To inspire commitment to enterprise excellence through shared learning and access to best practices, so professionals can succeed personally and help their companies thrive. AME is recognized throughout North America as the place for professionals from small- to mid- sized manufacturers to learn how to add ever-greater value for customers and stakeholders. AME MissionAME Vision 2007 STRATEGIC PLANNING

Maintaining the spirit of volunteerism and shared learning that created the organization. Insuring that our products and services are world class, relevant, and internally consistent. Discouraging intrusive commercial activities as its events. Aligning, allying, and cooperating with other organizations and institutions that practice a similar vision, mission, or values. Being exceedingly welcoming to people new to our organization. Maintaining a strong, high-performance manufacturing presence in North America is vital to the economic strength of the region and its people. AME Values

STRATEGIC GOALS (How we plan to achieve our vision and mission.) AME VISION: (What we want to be.) To be recognized throughout North America as the professional association where its members, primarily for manufacturers, can learn to add ever-greater value for customers and stakeholders. AME MISSION: (What we want to do.) To inspire commitment to enterprise excellence through shared learning and access to best practices, so members can personally succeed and help drive their company’s success. AME VALUES: (What we believe is important.)  Volunteerism and shared learning.  World class products and services.  Discouraging of intrusive commercial activities at events.  Aligning with other organizations that practice a similar vision, mission, or values.  Being exceedingly welcoming to new members.  Maintaining a strong, high-performance manufacturing presence in North America. Growth Increase AME’s membership, visibility, and influence in the N.A. manufacturing community. Reach 10,000 members by 12/31/08. Leadership Develop a meaningful program for the CEO. Partnership and Products Broaden and increase the value and number of AME product and service offerings at the national and regional levels through organic development and alliances with other like-minded organizations. Financial/Organizational Maintain AME’s financial viability and strength. Networking Increase opportunities for networking and shared learning. KEY MEASURES (How we will measure the success of our actions.) YTD Revenue vs YTD Budget Monthly Net Income vs Budget Actual Number of individual members. % of Monthly Membership Renewals. Number of CEO members. YTD Event ROI Attendance to target Number of individual touches. Development revenue. KEY ACTIONS ( ) (Specific activities and leaders to further our strategic goals.) Board Committee and AME Staff activities. Glenn Marshall-Chair Hire marketing person at corp. office. Develop branding for AME Develop advertisement program Member referral program Event planning kaizen Board Committee and AME Staff activities. Tony Laraia-Chair Pilot a CEO program in Chicago area and launch first forum/summit. Board Committee and AME Staff activities. Elizabeth King-Chair TWI Job Instruction pilot Develop Champions Leadership Team. Continue to develop alliances Board Committee and AME Staff activities. Keith Syberg-Chair Create reserve fund. Develop investment committee Board Committee and AME Staff activities. Ken Rolfes-Chair Networking Technology Director Development New Member orientation Web Site development AME Strategic Planning Framework