INTRODUCTION

The High Performance Manufacturing Consortium (HPMC) is incorporated in the Province of Ontario as a non-profit corporation and exists to assist each of its members to individually, and collectively, become successful global competitors. In describing HPMC, the summer 1998 MIT Sloan Management Review paper, identified HPMC as a “Leveraged Learning Network” which further describes how the Consortium pursues World-Class Best Practices.  It is this pursuit that has bound the network for over 15 years.

The Consortium believes that only by each member achieving global performance will they be able to meet the increasing quality and performance requirements needed to succeed in making their customers successful.

HPMC’s members represent the typical infrastructure needed by a global competitor. The Consortium’s diverse membership consists of a cross section of manufacturing related companies – most with world mandates – who produce quality services, high precision parts, electrical components and enclosures, electro-mechanical assemblies, heavy road grading equipment, heavy transportation equipment components, world leading space technology, a leading supplier to the aerospace industry, value-adding distributors, a packaging solution provider, high technology electronic and mechanical system designers and suppliers. All are ISO 9000 compliant, with members having, or moving to acquire, QS 9000 and ISO 14000 and 18000 designations. The Consortium is operated and exclusively financed by its member companies whose representatives have an equal voice on the Board of Directors, which meets quarterly.

HISTORY

HPMC began in the late 1980's as the Allen-Bradley Suppliers Network. It was initially facilitated by the Manufacturing Research Corporation of Ontario (MRCO). Individual benchmarks were carried out on each member company to identify their performance levels against World-Class norms. Member progress toward these norms is continuously tracked to this day through a comprehensive annual survey completed in December. In 1993 David Hogg, then Manager of Continuous Improvement with the Giffels Corporation, was given a mandate by the newly-formed High Performance Manufacturing Consortium to change the Consortium's direction and provide practical hands-on assistance in how to address World-Class issues. In January 1995, he joined the Consortium as its full-time facilitator and was presented with the challenge of bringing a group of creative, diverse, dynamic, and independent individuals into a cohesive unit that would share and lever Member resources for mutual competitive benefit.

HPM CONSORTIUM TODAY

The Consortium develops and delivers member-defined practical programs, as well as facilitating exchanges and new approaches to improve manufacturing performance ranging from the introduction of Lean Accounting, Lean Sigma, on-site facilitation of 5S, Value Stream Mapping, CI, and direct coaching.  A ‘Quick Lean Diagnostic’ is used by more members to increase excellence, and the results are cumulative as Members begin to move forward after the 9/11 pause.  The Consortium supports the Lean initiatives associated with the Association for Manufacturing Excellence (AME) in Wheeling Illinois , the Society of Manufacturing Engineers (SME) in Dearborn , as well as manufacturing Consortiums from coast to coast across Canada including networks, associations, and organizations in the United States and Australia .

Current activities include the Virtual Training Centre, which prepares and installs customized training at its point of use and the establishment of Special Interest Groups (SIGs) where needed that involve personnel at all levels in member companies. Hands-on simulations deliver high impact and understanding in such topics as “Lean Procurement & Purchasing,” “Lean Office/Value Steam Mapping Administrative Processes”, the widely acclaimed “Introduction to Lean Principles 101” coupled with “5-S”, “Continuous Improvement Through Teamwork” and more.  More strategic initiatives include the introduction to Lean Accounting some thee years ago which is evolving into a process for the conversion of standard accounting practices.

Earlier more formal Benchmarking processes have been replaced by both the 3-day assessment for new members which is followed by an ongoing 3-hr ‘Quick Lean Assessment’ executed every four months to track progress.  To tap into trends and directions, a new Chair of Opportunities and Alliances has been formed to harvest the value brought by relationships with other networks.

The Virtual Training Centre's most powerful change initiative has been the 5-month "Practice of Leadership & Coaching" program developed by member companies and has now been delivered to some 520 leaders and potential leaders within HPMC and Associate companies. The process unites formal and informal leaders from HPMC as well as leading manufacturing companies (associates of HPM).

To assist in harnessing technology, the Consortium established an internal Technical Contributors Team/Network, which puts individual company experts just a phone call away from all members. HPM has established links, and works cooperatively with manufacturing consortiums in British Columbia , Alberta , Manitoba and Le Reseau CMQ Inc. in Quebec , as well as with the Canadian Manufacturers and Exporters. In Ontario, HPMC works with The Excellence in Manufacturing Consortium, the Kawartha Manufacturers' Association, and many more Ontario manufacturing networks and individual experts. HPMC's expressed purpose is to increase the global competitiveness of its members through the exchange of practical know-how, knowledge and World-Class best practices through the exchange of wisdom.

In 2004, the Consortium will continue its commitment to the application of Lean Thinking toward its Members' success as it builds alignments with key non-competing organizations, institutions, suppliers, associations, networks and providers while jointly sponsoring events focusing on excellence and learning opportunities for member companies.

MEMBERSHIP

HPMC represents a close-knit cross-section of manufacturing infrastructure organizations who’s Vision and Mission recognizes the need for each member to achieve World-Class performance. As such, the value of membership is predicated upon what existing members and new members bring to the Consortium, as well as their continuing contributions.

HPMC does not actively pursue new members. However, new members will be considered who are driven to improve – and who are in 'close proximity' to enable the rapid and spontaneous exchange of solutions, ideas and know-how.  Interested companies may contact us at the HPM Consortium office or by email to: info@hpmconsortium.com

GOVERNANCE

HPMC is governed by a Board of Directors made up of one delegate from each member company.  All member delegates have one vote regardless of their size.  The Board is guided by a General Management Team (GMT) which is chaired by the Board Chair and consists of the President and the Chairs of Vision, Finance, Opportunities & Alliances, and Co-Chairs of Leveraging and Education. The GMT meets quarterly prior to the Board Meetings to prepare the issues and map the agenda for the Board Meeting.  

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HPM CONSORTIUM CONTACT INFORMATION

10 Pioneer Drive, Suite 202
Kitchener, Ontario, Canada
N2P 2A4
Phone: 519.893.6260 ~ Fax: 519.893.3685
E-mail: info@hpmconsortium.com
Website: www.hpmconsortium.com