MEP Advisory Board Meeting

September 15, 2016

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

Agenda

Time Topic Lead

8:00 – 8:05am Meeting Logistics Cheryl Gendron, NIST MEP

8:05 – 8:20 am Welcome, Introductions: Opening Remarks, Board 

and Audience Introductions, Introduce New Board 

Member

Vickie Wessel, Chair, MEP Advisory Board

Carroll Thomas, NIST MEP Director

8:20 – 9:00 am MEP Director’s Update Carroll Thomas, NIST MEP Director

9:00 – 10:00 am Trends in Economic Development Impacting the MEP 

System 

Dan Berglund, SSTI

10:00 – 10:15 am Break

10:15 – 11:00 am MEP Strategic Plan 2017-2022; Update from board 

working committee

Vickie Wessel, Chair, MEP Advisory Board

Dave Cranmer, Deputy Director, NIST MEP

11:00 – 12:15 pm Connecting User Facilities and Labs with SMMs; 

Update from board working committee

Jeff Wilcox, Vice Chair, MEP Advisory Board

Clara Asmail, NIST MEP

12:15 - 1:45 pm Lunch Break

1:45 – 2:45 pm MEP Learning Organization; Update from board 

working committee

Mary Ann Pacelli, NIST MEP Staff

(Carolyn Cason Absent)

2:45 – 3:30 pm Discussion: Board Governance, succession planning 

and Quorum

Wrap-up/Public Comments

Vickie Wessel, Chair, MEP Advisory Board

Carroll Thomas, Director, NIST MEP 

3:30 – 4:00 pm Optional for Board Members:

Demo of Lockheed Martin’s Engage Platform

Jeff Wilcox, Vice Chair, MEP Advisory Board

Clara Asmail, NIST MEP
MEP Overview

Welcome and Introductions

www.nist.gov/mep mfg@nist.gov (301) 975-5020 3
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MEP Advisory Board – New Member

Mr. José Anaya is the newest member 

of the MEP National Advisory Board. 

José is the Dean of Community 

Advancement at El Camino 

College. He oversees the Centers for 

Applied Competitive Technologies as 

the Statewide Initiative Director, hosted 

at El Camino College.
NIST MEP Director’s Update

Carroll Thomas, NIST MEP Director

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Legislative Outlook 

1:1 Cost Share Legislation

• H.R. 5639 – National Institute of Standards and 

Technology Improvement Act of 2016 

• S. 3084 – American Innovation and Competitiveness 

Act 

• S. 2779 – Manufacturing Extension Partnership 

Improvement Act of 2016

Budget Appropriations

• FY 17 Approps not signed yet

• Most likely will have one or two Continuing 

Resolutions (CR)
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NIST MEP FY 2017 Projected Spend Plan

($ million)

President’s Request $142.0

Prediction $130.0

Funds in a Continuing Resolution $130.0

Centers Renewals and Additional

Competition Funds $110.0

Rolling FFO (Supplemental Funds)- $ 2.0

Embedding FFO Part II ($ 2.0M from FY16)

MEP System Support/Staff/Overhead $ 18.0

Total Planned Expenditures $130.0
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• CO, CT, IN, MI, NC, NH, OR, TN, TX, VA

• Start date July 1, 2015 Round 1 Competition of 10 

states: complete! 

• AK, ID, IL, MN, NJ, NY, (OH*), OK, (UT*), WA, WV, 

WI

• Start date January 1, 2016

Round 2 Competition in 12 

states: complete! 

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

• (MA still in review)

• Start date October 1, 2016 

Round 3 Competition in 12 

states/PR: complete!

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

• FFO released June 30, 2016; Proposal deadline Sept. 

27, 2016; Planned start date early 2017

Round 4 Competition in 

11 states: in process

9

Status of Competition Rounds as of September 14, 2016
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• Partnering with NextFlex, the Flexible Hybrid 

Electronics Manufacturing Innovation Institute California Manufacturing 

Technology Consulting

• Partnering with The Digital Manufacturing and 

Design Innovation Institute (DMDII) Illinois Manufacturing 

Excellence Center

• Partnering with The American Institute for 

Manufacturing Integrated Photonics (AIM 

Photonics)

New York State 

Department of Economic 

Development

North Carolina State • Partnering with Power America

University

• Partnering with The Institute for Advanced 

Composites Manufacturing Innovation (IACMI)

The University of 

Tennessee

10

MEP/Institute Embedding Pilot awards announced 

yesterday Demonstrating ways to leverage MEP assistance to small U.S. manufacturers in technology focus areas of the NNMI Institutes
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 11

MEP Center Leadership Changes Since May

• Susan Foltz – Center Director, Ohio MEP

• Keith Phillips – Acting Center Director, ATN (AL)

• Jennifer Sinsabaugh – Center Director, New Mexico 

MEP

• Robert Zaruta – Center Director, NWIRC (PA)

www.nist.gov/mep mfg@nist.gov (301) 975-5020 11
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NIST MEP Organizational News – Detail Assignments

• Mark Troppe — American Society of Mechanical Engineers

Congressional Fellow chosen to do a detail assignment in 

Senator Coons (DE)

• Margy Phillips — joined NIST Advanced 

Manufacturing Program Office; on detail 

to MEP until we find a replacement

Coming to MEP from NIST! 

