IES New Product Ideas

The objective of this wiki is to provide a location for IES and other interested parties to submit and record ideas and information on new product processes and new product ideas.

You can use this wiki to post ideas that are not fully developed with your thoughts, links, and what ever supporting information you think important. If you are ready use the concept card description below.

IES New Product Idea Form

All IES employees are urged to suggest new product ideas. You can add them below in the wiki or email them to deborah_porto@ncsu.edu You can use the format below to answer some basic information about your idea.

Date, your name and email

Concept Name -

Explain your idea in 2 sentences or less -

1. Who is the Target Customer? &/or What is the Customer Problem?

2. Dramatic Difference: What is the big WOW for customers?

3. Overt Benefit Promise: Details on the specific advantage we are promising customers.

4. Real Reason to Believe: The truth about how it works a&/or how we are able to deliver on this promise

5. Added credibility: specific testimonial, technologies, data or guarantees.

Data and Statistics for IES New Product Development

UNC Tomorrow Report

Trends and Issue Briefs from UNC Tomorrow Report [1]

The NCSU response has a two page Extension and Engagement section [2]

This section cover the reponse to Extension and Engagement by all UNC schools [3]

Interesting New Ideas for New Ideas

The idea of tapping the masses (employees, clients, anyone on the web) is a growing method for organizations. The most popular are Wikipedia, YouTube, FaceBook, Craigslist, MySpace, Amazon, eBay and Google. This concept is gaining strenght in traditional industries (I would say that the idea has moved up the curve from innovation to early adopter stage). The Contribution Revolution: Letting Volunteers Build Your Business by Scott Cook (Harvard Business Review, October 2008, pp. 60-69). He stated that a study in Nature found volunteer -written Wikipedia to be, in general, about as accurate as expert-written articles in Encyclopaedia Britannica's online ediction. For new products, look up more on the customer innovation approaches like "crowd-sourcing' used by Dell and Starbucks. FYI you can look up this article through the NCSU library [4]on the Business Search Premiere. Beginning paragraph - "Earlier this year, I spent an intense half-day closeted in a room with the top 70 executives at Intuit. Our aim was to come up with ways that people outside the company could volunteer their time, energy, and expertise to make life better for our customers. Sound odd? Well, if you’re not conducting an exercise like that at your organization, you risk missing the boat on a sea change that’s transforming business."

Google

Is the Google algorithm useful for determining future manufacturing needs to identify NC manufacturing new product needs?

Key words - manufacuring needs

Manufacturing Needs, Practices, and Performance in Georgia, 1999 to 2001 GaMEP Evaluation Working Paper: E9901 [5] This is a good example of a research paper used by an MEP to identify current conditions of manufacturers, future needs (that could be used to identify and develop new products), and the benefits manufacturers have received from the GA MEP.

Economic Policy Institute [6] This is an older report but useful ideas and good graph on the decline of manufacturing employees over time.

Key words - manufacturing future trends

Next Generation Manufacturing: Future Trends in Manufacturing and Supply Chain Management (Digest No: 1996/278), IEE Colloqiuum on (look this one up)

Mass Customization: A Leading Paradigm In Future Manufacturing [7] By David R. Butcher “It seems counterintuitive: successful manufacturers that mass-produce and, at the same time, individually customize their products for consumers," a recent article in The Manufacturer said. "But many manufacturers have found a way to make it work, using innovative management techniques and technology.”

Supply Chain Importance [8] This is an April 08 article and has some key points for the supplier development product.

There has been a decline in manufacturing in all major economies, although it is recovering. There has been a reduction in the global demand for manufactured goods. British businesses have had to cope with the relative weakness of the Euro and the low output growth of the 1990s. British manufacturers require investment and innovation to improve its competitiveness as the global economy recovers. [9]

Great Marketing

Toyota marketing history - emphasizes quality and customer needs [10]

What Other Major Manufacturing Groups are Focusing on

2008 AME Conference [11] Seven Major Areas 1. Developing disciplined people in an organization 2. Achieving sustainable results through people 3. Problem solving and lean transformation strategies and methodologies 4. Introducing innovation and creativity to an organization 5. Establishing the environment for execution and continuous improvement 6. Implementing and improving sustainable / green processes 7. Achieving supply chain excellence through Lean tools, people and technology

Innovation

Innovation by mistake - "...hire creative people, give them unexpected assignments to keep their creative juices flowing and support their inclination to squirrel away ideas that don't immediately pan out. Cut the cost of testing out new inventions and attack problems from as many different angles as you can. Watch for accidents of all shapes and sizes—and don't label unexpected outcomes "failures." From Oops! Accidents lead to innovations. So, how do you create more accidents? [12]

