MIT Leaders for Manufacturing Program

Future leaders of global operations

An active partnership among MIT School of Engineering, i n s i d e

MIT Sloan School of Management, and more than 20

corporations, the MIT Leaders for Manufacturing (LFM) 1 y Introduction

program produces world-class leaders for manufacturing

2 y Academic Program
and operations. This innovative two-year graduate

program, created in 1988, includes an integrated 3 y Academic Timetable and Curriculum

engineering and management curriculum along with a
7 y The LFM Internship and Thesis
six-and-a-half month internship at a partner company.

Students earn an MBA or Master of Science in

9 y Recruiting and Career Development
Management as well as a Master of Science in one of

eight participating engineering programs. LFM focuses 11 y LFM Faculty

on theory and global practice from concept development

11 y LFM Alumni
through product delivery, including challenges faced

on factory floors and in global supply chains. Corporate

13 y LFM Partner Companies
partners provide generous fellowships for all students.

13 y A Global Community

13 y China Leaders for Manufacturing

14 y Admissions and Financial Aid

15 y About MIT

16 y Information and Contacts

Cover Photo: Ron Hagerman, Range Studios

The E40 bridge depicted on the cover links MIT Sloan

and the MIT School of Engineering. It is immediately
outside the LFM offices.
innovative leaders agents of change

Each June, a select group of the world’s best and brightest early-career manufacturing professionals embarks
on a rigorous, two-year academic program that marks the beginning of a lifelong journey. This journey
offers more than the opportunity to receive a generous fellowship to earn an MBA and an SM in engi-
neering at one of the world’s most renowned institutes of higher learning. It also offers the opportunity
to join a cadre of professionals who lead significant change throughout industry and academia—MIT’s
Leaders for Manufacturing.

The Leaders for Manufacturing (LFM) program is a partnership of MIT School of Engineering, MIT
Sloan School of Management, and industry. The partnership is dedicated to addressing broad aspects
of manufacturing, from concept through delivery, including product development and the supply chain.
Through its academic program, research, and outreach to other universities around the globe, LFM strives
to integrate the total manufacturing enterprise with customers, suppliers, government, and community.

Launched in 1988 in response to the need for U.S. companies to become more competitive, LFM is
dedicated to discovering the principles that produce world-class manufacturers and leaders, and to
translating those principles into teaching and practice. LFM is based on the belief that manufacturing
and operations excellence is indispensable to the economic and social well-being of individuals, to companies
operating in global markets, and consequently to society as a whole.

LFM participants include a diverse mix of students and alumni, senior executives at companies such
as Amazon, Boeing, and Cisco, and faculty from MIT’s Sloan School of Management and School of
Engineering. Together they develop, design, implement, and participate in a cutting-edge, integrative
engineering and management program that gives its partners the knowledge, tools, and support they
need to lead, strengthen, and transform industry.

LFM goes beyond traditional boundaries, sharing lessons learned with peers in other universities and
corporations. LFM seeks new approaches to collaboration, cooperation, and competition that benefit
individuals, corporations, and communities around the globe. The LFM academic program develops
executives who are solidly grounded in technology, engineering, manufacturing, and management.

LFM is the start of a lifelong journey for tomorrow’s industry leaders and agents of change.

1
 academic program

The Leaders for Manufacturing program is a rigorous

two-year graduate experience in which students earn
two degrees: an MBA or a Master of Science from MIT
Sloan School of Management and a Master of Science
from MIT School of Engineering.

LFM’s curriculum is designed to provide students with

an appreciation for continuous, incremental improvement
as well as for groundbreaking innovation—and it
provides the tools to accomplish both. In addition to full
participation in the MBA program, LFM gives students a
solid background in engineering, operations management,
information technology, teamwork, change management,
and systems thinking through class work, research, an
internship, interaction with partner company executives,
and opportunities to lead and learn by doing.

The LFM academic program consists of the following:

n Coursework (20+ courses), including MBA core

curriculum

n Plant Treks (more than 15 plants per year including

local tours, a two-week trip to facilities throughout the
United States, and an optional international tour)

n Internship (6.5 months)

n Research and thesis

n Participation in LFM program management

n A two-year leadership sequence consisting of classes,

seminars, and other activities

LFM’s dedicated corporate partners provide generous

fellowships for all LFM students.