• Marlon Walker — Research chemist in the Materials Measurement 

Science Division, Material Measurement Laboratory 

• Pat Toth — Supervisory Computer Scientist in the Applied Computer 

Security Division 

12
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 13

Partnerships Through Detail Assignments

• Mike Simpson—NIST/Advanced 

Manufacturing Program Office

– Competition Manager for NIST Institutes

• Kari Reidy—NIST Legislative Affairs Office

– Legislative Liaison

• Sunni Massey—OMB

– Returned to NIST MEP in August

• Heidi Sheppard—National Endowment of the 

Arts

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

NIST MEP Organizational Change

• A structure designed to better 

support the goals and strategic 

objectives of the program

• A new reporting structure to 

optimize the flow of information 

for efficient decision making 

• Staff requested new management 

and leadership opportunities

14
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Carroll Thomas

MEP Director Finance Management & 

Center Operations Division –

Vacant, Chief 

(Margy Phillips, Acting) 

Finance/Budget

Autumn Hernandez

Tony Gomez 

Vacant

Center Operations & 

Financial Management Group

Group Manager (TBD)

Hope Snowden 

Diane Henderson

Nadine DeJesus

Gloria Solomon

Sunni Massey

Mellissa Ayala

System Learning & 

Management Division --

Mike Simpson Chief (Dave 

Cranmer, Acting)

Regional Management 

Group 

Group Manager (TBD)

Adelwiza Lequin 

Tab Wilkins 

Beth Colbert

Phill Wadsworth

Gary Thompson

Jeff Lucas

Jose Colucci

System Learning

Vacant

Programs & Partnerships 

Division – Mark Troppe, Chief 

(Dave Stieren, Acting)

Team Applied 

Development (Team Lead TBD) 

Clara Asmail

Dave Stieren

Ben Vickery 

Samm Bowman

Vacant

Team Partnership 

(Team Lead TBD) 

Heidi Sheppard

Mary Ann Pacelli

Mark Schmit

Team System Deployment 

(Team Lead TBD)

Doug Devereaux

Brian Lagas

Dileep Thatte

David Cranmer

Deputy Director

MEP Org Chart External Affairs, Performance, & 

Support Division 

Chancy Lyford, Chief

Team Admin (Team Lead TBD) 

Monica Claussen

Michele Montgomery

Jennifer Leon

Carol Shibley

Marketing & Communications 

Group -

Kari Reidy -Group Manager 

(Zahraha Brunner, Acting) 

Cindy Orellana

Nicole Ausherman

Cheryl Gendron

Manufacturing Research & Program 

Evaluation Group–

Ken Voytek--Group Manager

Nico Thomas 

Kim Coffman

Dede McMahon 

Megean Blum

Holly Jackson 

Vacant 

Vacant

Panel Reviews

Panel Review Manager, Vacant

Megan Spangler

Team IT Security & Support (Team 

Lead TBD)

Kathy Martin

Bryan Wade

Justin Mocca 

Staff Resource 

Management

Missy Davis

15
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Building National Outreach and System Knowledge

State Relations Support Award- SSTI and the Center for 

Regional Economic Competitiveness (CREC)

Advancing MEP’s network of relationships with state stakeholders 

to include those at the county, community and city levels

Workforce Research Support Award- WorkCred (ANSI) 

Examining the Quality, Market Value, and Effectiveness of 

Manufacturing Credentials

16
Board Update
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Advisory Board Newsletter
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NIST MEP Board Development Support Services Initiative

MEP Network access to BoardSource online content includes:

• Board Self-Assessment (BSA) utilizing BoardSource BSA tool

o Gathers feedback from individual board members and measures the collective 

performance of the board 

o Comprehensively and confidentially assesses the board’s performance in key 

areas to strengthen the full board’s governance performance and practices. 

• Board Self-Assessment with Action Planning

o Pairs you with a select resource to facilitate a conversation in your boardroom 

about the results of your self-assessment and next steps for board 

development

• Training workshops

o Prepares local boards to fully embrace their roles, enhance understanding of 

the requirements, implications and associated best practices in Board 

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

MEP Summit 2017

M: manufacturing technology and trends

Themes: Manufacturing Technology/Current and Future 

Trends

E: extension services and knowledge sharing

Themes: Service Delivery for Clients and Operational 

Excellence for Centers

P: partnerships and ecosystems

Themes: Partner Relationships/Value to Ecosystem/Leveraging and

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

Updated Perspective on Strategic 

Goals

Supporting our Vision and 

Footprint as We Update Our 

Strategic Plan for 2017-2022
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Balance 

• Penetration

• Impact

• Center Viability
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How information will be used

• To use as guiding information similar to a GPS rather than a 

report card rating

• Aligned with MEP Strengthen Capabilities and Enhance 

Competitiveness Strategic Goals

• To compare Center’s performance over time and not used 

as single determination for base funding

• Performance-based supplemental funding for Centers 

applying as lead starting April 2017

• To identify opportunities for practice sharing Center match 

ups
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Utilized to Compare Past/Present Performance
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 25

Strategic Goals

Ten Metric Indicators:

1) Client Counts 

2) New Clients

3) Net Promoter Score® 

4) Survey Response Rate 

Survey Impact Metrics

5) New Sales 

6) Retained Sales 

7) New Investment 

8) Cost Savings 

9) Jobs (new & retained)

10) “Share of clients improving 

competitiveness”: Yes to an impact question
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 26

Performance Levels

Performing with Distinction 100

Performing 70-90

Conditionally Performing below 70
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Comparative

• Information compared to 

previous year’s quarter

• Assists with annual review to 

capture trending position of 

Center

• Comparative to planned 

operating outcomes
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Supplemental Funding

• Metrics count starting April 2017

• Centers above threshold must partner with 

complementary center below threshold

• Used as “carrot” for performance-based directed 

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

MEP Center Generating Impact Investment

Averaged sized center- $2M

• Cost $1.75M to get a center to the point of 

generating impact ($3.75M with matching funding )

• Estimated loss of impact- $145M in sales loss, 

$290M cost savings loss, $58M in investment 

losses and 1,245 jobs lost created and retained on 

annual basis
Vision

“Changing the way the world defines manufacturing”
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Vision

Changing the way the world 

defines manufacturing

By define we mean... 

describing the nature, the state of 

things as they are and determining 

the boundaries to make clear...
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Vision

Why MEP? 

Changing the way the world defines manufacturing

And why now?
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Why Now: The Future is Upon Us

“A full convergence of 

digital and physical 

manufacturing is 

underway... 