PUTTING INNOVATION IN THE HANDS OF A CROWD Many Internet networks have used “the wisdom of the masses” (large numbers of people, joined through the internet, to offer opinions) to identify opportunities in stocks, product design, and the arts. Now, an entrepreneur wants to pay the participants in these Internet networks, further formalizing their value. Kluster, a new web company, offers the ability to structure the opinions of a large number of web participants. At a trial run during a large technology conference, Kluster offered compensation for generating new product ideas. Previously, the founder of Kluster had used similar techniques. For example, he had held a product design contest at the MacWorld conference, with attendees submitting ideas and using a company website to refine designs and vote on the winner. See the article in The New York Times at http://www.nytimes.com/2008/03/03/technology/03ecom.html?scp=1&sq=kluster&st=nyt.

There are many new ideas about how groups can perform better than individuals on a wide range of topics including guessing the number of jelly bean in a bottle and what the best idea is for a problem. I have been reading some things on "decision markets" and thinking how this might help IES determine the future needs of our clients. Some ideas and links are below.

look up MIT Technology Review - Innovation Futures

Collective Wisdom: 'We Are Smarter Than Me' NPR article [14]

New Product Processes

Anthony, Johnson and Sinfield (2008) write about innovation in the MIT Sloan Management Review. They describe four structures of innovation; training unites to help stimulate innovation, funding/oversitht mechanism to help shepherd innovation, incubators to help accelerate ideas and autonomous growth groups to launch businesses (p. 49). (get graphic and show how IES could improve.)

Information from a 3-6-08 IW Webcast on New Product Development

New Product Introduction Challenges

-Complex, challenging process to manage requiring

Laser-like focus and leadership
Application of new knowledge and technology
Building high-performance, cross-functional teams
Leveraging a structured methodology

-Integrating experts across disciplines

Product management
Product and design engineers
Manufacturing and process engineers

-Meeting market & customer requirements

-Achieving Speed to market!!

Engineering Extension - Benchmarking

Texas Engineering Extension Service [15] annual report [16]

TEES has a different focus than IES. They emphasis areas such as fire, search and rescue and homeland security - with just a few scattered industrial focused courses.

"For more than 80 years, TEEX’s goals have included developing businesses and the economy, protecting people and the environment, and building a safe, modern infrastructure. The agency’s ongoing efforts have resulted in cleaner drinking water, better roads and infrastructure, improved workplace safety and enhanced public safety through the training of law enforcement officers and firefighters.

Home to the National Emergency Response and Rescue Training Center, TEEX has been at the forefront of preparing emergency responders to combat terrorist incidents involving weapons of mass destruction prior to the events of 9/11. TEEX also led the initiative to form Texas Task Force 1, both a state and national urban search and rescue team, and established the first swift water rescue strike team. Texas Task Force 1 has been selected by the Federal Emergency Management Agency as one of six teams in the United States to respond to incidents involving weapons of mass destruction."

There are a few manufacturing type courses such as lean, but the emphasis is not industrial productivity.

Food industrial Extension - An alternative industrial extension model: The experience of the food manufacturing industry [17]

Cooperative Extension - Benchmarking

Concept of "transformational education" is the combination of high process and high content. This should be a concern as we develop new products; how to move the product up from simple content transmission towards high impact programs. [18]

American Industrial Engineering Alliance [19]

Mission The mission of the American Industrial Extension Alliance is to raise the visibility of state industrial/technology programs and develop educational material to increase the knowledge about their capabilities within state and federal government agencies with an ultimate goal of modernization of American manufacturing.

Methods The American Industrial Extension Alliance constantly strives for excellence in carrying out its mission by: Promoting the recognition of individuals in industrial/technology extension activity as professionals Promoting cooperation, interaction and networking among members to strengthen the capabilities of all programs Developing and distributing educational materials to increase member knowledge on matters of public policy that concern the viability and competitiveness of American manufacturing industries and to interact with other organizations sharing these concerns Developing information on best practices and establish criteria for evaluation of the effectiveness of industrial/technology extension programs and their employees Performing research on topics of common concern among members Ensuring the distribution of information on existing, new and prospective federal government programs and legislation important to the members Providing services and programs appropriate and beneficial to the members

History of Industrial Extension in Georgia [20]

Supply Chain & Supplier Development

There are a lot of components to a supply chain product. This is an example from an AME class - http://ame.org/index.aspx?page=EventAbout&evid=3326
What is LEAN Purchasing and how do you integrate it into your lean enterprise? LEAN Purchasing can be integrated into the current operations of the company, but it will require some internal changes including new measures of the purchasing function in order to realize the full potential and profit contribution of lean. How you define LEAN defines your supply chain and its results.

