Systems Learning and Management Group

– Define Communities of Practice and Working Groups

– Start/re-start current Groups

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MEP Overview

Discussion

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MEP Overview

Thank You

Stay Connected

Search NISTMEP or NIST_MEP

VISIT OUR BLOG! 

http://nistmep.blogs.govdelivery.com

Get the latest NISTMEP news at:

www.nist.gov/mep

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MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 98

Lunch Break

Important Note: Non-Federal Employees, if not escorted by NIST MEP, 

please return to the Main 14th Street Entrance by 1:00 p.m.
Presidential Memoranda

Phil Singerman, NIST Associate Director for 

Innovation and Industry Services

Earl Comstock, Director of the U.S. Department of 

Commerce, Office of Policy and Strategic Planning
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 100

RFI Questions -

Manufacturing Permitting Process:

• How many permits from a Federal agency are required to build, 

expand or operate your manufacturing facilities? 

• Which Federal agencies require permits and how long does it 

take to obtain them?

• Do any of the Federal permits overlap with (or duplicate) other 

federal permits or those required by State or local agencies? 

• If the answer is yes, how many permits? From which Federal 

agencies?

• Briefly describe the most onerous part of your permitting process.
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 101

RFI Questions -

Manufacturing Permitting Process:

• Briefly describe the most onerous part of your permitting process.

• If you could make one change to the Federal permitting process 

applicable to your manufacturing business or facilities, what 

would it be? 

• How could the permitting process be modified to better suit your 

needs?

• Are there Federal, State, or local agencies that you have worked 

with on permitting whose practices should be widely 

implemented? What is it you like about those practices?
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 102

RFI Questions -

Regulatory Burden/Compliance:

• Please list the top four regulations that you believe are most 

burdensome for your manufacturing business. Please identify the 

agency that issues each one. Specific citation of codes from the 

Code of Federal Regulations would be appreciated.

• How could regulatory compliance be simplified within your 

industry or sector?

• Please provide any other specific recommendations, not 

addressed by the questions above, that you believe would help 

reduce unnecessary Federal agency regulation of your business.
MEP Network Brand 

Advisory Board Update | 3.7.17
Building a cohesive National 

Network brand identity and 

value proposition.

WHAT WE’RE DOING

There is a lot of noise about 

manufacturing, and MEP gets 

lost in it. A unified National 

Network brand is critical for 

long-term survival.

WHY WE’RE DOING IT

We will collectively build it 

together and choose to go in 

a direction that encompasses 

the diversity of the national 

network.

OUR COMMITMENT
MEP Overview

Discovery & Research: Key Insights

• Strength of the MEP Network

• Benefits to Centers

• Disconnect with target audiences

• SMM mindset

• SMM perception of Centers

www.nist.gov/mep mfg@nist.gov (301) 975-5020 105
MEP Overview

Brand Blueprint

www.nist.gov/mep mfg@nist.gov (301) 975-5020 106
Brand Reveal, 

National Summit 

4.30.17

Building the brand from the inside out.
MEP Overview 10

8

Afternoon Break

www.nist.gov/mep mfg@nist.gov (301) 975-5020
NIST MEP Advisory Board Governance

Vickie Wessel, NIST MEP Advisory Board Chair

David Spence, Office of the General Counsel

Dave Cranmer, NIST MEP
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 110

NIST MEP Advisory Board Governance

• Ethics Briefing

• 2017 Charter Update

• Proposed MEP Advisory Board – Bylaws

– Quorum

– Attendance 

– Succession
Wrap Up/Public Comments

Vickie Wessel, NIST MEP Advisory Board Chair

Carroll Thomas, NIST MEP Director
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 112

Thank You!

• Date of next board meeting:

– April 30, 2017, Pre-Summit!