The stakes for companies 

to successfully navigate 

this transition are high!” 
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Highlights from Deloitte/Council on Competitiveness 2016 

Global Manufacturing Competitiveness Index (GMCI)

Source: Deloitte Touche Tohmatsu Limited and US Council on 

Competitiveness, 2016 Global manufacturing competitiveness index

Study found top major determinants of 

global manufacturing competitiveness:

1. Talent

2. Cost competitiveness

3. Workforce productivity

4. Supplier network
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 35

It’s Moving Faster Than We Can Imagine

Richard D’Aveni, Harvard Business Review

May 2015

John Brandt and 

John McElligott 

are right on 

target
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Evolution of NIST MEP’s Original Mandate

Build a 

System

Optimize 

Performance 

and 

Accountability

Deliver 

Higher ValueAdded 

Services

Deliver High 

Value

Focus on 

Strategic 

Management

Developing 

Leaders

Develop and 

Deploy 

Technology

Foster 

Innovation

Increase 

Economic 

Impact

Technology 

Based 

Economic 

Development

1988-1999 2000 2006 2008

Enabling

MFG 4.0

Leading 

Technology 

Convergence

1988-1999 2000 2006 2008 2010 2016 
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 37

What Became Clear to Me

Oregon- Metrics conversation

Tennessee- State Economic 

Development Meeting

Minnesota- State of Manufacturing

Alabama- Manufacturer of the Year

North Carolina- Manufacturing Summit

New Jersey- 2015 MFG Day
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 38

Next Generation of Manufacturers

NJ MEP MFG Day 2015

“I hope that like you, my example 

can also be used in the future to 

attract individuals to the 

manufacturing world. I hope that my 

presence on the panel was 

beneficial . . .” 

Tarakshaya Bhatia

Rutgers University School of 

Engineering

B.S. Industrial Engineering
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What is the Board’s role in the transformation of manufacturing? 
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 40

What do we have to do differently?
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 41

We are...

“Trusted Advisor”

o Production- efficiency and excellence

o Business strategy- new products/find new markets

o Manufacturing infrastructure connectionsworkforce, banking, accounting and legal
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 42

We become...

“Trusted Advisor”

...infusing technology, interconnectedness 

and disrupted perspectives into

Production, 

Business Strategy and 

Manufacturing Infrastructure Connections

42
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National MEP Network is...
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 45

Change the way we communicate

Become a critical ingredient
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 46

Change the way we feel about pushing the envelope
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

47
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This is our catalyst moment for profound re-invention
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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
Trends in Economic Development 

Impacting the MEP System 

Dan Berglund, SSTI
Trends in Economic 

Development:

Their Impact on the MEP System 

Presentation by:

Dan Berglund

September 14, 2016
Overview

 Economic Environment

• Unstagnating wages?

• Income inequality

• Economic anxiety

• Manufacturing’s importance in the economy

 Manufacturing’s hot– for now

 State environment

 What state leaders are saying

 Opportunities/challenges for manufacturing

 MEP position
Unstagnating wages?

 The median household income was $56,500 in 2015, 

up from $53,700 in 2014, but still down from $57,724 

in 2000.

• Marks the first increase in median income since 2007, 

the year before the Great Recession started

 30-year-olds today make around the same as 30-

year-olds in 1984, according to Center for American 

Progress report

• Even though they are 50 percent more likely to have 

finished college and economy is 70 percent more 

productive.
Income inequality
Income inequality
US Econ Confidence Index
Anxiety

 Percentage of Americans losing sleep over their 

financial situation

• 32% in May 2016

• 28% in Sept 2015
Manufacturing’s importance

 Employs approximately 12.3 million people

 Helped lead the economic recovery and out of the 

Great Recession

 Average wages of nearly $65,000

• 21% higher than the average for all industries

 33% of manufacturing jobs held by minority workers

 Accounts for 18% of employment in rural areas vs. 

8% of metro employment

 More than 75% of private sector R&D performed by 

manufacturers

Manufacturing employment slows
Mfg a popular policy prescription

 Above average wages that help support middle class

 Can be an economic pathway for those not going to 

college

 It’s creating jobs

 However...

• State economic development policy goes in cycles

• Down cycle for manufacturing likely to occur when/if:

• Next big thing presents itself

• Something else solves the first three bullet points

• Major job losses occur in manufacturing
Focus group

 Innovation– 65% positive; 3% negative

Necessary

Creative

Technology

Research

Creativity

Progress

New

Advancement

Growth
Focus group

 Entrepreneurship– 49% positive; 20% negative

Money

Own boss

Risk takers

Brave

Owning own company

Freedom

Risky

New companies
Focus group

 Technology– 40% positive; 15% negative

Electronics

Internet

Computers

New ideas

Money

Software

Improving life

Progress
Focus group

 Manufacturing– 23% positive; 33% negative

China

Waning

Hard work

Lay-offs

Foreign

Overseas

Pollution

Blue collar
Perception problems

 Only 37% of parents would “encourage my child to 

pursue a career in manufacturing,” according to 

Deloitte and The Mfg Institute

 66% cited worries about job security and stability as 

concerns about mfg as career path

 For 19-33 year olds, manufacturing came in seventh 

of seven industries they would prefer to enter if they 

were beginning their career today
Gubernatorial Transitions
Preparing for transition/campaign

 Listen to what candidates are saying

• What are their priorities?

• How does your work fit those priorities? 

 Clear articulation of work and the impact it is having 

(both data and anecdotally)

 Meet with candidates, policy advisors & their friends

 Allies meet with candidates, policy advisors & friends

 Recommendations for change/improvement

 Suggestions for people on transition teams & Admin
Preparing for transition/post-elect

 You or allies meet with policy advisors or transition 

teams set up for individual agencies

 Expect there will be new strategic plans/visions 

developed for economic development

• Participate in the process

• Provide information throughout the process

 Different people throughout the process

• Campaign staff

• Transition team

• First year appointments
State budget problems

 State general revenue funds finally surpassed 

FY2008 levels, but...