APICS Supply Chain Management certification [21] What is the APICS CSCP certification? APICS created the APICS CSCP certification to specifically meet the rapidly changing educational needs in the field of supply chain management. The APICS Certified Supply Chain Professional (CSCP) designation is designed for professionals interested in increasing their knowledge of supply chain management, those currently working in the field of supply chain management, professionals consulting or teaching supply chain functions; and for those individuals working with enterprise resources planning systems.

LeanCor

I attended and really enjoyed a lean supply chain course by LeanCor [22]

Robert Martichenko was the instructor and was excellent. They would be a great partner for IES and our clients. I liked that the course was called Fulfillment Stream Management building on the value stream management idea.

from their web site - Founded in January 2005, LeanCor is the only Third Party Logistics (3PL) services provider dedicated to the application of Lean principles throughout all supply chain management functions. Building on his 15 years of transportation, consulting, and 3PL experiences, founder and President Robert Martichenko created LeanCor to drive the next step in the evolution of Lean and address unmet logistics needs. LeanCor’s 3 categories of service (Training and Education, Consulting, and Operations) are designed to support companies in their effort to eliminate organizational waste, drive down cost, and increase global competitive advantage. Meanwhile, partnerships with established, respected, forward thinking entities including CSCMP, Saint Louis University – John Cook School of Business, and the Lean Enterprise Institute, position LeanCor for continued growth and success.

NCSU - Supply Chain Resource Cooperative [23]

The SCRC perspective on supply chain management education is unique among business schools. It brings the industry into the classroom, involving faculty and students in finding solutions to the real industry problems of our member companies. This project-based approach to education reflects the new model for business schools described by Peter Drucker.

Supply chain basics [24]

Textile Supply Chain Research [25] Quantifying the Value of Information in a Supply Chain

Lean Enterprise Institute Lean Supply Chain [26]Description: may need to log in (free)

What is supply chain management and how does lean apply to the supply chain? The lean journey generally begins inside the four walls of the manufacturing facility, however eventually the journey extends to the supply base and our customers. As the lean practitioner focuses on waste elimination, inventory reduction and flow, we quickly realize that engagement by the “extended enterprise” is required to complete the lean journey. This workshop teaches how to apply lean to the extended supply chain. This workshop will fully define supply chain management and discuss what organizations need to do to successfully implement lean in the supply chain. Beginning with understanding the current condition of your supply chain, this workshop will show how to value-stream map the extended enterprise, isolate areas of waste, and uncover opportunities for cost reduction through the use of lean principles. “Total Cost of Ownership” is a common theme through this workshop, as we discuss and dissect the importance of supply chain collaboration, cross functional cooperation and supply chain measurement.

American Home Furnishing Alliance (AHFA) Supplier Division [27] AHFA has offered to have IES put an article in their supplier newsletter. I have asked Jane Albright to help with this. (2-27-08) This is also to support Hickory Chain supply chain pilot program.

Honda Supply Team [28] The layout of these web pages are a possible model for an IES supply chain web site.

Supply Chain videos on You-Tube [29]

You-Tube is possible area for expressing supply chain ideas for training.

NIST MEP Information on Supply Chain [30]

Manufacturing today is a competition among supply chains. Manufacturers that cannot meet the increasing performance requirements of their customers lose their position in those chains—often to low-cost overseas suppliers. To compete, U.S. manufacturers must protect their positions in supply chains by being lean, fast, and innovative.

The MEP system is uniquely positioned to be the resource of choice for increasing the competitiveness of U.S.-based supply chains by offering a network of assistance providers throughout the country, consistent delivery approaches to implementing Lean, Quality, and other performance improvement programs for manufacturers; and the flexibility to customize services and products to meet varying needs. MEP is the only organization whose mission is to improve the competitiveness of U.S. manufacturing.

Smaller manufacturers supply to large Original Equipment Manufacturers (OEMs) or their first-tier suppliers. MEP has a long track record of improving the competitiveness of these suppliers through a wide array of services. In addition, MEP works with OEMs and large first-tier suppliers to understand their expectations regarding supplier performance. MEP translates that knowledge into enhanced awareness and performance among suppliers.

