NGM Profile
  
Only a fraction of American manufacturers measure up to the world-class attributes that describe what it will take to survive and grow over the coming years. Many are at risk, because they are not at or near world-class in any of the six strategies describing what it will take to become a Next Generation Manufacturer.

What is Your Next Generation Manufacturer Profile?
The five strategic attributes of a Next Generation Manufacturer are defined as –

    - Customer-focused innovation
    - Advanced talent management
    - Systematic continuous improvement
    - Environmentally sustainable products and processes
    - Supply Chain Engagement

Manufacturers implementing these strategies will be better positioned to maintain manufacturing leadership into the next decade. Competing on the world stage will promote profitable growth, good jobs, and a stronger economy.

Complete the following application and see how you compare as a Next Generation Manufacturer.

Prepare Today and Impact Tomorrow!
The following questions are an excerpt from a comprehensive enterprise evaluation to help you see how you measure up as a Next Generation Manufacturer. Answer each question using the following scale as truthfully as you can to develop a high-level profile of your Next Generation readiness.

    1 – The practice is not found or present: 0% occurrences
    2 – The practice is only seen in some areas: 25% occurrences
    3 – The practice is commonly found but not in the majority of cases: 50% occurrences
    4 – The practice is very typical with some exceptions: 75% occurrences
    5 – The practice is everywhere in the plant, no exceptions: 100% occurrences

Customer-focused Innovation
To what extent is your company focused on efforts to innovate in the following areas? •  New product development 1 2 3 4 5    •  Product line extensions 1 2 3 4 5    •  Product features 1 2 3 4 5    •  Packaging 1 2 3 4 5    •  New manufacturing processes 1 2 3 4 5    •  Increasing the beneficial use of information technology 1 2 3 4 5    •  No plans to innovate 1 2 3 4 5
How well does your company develop, make, and market new products and services that meet customer needs at a pace faster that the competition?	1 2 3 4 5
How good are you at developing new customers and markets?	1 2 3 4 5
Advanced Talent Management
Compared to your competitors, do you have a highly skilled and competitive workforce?	1 2 3 4 5
Are your employees aligned with the company mission and empowered to initiate change?	1 2 3 4 5
How effective is your company at securing a competitive advantage by having superior systems in place to hire, develop, and retain talent?	1 2 3 4 5
Systematic Continuous Improvement
How effective is your continous improvement plan, given ongoing measurable results, management involvment, and long-term objectives?	1 2 3 4 5
How active is your company in the following process improvements areas in 2010? •  Supplier relationship management 1 2 3 4 5    •  Customer relationship management 1 2 3 4 5    •  Demand planning and management 1 2 3 4 5    •  Order fulfillment 1 2 3 4 5    •  Manufacturing flow management 1 2 3 4 5    •  Product development and commercialization 1 2 3 4 5    •  Returns management 1 2 3 4 5    •  Sales process management 1 2 3 4 5    •  No plans for process improvement 1 2 3 4 5
How would you characterize your company's continuous improvement plan to remain lean and agile ove the next five years?	1 2 3 4 5