 29 states are still below the 2008 levels

 Could indicate that NASBO projection of 2.5% 

increase in spending for FY2017 overly optimistic

 States cutting spending midyear per NASBO:

• 2014– 8

• 2015– 14

• 2016-- 18
State Funding for Econ Dev

$6.8 

$8.5 

$8.0 

$8.3 

$6.5 $6.3 

$6.6 $6.8 

$7.1 $7.0 $7.2 

0

1

2

3

4

5

6

7

8

9

FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017

Billions

State Funding Allocated to Economic Development

Sum of Total_state_funding
Billions of Dollars
Transparency

• Top commercialization exec of Texas cancer institute 

indicted for unethical grant to pharma company– ABC 

News

• Conflicts of interest pervasive on California stem cell 

board—LA Times

• Texas Governor’s Startup Fund is Not All It Seems—

Associated Press
Transparency

 Examination of tax incentives

• ME– legislature considering a regular six year evaluation 

program proposed for all tax-oriented economic 

development policies

• MA– Legislation to allow state auditor access to business 

tax returns for the purpose of auditing tax expenditures

• NJ– legislation introduced to require a regular review of 

corporate tax incentives’ effectiveness

• OK– Speaker of the House,”It’s time to being making 

those decisions [tax credits, incentives and exemptions] 

based on reliable evidence and which incentives have the 

greatest immediate and long-term results.”
State line items for MEP centers

 Direct line items in:

• AL, AR, CT, FL, ID, IL, MA, MT, NY, SC, VT, VA

• Line items added in recent years in:

• FL and IL

• Line items eliminated in recent years in:

• KS, PA and WV

• Line item threatened this year but retained:

• CT
Mfg as a target for states
State Econ Dev Leaders

 June 2016 – Nashville, TN

 Economic Development Leaders Roundtable from 18 states

Challenges Strategies

• Rapid changes in the manufacturing 

sector

• Limited resource to provide financial 

assistance to existing manufacturers

• Rising workforce challenge as 

manufacturers use outsourced 

workers (through staffing agencies) 

and utilize temp-to-hire practices

• Partnering with MEP staff to 

conduct business visits and serve as 

an early warning system

• Tapping into funds available for 

proactive training through the WIOA

• Advocating for adoption of more 

flexible definitions of “employee” 

and “new jobs” 

• Providing capital expenditure grants 

to existing companies

• Educating legislatures on the 

multiplier effect of manufacturing
Challenges SSTI members cite

 Defining our narrative

 Measuring impacts

 Rural/urban divide

 Inclusion issues
Uncertainty on federal level

 Presidential race

 Movement on 1:1 matching
Opportunities/challengs for mfg

 Democratization of mfg w maker spaces

 Manufacturing USA

 Ongoing workforce challenges

 New technologies and translating their relevance to 

SMEs
Preparing for tech changes

 14.3 percent of MEP clients in the MEP survey list 

technology needs as one of the top three challenges 

they face

 2014 Georgia Manufacturer Survey

• 5.8 percent indicated they were using additive 

manufacturing

• 3.8 percent reported that they planned to use it
Concerns about tech and jobs

 About 1 in 8 workers in April 2015 survey concerned 

that in the next five years their job could be replaced 

by technology

 Among workers making less than $30,000 per year, 

25 percent concerned their job could be replaced by 

technology in the next five years

 One fifth of those with a high school degree or less 

are afraid of losing their job to a robot
State reactions to MEP

 Manufacturing a way to address income inequality 

and education pay differentials

 Policymakers better understanding of manufacturing 

but influenced by voters

 Desire for MEP to play a broader role in addressing 

manufacturing issues

 Match issues identified as an obstacle for MEP 

centers playing a bigger role

 Recompetition has provided a means of opening 

new dialogues and encouraging alignment w’ state
MEP Position

 Opportunities to build on the foundation of MEP’s 

success: doing good work for individual companies

• Leveraging outreach to state/local stakeholders that was 

made as part of the recompetition

• Remaking MEP’s image as more than lean

• Trusted credible results

• Contact with small manufacturers
Contact 

Information

For more information, contact:

Dan Berglund

614.901.1690

berglund@ssti.org

To sign up for SSTI Weekly Digest go to:

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

Morning Break
MEP Strategic Plan 2017-2022

Vickie Wessel, NIST MEP Advisory Board Chair

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

Agenda

• Review of Current Strategic Objectives

• Environmental Changes and Major Challenges

• Review of Accomplishments from 2012-16

• Review of progress since May

• Identify critical questions and process going forward
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 89

ENHANCE COMPETITIVENESS

Enhance the Economic Competitiveness of U.S. 

Manufacturers

STRATEGIC OBJECTIVES

– Deliver services that create value for all manufacturers, 

particularly focusing on small and mid-sized (SMMs)

– Enable Centers to make new manufacturing technology 

usable by U.S.-based SMMs

– Develop “Data as a Service” for competitive advantage
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 90

CHAMPION MANUFACTURING

Serve as a Voice to and a Voice for Manufacturers

STRATEGIC OBJECTIVES

– Champion the importance of SMMs and ensure their 

inclusion in the economic competitiveness policies and 

programs of the U.S. government

– Increase role of National and Center Boards
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 91

SUPPORT PARTNERSHIPS

Support National, State and Regional Manufacturing 

Eco-systems

STRATEGIC OBJECTIVES

– Provide Centers with local flexibility and adaptability to 

operate based on regional priorities and client needs

– Support national policy goals
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 92

DEVELOP CAPABILITIES

Develop MEP’s Capabilities as a Learning 

Organization and High Performance System

STRATEGIC OBJECTIVES

– Promote System Learning

– Evolve MEP Performance System

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

Environmental Changes 

• New MEP senior management team

– Director: Carroll Thomas (April 2015)

– Deputy Director: Dave Cranmer (March 2016)

– Executive Officer: Chancy Lyford (November 2016)

– Center Operations Director: Margy Phillips

– Chief Economist: Ken Voytek

• MEP senior management elsewhere

– Systems Operations: Mike Simpson to AMNPO (Dave Cranmer, 

Acting)

– Partnership and Program Development: Mark Troppe to Senator 

Coons’ office (Dave Stieren, Acting)

– Communications: Kari Reidy to NIST OCLA (Zara Brunner, 

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

Environmental Changes (2)

• Completion of re-competition

– Three of four rounds complete

– Fourth round under way

• Reallocation of funds to the centers with temporary 

cost share relief

– Center funding formula

– All Centers raised to a minimum level

– Cost share re-set at 1:1 for the 1st 3 years of new 

awards
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 95

Environmental Changes (3)

• Very high level of engagement by this Board

– Tech Acceleration

– Board Governance

– Learning Organization
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 96

Major Challenges Ahead

• Not in our control

– New Administration

– Legislation on cost share

– Funding to provide consistent resizing of the Centers

– Board turnover

• In our control

– Branding – messaging about the network for 

manufacturers and funders

– Implementation of new performance metrics system
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 97

Questions from the Board

• Review of strategic accomplishments 

• What has been communicated to the Centers about 

the strategy? 