Domestic suppliers that are lean are highly valued in supply chains because they are faster, more flexible, cost competitive, and less likely to fail. These attributes provide a competitive advantage when compared to distant low-cost overseas suppliers. MEP is recognized for delivering results in Lean and having Lean experts on staff across the country.

Supply chains cross state boundaries and suppliers support multiple OEMs. An effective national supply chain improvement strategy must support suppliers across the country, deliver consistent services and results, and be capable of customizing services to meet regional and company or location-specific needs. The MEP system is the organization providing consistent Lean services combined with opportunities for growth to suppliers from coast-to-coast.

In today's global economy, U.S. manufacturers’ competitiveness depends on far more than the activities that occur within factories. It depends on the performance of the full value chain. Helping manufacturers meet the growing challenges to their international competitiveness will require MEP to focus not only on expanding service to traditional manufacturers themselves, but also on improving the performance of companies in related sectors that affect the cost of manufacturing and impact the ability of manufacturers to bring their products to world-wide markets.

Wisconsin Accelerate Program Description

Accelerate Program As global competition continues to challenge U.S. manufacturers, OEM's are recognizing speed and flexibility in their supply chains is key to reducing their supply chain risk. OEM's are realizing what's fundamental to flexibility is time-based competitiveness with a robust, cost-effective, U.S. supply chain. Domestic suppliers can win---but only if they optimize their value streams to their customer and drive out waste!

OEM's want improved quality, delivery, and cost reductions. Traditional approaches to supplier development have had mixed success. Suppliers are often asked to improve, and have tried to comply, but without a clear roadmap and enterprise-wide view, results are uneven and often not sustained. Traditional methods not only sub-optimize results, but the spirit of collaboration, trust, and competing together is often missing. Supplier ownership is essential to drive and sustain change generating stronger, bottom line results. To overcome problems with traditional strategies, MEP, with the thought leadership from the Wisconsin Manufacturing Extension Partnership (WMWP) and several progressive-thinking OEM's, developed Accelerate, a supplier improvement solution, now emerging as a national model.

The Accelerate model begins when an OEM nominates a supplier to participate. The supplier recommends a value stream to optimize and the supplier and OEM agree and sign a project charter that defines roles, responsibilities and a timeline.

MEP is a neutral coach and mentor, providing support when the supplier's Lean-ness gap is determined, i.e. where Lean methods could be applied. Value Stream Mapping (VSM) is used to identify areas for improvement and to establish the existing MCT, or Manufacturing Critical-path Time, the typical amount of calendar time from when a manufacturing order is created through the critical-path, until the first single piece of the order is delivered to the customer. It's measured in calendar days and includes all order entry, manufacturing, and logistics shipments. A future VSM and MCT is also established as a goal along with an action plan.

MCT has been developed and proven with nationally known OEM's over the past decade. It is a robust metric to drive all other traditional supplier metrics of quality, delivery and pricing. Traditional metrics don't typically reveal problems like shipping from finished goods inventories or costs reductions from margin (very risky!). A short MCT means the supplier is Lean, flexible, and can shift and respond quickly to demand changes. MCT is a time-based, universal measurement, which can relieve suppliers of having to deal with multiple measures and different OEM measurement systems.

The next step is to close the Lean-ness gap by applying Lean tools to achieve the future MCT. The supplier takes ownership of the project, deciding what Lean changes to make and implementing those changes. WMEP assists and guides the supplier with the identification of the Lean-ness gap and implementation. MEP maintains complete confidentiality, and the supplier chooses what is shared with the OEM. Establishing a Lean Culture ensures the improvements are sustained.

The benefits to suppliers of the Accelerate model include:

Focus on implementation and results for the supplier; Co-investment by all parties-everyone has a stake in it; Freedom for the supplier to decide what changes to make and where to make them; Use of a charter to delineate responsibilities and expectations of all parties; Confidentiality, with the supplier choosing what information to share with the OEM; Creation of a collaborative, strategic relationship with the OEM that allows both to compete globally; Use of a single time-based metric, instead of being based on margin; Joining in a national model with MEP support/expertise; Lean Culture to sustain improvements and spread continuous improvement to all other areas.

Arizona Supply Chain Management [31] The Arizona MEP works with your suppliers to develop an integrated, virtual, rapid response manufacturing supply chain initiative. We help you to create a "Demand Pull" system; to identify, address, and find solutions for shortages; and to match surge requirements to existing, available industrial capacity.

