A needs survey asks manufacturing firms directly about their needs or problems. Firm representatives are asked a series of questions-by telephone, by mail or in person-aimed at determining specific manufacturing assistance needs. Examples of questions posed include the following:

• What are the most critical issues facing your business today?
• What are your firm's or industry's greatest problems?
• What are the most costly components of your operation?
• In what areas do you think your firm or firms in your industry need to modernize?
• What types of assistance are most needed by your firm or firms in your industry?

In addition to designing the survey, manufacturing assistance programs put much effort into compiling an accurate, complete listing of manufacturers. This compilation begins with such common sources as state manufacturers directories and Department of Labor listings. However, because these lists tend to be incomplete (due to new incorporations, out-of-business firms, relocations, and so forth), verification is vital.

Such data verification is performed by checking available data against other lists and published statistics, reviewing the data at the local service provider level and calling companies to validate information. Finally, decisions are made regarding survey administration and sample size-for example, whether to survey a sample of manufacturers or to conduct a census of every firm identified. In making these decisions, standard survey research methods are followed.

Use

Manufacturing assistance programs conduct needs surveys early in their planning process; follow-up surveys are conducted when program administrators feel needs have changed. Needs surveys can be used to determine the characteristics of firms that might be interested in participating in the assistance program and the types of assistance services they might need. Also, needs surveys can collect opinion information about alternative delivery mechanisms such as networks and brokered services. Findings from needs surveys can be combined with published information about the population of manufacturers to estimate the potential size of a program's customer base. Also, survey results provide useful information to include in proposals for federal funding.

Case Examples

Georgia

Georgia Institute of Technology's Economic Development Institute conducted needs surveys of manufacturers in 1989 and 1992. Based on information in the state's manufacturers directory, all identifiable manufacturers with 20 or more employees were mailed a survey questionnaire. The surveys included a list of 63 problems, and asked respondents to rate the level of magnitude of each problem, and to indicate their interest in receiving assistance to address the problem. Problems were listed in the following categories: finance and accounting, taxes, manufacturing and production, labor, energy, management, marketing, information systems and processing, insurance and government regulations.

In 1992, more than one-third of the respondents who perceived the following as problem areas wanted information and/or assistance: strategic planning, total quality management, employee involvement programs, self-managed teams, quality assurance and ISO 9000. Comparing results to those from the 1989 survey suggested that the need for assistance is growing in areas relating to information technologies, quality management, energy, the environment and safety. Survey information was used to obtain federal funding under the Technology Reinvestment Project.

Michigan

MMTC conducted needs surveys of firms in four industry sectors: tool and die, plastics, machine tools and metal forming. One-page questionnaires were constructed for each sector, based on previous surveys and field engineer input. (See Figure 3.) These surveys were aimed at determining technology needs within each sector. Items were worded in terms of desired outcomes or capabilities (for example, "better approaches to extend die life," "more consistent, higher quality human resources"); firms were asked to rank each item by its relative importance.

The surveys were sent to a sample of companies, stratified according to four-digit SICs to represent the four sectors. The companies first received an orientation phone call followed by fax delivery of the survey. Survey results showed that the mix of needs varied considerably among sectors, although human resources ranked relatively high across all sectors, except machine tools. Program administrators used these results, together with other assessment tools, to define sector-specific service offerings.

Your title:________________________________________________________

____Improved techniques for design for manufacture and design for assembly.

____Improved reliability and maintainability of machine tools.

____Better approaches to global market and product development.

____Alternative approaches to reducing environmental impact of machining
    operations.
    
____Better approaches that promote access for machining and minimize
    contamination of fixtures and material handlers (e.g., fixtures).
    
____Better approaches to control and removal of chips for high speed
    machining.
    
____Better approaches to monitor and control machine operations and to
    compensate for errors (e.g., balance, thermal distortion, geometric
    positioning).
    
____Improved means for rapid and accurate generation of holes.

____Improved techniques for evaluation of simultaneous, multiple sensor
    input.
    
____Improved position sensors.

____Improved actuators to handle higher forces and greater displacements.

____Improved surface sensing.

____Better approaches to integrating non-traditional machining techniques
    (e.g., lasers, water jet, ultrasonics)in machine tools.
    
____Better machine tool guarding (e.g., access, noise reduction).

____Improved techniques for maximizing manufacturing operations per work
    station.

____Increased flexibility in controls and drive electronics.

____More efficient and effective means of coolant monitoring and
    reclamation.
    
____Other (specify):____________________________________________________.

Strengths

Needs surveys provide direct information from manufacturers about their problems and interests.

Weaknesses

1. Needs surveys do not indicate companies' level of sophistication or their receptiveness to assistance services.
2. Planning, administering and analyzing surveys is a complex, time-consuming process.
3. Misleading conclusions can result from mistakes in survey administration or interpretation. Also, incomplete listings of manufacturers will produce results that do not represent the needs of the population. Low rates of completed questionnaires reduce the usefulness of the results.
4. Poorly worded, extremely lengthy surveys can create ill-will among manufacturers.

About the case examples:

1. Georgia Tech Research Institute, KPMG Peat Marwick, and Georgia Chamber of Commerce. "Addressing the Challenges of the '90s: 1992 Survey of Georgia Manufacturers." Report prepared for the Georgia Institute of Technology, Atlanta. 1992.

   Robert Lann
   Economic Development Institute
   Georgia Institute of Technology
   Atlanta, GA 30334
   404-894-3475

2. Ostrowiecki, Beverly A., William Loomis, Michele Speers, and Louis G. Tornatzky. "Technology Needs in Four Sectors: A Field Study of MMTC Client Companies." Report prepared for the Midwest Manufacturing Technology Center, Ann Arbor. November 20, 1992.

   Beverly Ostrowiecki
   MMTC
   P.O. Box 1485, 2901 Hubbard Road
   Ann Arbor, MI 48106
   313-769-4020

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