• Is the strategy reflected in the re-competition 

proposals?

• What are common sense revisions to the strategy? 
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 98

Responses to the Board’s Questions

• Strategic accomplishments 

– Review today

• Communication to Centers 

– Engage with the Foundation for Manufacturing Excellence to 

communicate status

• Strategy reflected in re-compete proposals

– Have MEP staff re-examine strategic plans in the recompetition proposals

• Common sense revisions

– Addressed later today
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 99

Other Questions that Have Arisen

• Engagement with Rural firms

• Engagement with Very Small firms

• Engagement with the States
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 100

Other Questions that Have Arisen

• Engagement with Rural firms

• Engagement with Very Small firms

• Engagement with the States
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 101

Responses to Other Questions

• Start-ups, Rural and Very Small

– SURVS work group in place

– Mining of survey data on rural and very small to look at 

history and trends

• State Engagement

– Engage SSTI to look at the status of current 

engagement and recommend best practices
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 102

Selected NIST MEP Activities and 

Accomplishments 2012-16
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 103

Enhance Competitiveness

STRATEGIC OBJECTIVES 2012-16 ACTIVITIES

Deliver services that create value for all manufacturers, particularly 

focusing on SMEs

Small, rural, emergent, underserved clients are emphasized in the 

re-competition FFOs.

System-wide deployment of ExporTech, Technology Scouting and 

Technology-driven Market Intelligence

Enable centers to make new manufacturing technology, techniques 

and processes usable by SMEs

Developed and are deploying seminar series/training that educates 

both manufacturers and MEP centers on various emerging 

technologies and industries

• Additive (with CMTC/UC-Irvine)

• Digital (with DMDII)

Embedding MEP Centers in NNMI Institutes

Develop “Data as a Service” for competitive advantage Cohort analysis

Manufacturing App
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 104

Champion Manufacturing

STRATEGIC OBJECTIVES 2012-16 ACTIVITIES

Advocate for Importance and inclusion of SMEs into economic 

competitiveness policies and programs of the U.S. government

Manufacturing Day success!!

Branding project begun May 2016 with goal to launch co-created

brand for network in conjunction with National Summit

Supply chain (e.g., M-TAC)

Increase role of national and center boards With guidance and support from the Board

• Initiated quarterly communication from the Advisory 

Board to local Boards

• At least one Advisory Board meeting/year includes local 

boards

• NIST MEP developed and is implementing uniform 

processes and controls for ensuring composition, 

engagement and accountability of Centers’ Boards of 

Directors

Local Board sign-off on applications in re-compete
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 105

Support Partnerships

STRATEGIC OBJECTIVES 2012-16 ACTIVITIES

Provide centers with local flexibility and adaptability to operate based 

on regional priorities and client needs

Re-competition allowed awardees to increase the quality and 

number of partners participating in their regions

Multiple interagency activities and programs – i6, AMJIAC, MIIA, 

IMCP – encouraged the development of new and improved 

partnerships at the local and regional level

Support national policy goals Participation in multiple White House initiatives re: Makers, 

Manufacturing Day, etc.

DOD and DOE see value via NNMI Institutes

• MOUs set the framework for collaborations

• Embedding MEP Center personnel in the Institutes will 

define the specifics of each Institute’s collaborations

• DMDII pilot demonstrating how Centers and an Institute 

can work together across regions

CNMI and similar eco-system building efforts leading to broad 

regional partnerships around technologies or industries
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 106

Develop Capabilities

STRATEGIC OBJECTIVES 2012-16 ACTIVITIES

Promote system learning First National Summit since 2012 planned for 2017

Regular update meetings

Regular Board communications

Evolve MEP performance system New performance management policy articulated in May 2016. New 

system-wide performance metrics defined. Being deployed Apr 2017

Continue administrative reforms New senior management team in place with internal reorganization 

to better support Centers to take effect 2 Oct

Three of four rounds of re-competition are complete. Fourth round 

underway with expected start dates of 1 Apr 2017.

Many administrative processes reviewed and simplified, e.g., fiveyear cooperative agreements, reduced reporting requirements

Completed financial risk management pilot for Centers and NIST in 

2016. Plan for rest of Centers in place for 2017-18.
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 107

NIST MEP Objectives

Going Forward 2017-22
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 108

ENHANCE COMPETITIVENESS

Enhance the Economic Competitiveness of U.S. 

Manufacturers

STRATEGIC OBJECTIVES

– Deliver services that create value for all manufacturers, 

particularly focusing on small and mid-sized (SMMs)

– Enable Centers to make new manufacturing technology 

usable by U.S.-based SMMs

– Develop “Data as a Service” for competitive advantage
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 109

CHAMPION MANUFACTURING

Serve as a Voice to and a Voice for Manufacturers

STRATEGIC OBJECTIVES

– Champion the importance of SMMs and ensure their 

inclusion in the economic competitiveness policies and 

programs of the U.S. government

– Increase role of National and Center Boards
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 110

SUPPORT PARTNERSHIPS

Support National, State and Regional Manufacturing 

Eco-systems

STRATEGIC OBJECTIVES

– Provide Centers with local flexibility and adaptability to 

operate based on regional priorities and client needs

– Support national policy goals
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 111

DEVELOP CAPABILITIES

Develop MEP’s Capabilities as a Learning 

Organization and High Performance System

STRATEGIC OBJECTIVES

– Promote System Learning

– Evolve MEP Performance System

– Continue administrative reforms
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 112

Strategic Plan – Next Steps
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 113

Strategic Plan Activities through January

• Re-engagement with Centers

• Review and compare re-compete proposals for Center 

strategies with current strategic objectives

• Regional calls with local boards

• Re-engage with Center workgroup

• Re-engage with MEP Staff
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 114

January

Draft Implementation Plan

February-March

Revise Implementation 

Plan

March-April

Final Implementation Plan

2017-2022

Execute Plan

January

Review by Center 

Workgroup

Review/Discussion of 

Implementation Plan with 

Advisory Board

April-May

Review/Discussion with 

Centers at System Meeting

May

Endorsement by Advisory 

Board
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 115

Implementation Plan - Structure

GOAL

Strategic Objective

Desired Future 

State

Strategic Activities

Indicators of 

Success

Action Plans
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 116

Strategic Objectives Questions

• Are these the right objectives, given the 

environment and challenges?