2

academic timetable and curriculum
Y E A R O N E:
E A R LY J U N E — M I D - A U G U S T
Leadership Workshop: The Universe Within
Courses: Engineering Probability and Statistics
Lean/Six Sigma Processes
Operations Management
Organizational Leadership and Change
(Part I)
Systems Optimization and Analysis for
Manufacturing
Local plant tours
LFM program management
F A L L S E M E S T E R
Courses: Communication for Managers
Economic Analysis for Business Decisions
Financial Accounting
Leadership Seminar in Management
and Ethics
Organizational Processes
Proseminar in Manufacturing
Engineering electives (2)
Optional management elective
Local plant tours
LFM program management
J A N U A R Y
Independent Activities Period
National plant tour
S P R I N G S E M E S T E R
Courses: Proseminar in Manufacturing
Marketing, finance, or other
management elective
Product Design and Development or
other design course
Management and engineering electives (3)
Internship preparation and initial site visit
Optional international plant tour
Y E A R T W O:
J U N E — J A N U A R Y
Internship at LFM partner company (6.5 months)
Thesis research begins
S E P T E M B E R — N O V E M B E R
Midstream Review: Students return to MIT
campus to share internship findings to date
with peers, faculty, and partner companies.
Recruiting begins: LFM partner companies are
on campus to interview students for full-time
positions. Students may also participate in recruiting
through the MBA program, as well as pursue
independent job searches.
J A N U A R Y
Knowledge Review: Students share internship research
with peers, faculty, and partner companies.
F E B R U A R Y — M AY
Courses: Organizational Leadership and Change
(Part II)
Operations Strategy
Electives
Thesis completed
J U N E
Commencement
3
 LFM engineering core program

Eight MIT engineering programs are affiliated with LFM:

n Aeronautics and Astronautics

n Biological Engineering

n Chemical Engineering

n Civil and Environmental Engineering

curriculum
n Electrical Engineering and Computer Science
LFM’s academic curriculum comprises three themes:
n Engineering Systems

Foundations y Basic building blocks in skills that go beyond n Materials Science and Engineering
traditional management and engineering requirements
n Mechanical Engineering
for world-class manufacturing

Engineering requirements depend on the department of

Integration y The melding of activities and subjects that
focus. All students, however, must fulfill the following
span engineering and management and embody LFM’s
engineering core program:
conviction that future leaders must be able to integrate
technical and managerial information and skills n Systems Optimization and Analysis for Manufacturing

n Engineering Probability and Statistics

Leadership y The critical skill that embraces
all other activities and gives students focus n Lean/Six Sigma Systems
and direction
n A course in design and development

n Additional courses (typically three) to fulfill departmental

requirements
leadership

LFM curriculum integration

n internship
n lean/six sigma systems
n operations management
n operations strategy
n plant visits
n product/process design

foundations
managerial &
organizational informational
n marketing physical n a ccounting &
n organizational n processes measures mathematical
economic processes n materials selection, n communications n systems
n finance n strategy design & economics n information n probability
n  arkets
m n management depth n engineering depth technologies & statistics

4
leadership at LFM The Universe Within

A distinctive feature of LFM is its effort to further the Students start their academic program with
understanding of leadership and provide a model for
the required course The Universe Within. This
lifelong learning, continuous improvement, and personal
week-long class, which includes one day on an
development. LFM’s leadership curriculum provides
students the opportunity to identify and enhance innate Outward Bound experience, covers the theory
leadership capabilities through:
and practice of leadership and offers ample

Skill development in communication, motivation, and opportunity to reflect on personal practice and
change management lessons learned. The Universe Within launches

Practice in dealing with the dynamics of organizational the two-year leadership curriculum that helps

change through case discussions, role plays, team projects, students become effective leaders, team
the LFM internship, and participation on LFM committees
players, and agents for change.

Reflection that ensures time for dialogue, evaluation,

and intellectual integration; LFM’s emphasis on reflection
acquaints students with theories of leadership, learning,
and organization, and encourages shifts in thinking and
expansion of the mental models they use to understand
plant treks
the world

LFM plant treks expand student understanding

The LFM program is carefully designed to enable students
to develop progressively and hone their leadership and of manufacturing breadth and complexity by
teamwork skills. Students work together to create a
introducing them to LFM partner companies’
learning organization that continuously and constructively
challenges conventional leadership models. In doing so, diverse operations, plant floor workers, key

they support one another in expanding beyond their executives, and other LFM alumni.
previous limitations.