Supplier Improvement

Become a role model Lean customer by making the decisions and following the practices that have a positive effect throughout your enterprise, from internal processes to supplier interactions. Identify your core competencies so logical choices can be made about which resources are needed for your make-buy decisions. Outsourcing involves more than make-buy decisions; it also includes choosing the right suppliers and developing the right supply chain processes, both of which have far-reaching impact on your bottom line. Be sure that your core suppliers and their systems and philosophies are compatible with yours, and that they are at a comparable level of operational excellence. Communication, continuous improvement through training, and an interlocking structure are key components to a successful supply chain model.

Remember - "The supply chain is only as strong as its weakest link."

SupplyPoint®

SupplyPoint® is a Web-enabled database that catalogues the production capabilities and capacity of small to medium-sized manufacturers. MEP Project Managers access SupplyPoint® data to assess the technical potential and organizational readiness of a manufacturer to participate in defense and commercial supply chain contracting opportunities. MEP Project Managers working with defense agencies and prime contractors utilize SupplyPoint® to identify qualified and capable suppliers. Registering in SupplyPoint® will provide your company greater visibility to major supply chain opportunities and working with the MEP will better positioned your company to respond to new opportunities for product diversification and revenue growth. Registration in SupplyPoint® is free.

Maine MEP Supply Chain [32]

Defense Supply Chain Linking to Small New England Manufacturers Companies in CT, MA, ME, NH, RI and VT Tapping Into Lucrative Department of Defense Contracts While Bolstering Homeland Security Initiatives

With the United States military actively engaged in the War on Terror, there is a need to constantly produce new parts or replace worn out parts, materials and equipment used by our nation's soldiers.

As a result, large national and New England area manufacturers that supply the Department of Defense (DoD) have seen materials re-supply orders increase over the past few years. At the same time, economic pressures such as global competition and downward cost pressures from the DoD has created a shift within the industry. These large companies are now implementing a major structural change in their approach to manufacturing by transforming themselves from OEMs (Original Equipment Manufacturers) into final assemblers and are pushing down the management of much of their work to smaller subcontractors known as SMEs (Small and Medium Sized Enterprises).

Florida MEP [33]

Supply Chain Management

[ Supplier Improvement | SupplyPoint® Database | Center for Supply Chain Integration and Risk Management ]

The Florida MEP works with your suppliers to develop an integrated, virtual, rapid response manufacturing supply chain initiative. We help you to create a "Demand Pull" system; to identify, address, and find solutions for shortages; and to match surge requirements to existing, available industrial capacity.

Missouri MEP Supply Chain 3 day course

[34]

Course Description

Day One of the course focuses on supply chain concepts, definitions, models, tools, sourcing decisions, supplier relationship management, inventory management, metrics and the impact of supply chain management on a corporate financial statement.

Days Two and Three give a broad overview of the Lean Enterprise culture, the eight wastes and a variety of Lean tools including both current and future state Value Stream Mapping, 6S, Cellular Flow Design, Standard Work and Total Productive Maintenance.

For more information about this course, contact your Missouri Enterprise Area Business Manager or Dave Goebel at 800-956-2682.

New Hampshire MEP Supply Chain[35]

The New Hampshire MEP works with your suppliers to develop an integrated, virtual, rapid response manufacturing supply chain initiative. We help you to create a "Demand Pull" system; to identify, address, and find solutions for shortages; and to match surge requirements to existing, available industrial capacity.

Supplier Improvement

Lean and Green Supply Chain Source: Environmental Accounting Project == Green Ideas ==

Lean and Green Supply Chain Source: Environmental Accounting Project http://www.greenbiz.com/toolbox/reports_third.cfm?LinkAdvID=9773

A number of leading U.S. companies are providing increasing proof of the link between improved environmental performance and financial gains: The GM Corporation reduced disposal costs by $12 million by establishing a reusable-container program with suppliers; Commonwealth Edison saved $25 million through more-effective resource management. Re-evaluating a company's supply chain -- from purchasing, planning, and managing the use of materials to shipping and distributing final products -- with an emphasis on environmental performance leads to savings. However, environmental performance is too often forgotten by supply-chain managers.

National Association of Manufacturers (NAM) Releases New Supply Chain Report National Association of Manufacturers (NAM) President and CEO John Engler released a new report titled, “Forging New Partnerships: How to Thrive in Today’s Global Value Chain”. “This new report will help manufacturers position their companies in larger, more expansive value chains and succeed in today’s global marketplace,” Engler said.