– Have we included objectives that shouldn’t be here?

– Have we missed anything that should be here?

• Is this process adequate?

– For collecting the needed input?

– For developing the implementation plan?

• What are common sense revisions, given the 

environment and challenges?
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 117

Board Discussion
Promoting, Managing and Tracking 

Connections between SMMs and NIST Labs 

through MEP Centers

Jeff Wilcox, NIST MEP Advisory Board Vice Chair

Clara Asmail, NIST MEP
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 119

MEP Advisory Board on Technology Acceleration Implementation Plan

Recommendation on Setting Priorities:

MEP should give priority to developing and implementing TA opportunities 

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

Institutes over the next year, while also pursuing the emerging 

collaboration with DOE labs.
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 120

Connections are underway with NNMI Institutes and DOE Labs 

- NIST MEP is funding the embedding of MEP Center staff at 5 NNMI Institutes to 

facilitate the transition of their technological innovations and workforce tools to SMMs

- Already collaborating with DOE Labs to raise awareness among MEP Centers in CO, 

OH, VA, GA and MI of their expertise, capabilities and importantly: “how” to work with 

them

- Collaborating with National Security Campus to develop database of engineer retirees 

for matchmaking with MEP-SMM projects

- Partnering with DOE Small Business Voucher Program to provide MEP assistance to 

SMMs during proposal preparation, and to voucher winners with commercialization 

support 
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 121

Manufacturing Extension Partnership (MEP) 

Strategic Pillars, 2014-2017 Manufacturing Extension Partnership (MEP) 

Strategic Pillars, 2014-2017
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 122

Connect NIST Laboratory support 

in measurement science, standards and technology

to SMMs when and where appropriate

 in order to enhance their competitiveness
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 123

Connect MEP Centers with NIST Laboratories

to bring their expertise to SMMs and the voice 

of SMMs to the NIST R&D programs 

 in order to build enduring partnerships
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 124

Connect MEP Centers with NIST’s 

world-class measurement science, standards and 

technology solutions

 in order to build a learning, high-performing organization
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 125

Responsive Connections

SMM or Center originates connection to NIST Lab

Inquiries from Centers on behalf 

of SMM clients for NIST Lab 

support/consultation

Inquiries from SMMs direct to NIST/NIST MEP

125

NIST MEP staff will: 

1. identify right NIST Lab resource(s),

2. follow-up on project,

3. involve Center staff for learning and 

complementary support.
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 126

Proactive Connections

NIST Lab or NIST MEP originates connection to SMM or Center

Outreach from NIST Labs through Centers to SMMs 

Outreach from NIST Labs with SMMs to Centers

126

NIST MEP staff will: 

1. identify NIST Lab research “right and 

ready” for transfer to SMMs or in need of 

SMM input/testing,

or

2. identify NIST Lab collaborations with 

SMMs that may benefit from MEP 

support,

and then work with willing Centers
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 127

NIST Lab – MEP Connector Protocol

Tracking:

Number of connections

Outcomes from connections/projects

Breadth across NIST Labs & Centers

Process effectiveness

SMM

Lab Liaison MEP Center staff

NIST MEP 

project coach

Laboratory Programs, 

Offices, Centers and 

User Facilities

Protocol Administrator

Samm Bowman

127
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 128

NIST Lab – MEP Connector Protocol

Promotion

NIST MEP in-reach to Labs through 

Liaisons at each OU

NIST MEP communications to: Centers, 

partners, public 

Project Management

Responsive: Identify & actively track inquiries from 

public, through Centers for NIST Lab support in 

metrology, etc. until completed and track outcomes

Proactive: Identify Lab programs, “MEP-ready 

NIST technologies” ~right/ready for SMM 

adoption, 

manage appropriate outreach through Centers to 

SMMs; 

track resulting projects for outcomes

128
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 129

Connections Tracking Database

Capture projects from all scenarios in one system that will allow:

 Project management from initiation to satisfactory completion

 Analysis of outcomes from outreach “campaigns” to allow:

 Redesign of outreach and project management 

Challenges

 Connector program evaluation may not be sourced from impacts from MEP projects 

because difficult to attribute to connection to Lab vs other MEP services

 PR for some successful projects may be impeded by Center-client confidentiality

 Collectively learn to identify opportunities with SMMs that could be addressed with 

NIST Lab resources, i.e., what is a “project?”

129
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 130

SMM Connector
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 131

Sampling of pre-existing Connections made between NIST Labs and MEP, through Centers to SMMs

“vignettes”

SMM – NIST Lab & MEP - 3

r d Party - Center

Sampling of pre-existing 

Connections made between 

NIST Labs and MEP, through 

Centers to SMMs
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 132

Connector Protocol Rollout Plan (1/4)

 Develop draft Connector Protocol processes

 Develop draft Connector Protocol Projects Database

• Communicate vision and strategy internally within NIST MEP and refine as necessary 

(Roundtable, QIM) and among Lab Management

• Stressing that success of this protocol depends on each NIST MEP “coach” of 

projects to actively check-in on connections for viability, reinforcements needed, 

outcomes, etc.