During the summer term and academic year,

students visit more than 15 companies on local

plant tours, a two-week U.S. plant trek, and an

optional international trek. Recent international

tours visited facilities in China, Malaysia,

Singapore, and Thailand.

5
proseminar speakers

On campus, LFM students attend weekly seminars with

faculty and industry experts, complementing their formal
course work by learning about current manufacturing
leadership and business issues that are local, national,
or international in scope. Recent speakers in this series
include the following:

Jean Francois Baril

Senior Vice President of Sourcing, Nokia

Matthew Bromberg*
Vice President and General Manager, Pratt & Whitney

Doug Busch
Vah Erdekian
Vice President and Chief Technology Officer,
Vice President, Manufacturing Operations,
Digital Health Group, Intel Corporation
Cisco Systems, Inc.

John Casey Doug Field*

President, Electric Boat, General Dynamics, Electric Boat
Tim Cawley
Senior Vice President and General Manager,
Mobile Devices Integrated Supply Chain, Motorola
Chief Technology Officer and Vice President of Design &
Engineering, Segway, Inc.
Tom Greenwood*
Director, Strategic Initiatives, Spirit AeroSystems

Laura Kennedy*
Taiyu Chou Vice President & General Manager,
Vice President & General Manager, Foxconn Dry & Cast Transformers, ABB, Inc.

Clay Christensen Tim Lee

Robert and Jane Cizik Professor of Business Administration, Vice President of Manufacturing and Labor Relations
HBS; Author of The Innovator’s Dilemma – North America Operations, General Motors Corporations

Randal Pinkett*
Annette Clayton
President and CEO, BCT Partners, LLC;
Vice President Division, Americas Manufacturing
winner of The Apprentice
Operations, Dell Inc.
Mary Puma
Tim Copes* CEO, Axcelis Technologies, Inc.
Vice President – Technical Services, Commercial Aviation
Services, The Boeing Company Aaron Raphel*
Manager, iPhone Enclosure Operations, Apple Inc.
Camilla Denison*
Jeff Wilke*
CEO, Champion Laboratories, Inc.
Senior Vice President, North American Retail, Amazon.com

John Deutch Deborah Wong

Institute Professor, MIT; former Director, CIA Director, Operations Strategy, Amgen Inc.

Company names and titles as of presentation date

*LFM Alumni
6
the LFM internship and thesis

A defining experience of MIT’s Leaders for Manufacturing program is its internship. Each LFM student’s
academic program includes a six-and-a-half-month internship at a partner company. The internship
affords students broader latitude and more depth than employees, conventional co-op students, or
three-month interns are typically permitted. This work provides the basis for each student to write a
joint engineering-management thesis. LFM uses thesis research as a way to capture new knowledge
and enrich its courses.

The LFM internship consists of a unique partnership of students, faculty, and industry. Partner company
sites serve as laboratories for the LFM curriculum and as living classrooms for interdisciplinary teams of
faculty, students, and seasoned manufacturing practitioners.

During students’ first summer and fall terms, partner company representatives give overviews of their
organizations to students, describing manufacturing challenges at their organizations and possible
internship project areas. LFM faculty members also help guide the project identification process, talking
extensively with company representatives at all levels to determine significant challenges and to assure
thesis topic suitability. Because the thesis resulting from a project must integrate management and
engineering, each student has two faculty advisors, one each from engineering and management.

While the study topic is a six-and-a-half-month project for students, it represents a continuum for the
faculty and company colleagues who guide the work. Students draw upon past LFM internship projects
as well as the collaborative relationships faculty have established with their company colleagues.

During their internships, students must effectively use their limited time on site to address real, significant
industry needs and achieve substantial results. They usually have opportunities to meet with a broad range
of company employees, including upper management. These interactions enable students to learn how
their host company operates, while deepening their understanding of manufacturing issues.

Students return to MIT after three months for a Midstream Review to share their findings to-date
with peers, faculty, and partner companies. At the end of the internship period, they participate in a
Knowledge Review with the same community, where they describe what they found to be particularly
significant and note the impact they believe they had on site. During the semester prior to graduation,
LFM fellows complete a thesis that documents their internships.