The best practices cited in the report are drawn from interviews and a roundtable discussion with NAM members, results of an annual survey by RSM McGladrey and insights from the U.S. Dept. of Commerce’s Manufacturing Extension Partnership (MEP). The report is available at http://www.nam.org/supplychain. The NAM press release is available at: http://www.nam.org/s_nam/doc1.asp?CID=14&DID=239786.

Engagement/Meaning Related to Productivity (Positive Psychology)

Deborah Porto, 2-8-08, deborah_porto@ncsu.edu
Equates productivity (among other things) to employee gratification, or feeling that they are contributing and making a difference in their work defined as "gratification" (versus more common happiness}. Newsweek cover story [36]

Harvard Extension course on positive psychology - excellent example of this [37]

Seligman, Steen, Park and Peterson (2005) - emperical study, break down happiness into positive emotion, engagement and meaning. p. 420 "We suspect that productivity at work...follow[s] the same patters as subjective happiness"

Growth and Innovation

Eureka Winning Ways! new product is our primary offering to help small businesses grow.

Creative Destruction - "The economist Joseph Schumpeter popularized and used the term to describe the process of transformation that accompanies radical innovation. In Schumpeter's vision of capitalism, innovative entry by entrepreneurs was the force that sustained long-term economic growth, even as it destroyed the value of established companies that enjoyed some degree of monopoly powerThere are numerous types of innovation-generating creative destruction in an industry:

New markets or products New equipment New sources of labor and raw materials New methods of organization or management New methods of inventory management New methods of transportation New methods of communication (e.g., the Internet) New methods of advertising and marketing New financial instruments New ways to lobby politicians or new legal strategies (though many economists would argue that this last is not a genuine example of creative destruction, so much as an example of using force of government to prevent more innovative or lower cost competitors from selling to one's customers). (see wikipedia link for more on creative destruction Media:http://en.wikipedia.org/wiki/Creative_destruction.

What is the relationship between productivity increases and job creation/loss. The NISP MEP surveys measure sales and job creation. How important is productivity and what are the best measures (sources of data)? US Deptartment of Labor Statistics [38]

Lean Product Development

National Center for Manufacturing Sciences has a lean product development initiative [[39]]

Add information from PDMA [40]

Training Within Industry

Recommendations from Deborah Porto August 2006 trip report on TWI

5. Recommendation and Plan

• IES develop certified trainers to offer TWI products to NC clients. Work initially through third-party arrangements with CNYTDO. CNYTDO will provide certified trainers for our clients and IES will receive 15% of the fee. IES staff can attend for free. IES should develop certified trainers within a year to provide this service with our delivery staff and therefore achieve 100% IOD on the sales.

• Identify a product owner for TWI in the delivery staff.

• Organize a TWI pilot project with five companies sending 2 people each for a JI/JR combination and a JI train the trainer program two months later.

• IES to incorporate TWI into continuous improvement training packages and the transformation. TDO has a package; “The Lean TWI Pathway to Continuous Improvement” (see attachment) is how CNYTDO does it.

• IES to study the results of implementing TWI at North Carolina companies as part of new product development follow up.

• Contribute IES time to the development of a standard TWI certification body by continuing to work with the Syracuse, New York MEP.

There is a TWI summit [41] Jim Kurian attended this summit in 2007.

There is a TWI Institute organized by the NY MEP that aids other MEPs in starting up an TWI product [42]

New Hampshire MEP TWI work [43]

Dakota MEP TWI work [44]

Mass MEP TWI work [45]

Minnesota MEP TWI work [46]

North Eastern Pennsylvania Resource Center TWI work [47]

Lean Healthcare

IES Lean Healthcare Story on Westcare needs link to IES website

Georgia Tech Lean Healthcare work

Georgia Tech Forms Health Care Performance Group to Apply Lean Management Principles March 8, 2008 -

To help address rising costs and improve the quality of health care, the Enterprise Innovation Institute (EII) has created a health care performance group. The new group will work with health care providers and service organizations to apply lean management principles – a set of tools derived mostly from the Toyota Production System widely used in manufacturing – that helps identify and steadily eliminate waste from an organization’s operations.[48]

[49]

Purdue MEP

The Illinois MEP links to this page [50]

Enabling the Predictive Enterprise

This section is dedicated to a discussion of using data analysis and applied research for IES new product development.

Ensure that the actions you take today will directly achieve your organization’s goals tomorrow. Simply put, that’s the way a Predictive Enterprise operates—and that’s what gives it a competitive advantage in the marketplace. [51]

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