• Samm Bowman to be Administrator of Connector Database

132
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 133

Connector Protocol Rollout Plan (2/4)

Infrastructure Building (near to mid-term)

• Communicate strategy to key stakeholders

– NIST OU Directors 

– Center Directors

• Identify OU Liaisons and obtain commitments

• Collaborate with Comm Team to build out an MEP webpage, and place a link to this 

webpage from “How to Work with NIST” pages

• Develop ‘vignettes’ of pre-existing Connections for in-reach to OUs and out-reach to 

Centers

• Provide OU Liaisons with project vignettes and begin steps toward identifying early 

inventory of Lab projects that are right/ready: “MEP-ready NIST technologies”

133
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 134

• Work with NIST Labs to:

– identify legacy/current Lab-SMM collaboration projects that could benefit from MEP Center 

support, and

– identify potential technical program areas within NIST as: MEP-ready NIST technologies

• Develop and disseminate through Centers MEP-ready NIST technologies in appropriate format(s), 

i.e. Technology Sheets, workshops, web collaboration portals, or other outreach efforts

• Maintain ongoing effort to reach out to Centers to promote Connections and encourage field staff 

to identify client projects that might benefit from NIST Lab partnering

– Develop mechanism(s) to inform/update Centers on MEP-ready NIST technologies in 

ongoing, as-needed fashion

– Regularly update MEP network on outcomes of Connections (to spark additional Center 

activity)

134

Connector Protocol Rollout Plan (3/4)

Ongoing:
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 135

Connector Protocol Rollout Plan (4/4)

Continuous Improvement:

• Assess Center:

– Engagement with SMMs that are NIST Lab partners

– Facilitating SMM engagement with NIST Labs (tech transfer through collaboration, 

consumption of NIST advice, data, products, etc.) and complementary MEP services

– Awareness building within their client base of NIST Lab 

• As activities build, continuously track the various projects to monitor outcomes as well as to 

identify opportunities for new program development

• As Connection projects are identified and managed, NIST MEP staff will refine data types 

required for collection and analysis beyond the current draft database to make available as 

new activities result from promotion.

135
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 136

Qs re Connector?
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 137

Lunch Break
MEP Learning Organization

Carolyn Cason, NIST MEP Advisory Board (Absent)

Mary Paceli, NIST MEP
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 139

Agenda

• Activity plan and progress to date:

– Survey

– Analysis

• Survey review

– Questions asked, who responded

– Summary of data

– Comments?

• What’s next

– Webinar-based Focus groups with Center Directors

– Timeline

139
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 140

Purpose:

To provide Board 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 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 Committee on Learning Organization 

will:

• Define the target audience

• Identify needs – needs analysis

• 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 Committee initiate first meeting May 5, 2016

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

• Survey July-Aug 2016

• Survey Analysis August 2016

• Focus group sessions Oct. 2016

Opportunities for Center Input:

• Survey

• Focus groups (via webinars)

• Center Leadership Team

• Action planning team -- TBD

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

Board Committee Members: 

• Carolyn Cason, Chair

• Kathay Rennals

• Tommy Lee
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 141

Learning Organization

• Who is it for?

– Center Staff to develop skills and competencies to 

support their business models

• Internal operations

• Business Services – new services, refreshing current services

• Center Staff development: recruitment, retention, succession 

planning

141
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 142

Task/Activity July Aug Sept Oct Nov Dec Jan 2017

Survey out July 5-15

July 18-Aug 8

Survey Analysis July 18-22 August 10-19

Committee mtg to review analysis July 25 week August 26

Focus group meetings

RMs and Working Groups

RMs to ask for CD rep from each 

region to center leadership team 

(CLT)

Aug. 1-19 Sept. 26-Oct 7

Focus group analysis Aug 22-26 Oct. 11-18

Committee meeting Aug 29 week Oct. 21

Draft Plan start Sept 6-9 Oct. 25

Present update to Advisory board Sept 15

Draft plan to Board Committee Sept 19 week Nov 7 week

Plan input from CLT Mid Nov

Continue plan development Oct Nov Early Dec

Committee meeting—review plan 

draft

Mid Oct Late Nov

CLT meeting for review Early Dec

Final plan with prioritization Dec Early Jan

Present final plan to full Advisory 

Board

Jan board meeting

Advisory Board Committee MEP Learning Organization

Proposed Activity Timeline

Updated August 26, 2016

Plan

Actual
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 143

MEP Learning Organization Survey

Survey Methodology:

• Survey was distributed by FME via their email distribution

1335 individuals on the list

emailed 3 times: July 15, 22, 27

also included in MEP weekly email July 25

• 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
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 144

MEP Learning Organization Survey

14

5

4

11

8

Respondents by Position 

Center Director

Growth Advisory/Sales

Delivery Staff

Combination;

Sales/Delivery

Center Operations

33% response!
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 145

Question 2: What development content would be most 

helpful to you? Select all that apply. 

MEP Learning Organization Survey
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 146

10

10

5

6

7

5

1

2

1

1

2

2

2

2

2

1

2

5

8

3

3

6

4

2

3

1

1

3

2

0 5 10 15 20 25 30

Lean

Growth

Six Sigma

ISO

Workforce

Tech Scout

Development Needs: Client Operational Excellence 

Center Director (N = 14) Growth Advisor/Sales (N = 5)

Delivery (N = 4) Combo: Growth/Delivery (N = 11)

Center Ops (N = 8)

MEP Learning Organization Survey

Other

Culture Change

Leadership/Supervisory 

Finance

Organizational Development

Supply Chain

Lean Six Sigma

Commercialization Services

Sustainability

Project Management
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 147

6

6

8

6

5

4

2

1

2

1

2

1

3

1

2

1

1

7

4

4

5

4

9

3

1

1

3

1

1

0 5 10 15 20 25 30

Market Diversification

Export

CEO Consulting

Sales/Marketing

TDMI

Supply Chain

Development Needs: Client Top Line Growth

Center Director (N = 14) Growth Advisor/Sales (N = 5) Delivery (N = 4)

Combo: Growth/Delivery (N = 11) Center Ops (N = 8)

MEP Learning Organization Survey

Other

New Product Development

Product Design

Prototyping

Strategic Planning

Capital Markets

CoreValue

Evolving Mfg. Trends

Strategy

Innovation

Leadership Development
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 148

8

6

5

6

7

8

3

1

1

2

1

1

2

1

1

2

6

2

5

4

3

3

3

2

3

3

2

3

2

0 5 10 15 20 25 30

Marketing

Market Penetration

MEP Operations

Business Development

Small/Rural Services

Center Service Expansion

Succession Planning

Development Needs: Center Operations 

Center Director (N = 14) Growth Advisor/Sales (N = 5) Delivery (N = 4)