7
sample LFM internships
LFM internships have uncovered issues and introduced
new ideas and perspectives leading to bottom-line
economic results, saving millions of dollars annually.
These include the following:
From minuscule computer
components to a massive
airplance wing
After working 12 years in
the semi conductor industry
Chan Yuin (C.Y.) Lee, LFM
’08, made the shift to a
more traditional factory
setting for his internship
with Spirit AeroSystems, Inc.
in Prestwick, Scotland. To
optimize the supply chain,
Lee learned the business
from the bottom up — on
the manufacturing floor with employees, in offices with
management, and even visiting company suppliers abroad.
With so much of its work outsourced, Spirit was
looking for a better way to ensure a seamless and
cost-effective supply chain. By applying the insight he
gained at Intel along with the valuable frameworks and
models explored in his classes at MIT, Lee was able to
pinpoint many of the problems that arose from a system
where teams of materials procurement, logistics, and
scheduling personnel all worked independently. After
careful analysis, he recommended creating a structure
that allowed a cross-functional team to exist, explaining
that this would better enable management to see the
supply chain as an interconnected whole.
Lee says the LFM internship experience was invaluable
to broadening his understanding of the management
challenges faced by leaders of every kind. “I got to see
how business and corporate problems are very similar
across industries,” he explains. “The product might
be different, the customers might be different, but the
business requirements converge. People still want the
best product at the lowest cost.”
C.Y. Lee, LFM ’08, worked with Spirit AeroSystems,
helping optimize its supply chain
Honeywell: Aerospace Engine Assembly and Test Cen-
ter of Excellence
Andrea Jones’s internship at Honeywell in Phoenix,
Arizona, exemplifies the breadth of an LFM project.
Originally Jones, LFM ‘06, was asked to implement
an electronic test aid for engine testing. In
addition to completing that project, she helped lead a
team of mechanics to design the engine assembly layout
for the turboprop 331 engine. Ultimately, however, her
thesis dealt with the bigger picture at Honeywell Engines.
As an “outsider on the inside,” Jones recognized that
through enterprise-level optimization of supply chain,
assembly, and test practices, Honeywell could truly improve
its on-time delivery of quality engines to customers. She
conducted a Lean Enterprise Self Assessment Tool (LESAT)
survey to highlight opportunities to
propel Honeywell to a culture of
high performance. She collected
data from sample engines to show
how lean principles can help improve
performance, and made recommendations
for cultural changes that would help
expedite the implementation process
for her ideas.
Andrea Jones, LFM ‘06, helped improve on-
time delivery of quality engines to customers
at Honeywell in Phoenix, Arizona.
Gaining a more holistic view
of the supply chain
During a journey that took him from steel mills at the very
front of the value chain, to suppliers in Guanajuato, Mexico,
to a fourteen-hour “milk run” on an semi-truck delivering
raw material, Andy Storm, LFM ’08, came to understand
firsthand American Axle & Manufacturing’s (AAM) global
supply chain, from the inside out. Tasked with finding ways
to optimize its global supply chain operations, Storm says
the opportunity to gain a holistic view of AAM helped him
develop an in-depth understanding of what makes the
operation what it is and how it can improve.
“That kind of understanding is exactly what makes an LFM
internship such a powerful educational tool,” he explains.
“It exemplifies MIT’s overarching philosophy of learning
by doing, using mind *and* hand. LFM internships require
students to take initiative and to get intricately involved
8
 recruiting and career development
in the inner- Most LFM students pursue careers in manufacturing and operations
workings of an
companies. LFM students may take advantage of recruiting
organization —
to understand opportunities through the career development offices of LFM,
the people, the politics and the processes that really enable MIT Sloan, and MIT.
the company to make money.”
LFM recruiting
Andy Storm LFM ’08, worked for American Axle & LFM provides students with its own unique recruiting program.
Manufacturing, helping to streamline its global supply chain
All LFM partner companies are invited to visit the MIT campus
Forecasting Consumer Demand in November to interview students in the second-year class. All
at Pepsi Bottling Group non-sponsored students are eligible to interview with participating
companies.
At Pepsi Bottling Group (PBG), Inc. in Somers, New York,
Susan Bankston, LFM ’08, worked to improve the methods
M IT S l o a n r e c r u i t i n g
by which PBG forecasts consumer demand at the store-
Like all MBA candidates, non-sponsored second-year LFM students
item level. Applying techniques she learned in her systems
optimization class, Susan developed a methodology to convert are eligible to participate in MBA recruiting through MIT Sloan’s
PBG’s delivery data into estimates of point-of-sale (POS) MBA Career Development Office (http://mitsloan.mit.edu/cdo).
data. Her project was part of PBG’s innovative approach to
forecasting for customers for which it does not have POS M IT r e c r u i t i n g
data. Bankston’s results were so impressive that she was LFM students are also eligible to participate in MIT’s career
asked to present them at this year’s MIT Forum for Supply services (http://web.mit.edu/career/www).
Chain Innovation meeting entitled “Challenges in Demand
Forecasting and Planning.” Em p l o ym e n t I n f o r m a t i o n
Employment information follows for the three most recent LFM
Preparing for her next role, in finance and operations with
Victoria’s Secret Stores at Limited Brands, Bankston says classes.
her experience at PBG was an important one that further
solidified her already strong desire to work in the retail
industry. “It made me realize that any time you are looking
at something you have to be sure that you consider the
entire system,” she explains. “It is very easy to optimize a Other
process locally without realizing opportunities
25% Not seeking employment/
that a better solution could be
Not employed
achieved by optimizing the 11%
entire system globally. Now I
am thinking more in terms of
large systems, where everything
is interconnected and inter- Other manufacturing
related.” and operations
companies LFM partner
19% companies
Susan Bankston, LFM ’08, 45%
worked for Pepsi Bottling
Group, where she helped
convert delivery data into a
more accurate estimate of sales.
Average class: 47 students (including six partner-company sponsored students).
Class of 2008 data reported as of graduation.