Combo: Growth/Delivery (N = 11) Center Ops (N = 8)

MEP Learning Organization Survey

Other

CRM

Content Mgmt Software

Project Mgt. Software

Financial systems

Inbound Marketing

Interaction with gov.t partners

Impact maximization

Contract management

Financial management and 

budgeting
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 149

7

5

1

5

7

1

2

1

2

1

3

3

2

4

1

6

5

1

2

1

1

2

1

2

4

2

0 5 10 15 20 25 30

Consulting Skills

Sales Skills

Technical Writing

"Front of the Room"

Project Management

Finance

Development Needs: Personal/Professional Development

Center Director (N = 14) Growth Advisor/Sales (N = 5) Delivery (N = 4) Combo: Growth/Delivery (N = 11) Center Ops (N = 8)

MEP Learning Organization Survey
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 150

MEP Learning Organization Survey

Note: Many respondents did not answer this item (only 36 choices out of a possible 84). 

Those choosing “Other” were largely one-off answers that were choices not presented in 

the previous questions, or were comments not responsive to the item.

10

7

5

3 3 3

2

1 1 1 1 1 1 1

0

2

4

6

8

10

12

Question 3: If you could improve your performance in two of the above areas, 

what would those be? 
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 151

MEP Learning Organization Survey

2

6

15

18

19

10

0

2

4

6

8

10

12

14

16

18

20

In-Person Classroom Conference On-line/Web-based Self-Directed On-line Discussion In-Person Discussion

Question 4: How do you prefer to participate in training/learning? Please 

rank order the following list. 

Numbers represent the sum of 

respondents selecting the modality as 

either their 1st, 2nd , or 3rd choice.
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MEP Learning Organization Survey

YES = 20

NO = 9

Question 5: Do you believe that course/content final exams add to the 

credibility of training provided by Learning Organizations?
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MEP Learning Organization Survey

1

3

5

13

5

0

2

4

6

8

10

12

14

By internal NIST MEP staff By Center staff By recognized third party

provider

All of the above Other

Question 6: How do you prefer course content/training be provided?

4 of 5 respondents selecting “Other” 

mentioned “recognized experts” 
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 154

MEP Learning Organization Survey

0

1

2

3

4

5

6

7

Networking with

centers

Networking with

others

Workshops Conferences Reading On line research Social media

Question 7: What resources do you currently use to improve your personal 

performance?
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 155

MEP Learning Organization Survey

0

1

2

3

4

5

6

national

conference

Standardzied

programs and

methods

use of simulations center staff

development

share best

practices

workshops More of what we

have

certifications

Question 8: What would make MEP a better Learning Organization?
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 156

Initial inventory of assets – internal at MEP

Support Client 

Operation Excellence

What is Available from 

NIST MEP

Support Client Top 

Line Growth

What is Available from NIST 

MEP

Lean Lean Suite, Toyota Kata Market 

Diversification TDMI

Growth TDMI Export ExporTech

Six Sigma Six Sigma/Lean CEO Consulting None

ISO

ISO and other 

Certifications of various 

types of industries such 

as aerospace, food, etc.

Sales & Marketing

A few centers have homegrowth programs. Example: 

DVIRC, CMTC

Workforce

No specific workforce 

program available at MEP 

at this time.

TDMI TDMI

Tech Scouting Tech Scouting (TS) SCO

SCO- Supply Chain 

Optimization
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 157

Initial inventory of assets – internal at MEP

Center Operations What is Available from NIST 

MEP

Professional/Personal 

Development

What is Available from NIST 

MEP

Marketing None. A few centers have 

home-grown programs.

Consulting Skills None

Market Penetration None. Sales Skills Centers use commercially 

available program

MEP Operations None Technical Writing

Business Development

There is an informal 

program Dileep has 

developed and delivers.

“Front of the Room” Program by Lise Stewart

Small/Rural Services None Project Management

Commercially Available 

programs and NIST has a 

program

Center Service 

Expansion None Finance

No formal program. As per, 

Maine MEP's request, 

Dileep has developed one 

which was delivered to 

them last year.

Succession Planning Family Business advisor 

Program - Lise Stewart 
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 158

Discussion

Our first ‘thoughts’

• Some respondents identified needs for program that exist (lean...)

– MEP may not be ‘promoting’ these to centers especially if there are new 

staff

– Not sure if the request/need is to be sure it is still available (use it, want 

to continue)

• Interesting:

– Q4—How do you prefer to participate in Training/Learning

• High preference in Self-directed, On-line

– Q7 – What resources do you currently use to improve your personal 

performance?

• High preference in networking, workshops, with on line research

– Need to get clarification on what is preferred. Need to get input on 

content aligned with various delivery options. 
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 159

Next Steps 

• Focus group discussions

– With Center Directors

– With Center Staff

• Goal

– Gain clarification on responses

– Begin to gather ‘inventory’ of what programs are at 

centers
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 160

Center Director Focus Groups

• Will schedule 3 or 4 1-hour webinars, Center Directors will 

be asked to join 1 (all will be the same)

• Suggested 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?

160
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 161

Looking ahead

What our planning will include (objectives from the Charter)

• MEP-U type System

– What should the content be

– How to make it available

– How to sustain it 

• Resources – staff, contractors, partners (FME?), technology

• Ongoing for new content

• Networking

– Summits/conferences 

• Resources, content, follow-up

• Evaluation of outcomes

• Continuous Learning: Communities of Practice, Working Groups

– Guidelines for startup and maintenance

– Resources

– Evaluation of outcomes

161
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 162

• Discussion

• Questions
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 163

Wrap-up/Public Comments

• Reappointment of Board Officers

– Chair

– Vice Chair

• Discussion: Board Governance, Succession planning & 

Quorum
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 164

Thank You!

Stay Tuned: Optional for Board Members - Demo of Lockheed Martin’s Engage Platform

• Date of next board meeting:

– February 2017 (proposed)