9
careers

LFM graduates lead exciting careers in manufacturing

and operations. Recent LFM grads are working in positions
such as:

Product Manager y Responsible for exploring new business

opportunities as well as new product positioning,
introduction and promotion. Interacts with sales, financial
planning, marketing communications, engineering, technical
marketing, and operations. Determines product mix based
on market, profitability, and break-even analysis.

Operations Manager y Responsible for the development

and implementation of activities in production areas to
meet goals, quality and cost objectives. Prioritizes production
schedules based on product introduction, equipment
efficiency and material supply. Establishes operational
objectives, delegates assignments to subordinate managers,
and provides guidance to teams. Responsible for the
planning, development, implementation, and maintenance
of manufacturing methods, processes and operations for
new and existing products. Ensures the effective use of
materials, equipment, and personnel in producing quality
products at minimum costs.

Supply Chain Manager/Material Quality Manager y

Manages the Supplier Rating System, ensuring that all
supplier non-conformances are captured and validated.
Manages coordination with program quality, engineering,
program office, and procurement; all aspects of Supplier
Corrective Action Process. Works with program teams on
supplier quality processes and supplier quality. Leads the
development, implementation, and continued review of
product process verification strategy.

Senior Operations Analyst y Assists top executives in

designing and implementing improved systems and
processes to achieve operational excellence. Focuses on
making significant improvements in productivity, cycle
time, and cross- functional collaboration and effectiveness.
Helps develop strategic and tactical agendas and addresses
high priority service-quality improvement and/or cost-
reduction change agendas.

10
LFM faculty
Because manufacturing leaders require a wide range of
knowledge and expertise in technology and management
science, LFM draws its faculty from experts who have
outstanding track records working with industry and
extensive networks that include key industry practitioners.
LFM faculty members are active in interdisciplinary
research and teaching, as well as student advising, project
supervision, and curriculum development.
Each LFM student has two faculty advisors: one from
MIT School of Engineering and one from MIT Sloan
School of Management. In addition, LFM students have
access to the entire MIT faculty, world-renowned for
teaching and research.
A faculty list is online at http://lfm.mit.edu/faculty.html
Class of 2009
LFM alumni
After Commencement, LFM graduates become part of
an extended community of LFM alumni that offers a life-
time of networking opportunities and events spanning
the globe. LFM alumni provide information and support
for one another throughout their careers. The alums
operate their own site on the LFM Web site, offering
information on events and activities, employment
opportunities, and more. Several partner companies that
employ dozens of LFM grads, such as The Boeing Company,
also have an internal network of alums.
Jeff Wilke, LFM ‘93, is now Senior
Vice President, North America
Retail at Amazon.com. Formerly,
Jeff worked as Vice President/
General Manager of Pharma-
ceutical and Fine Chemicals at
AlliedSignal.
“I came to LFM because I wanted the opportunity to
spend two years with brilliant people who believe that
truly exceptional leaders are committed to strengthening
our country’s economic base and to creating wealth for
shareholders, employees, suppliers, and the community
as a whole.
“I continue to be active in the LFM community because
most of the leading-edge thinking about business in
general and operations in particular is coming out of MIT
and LFM. It was important for me in my role at Allied
Signal to stay in touch with that thinking, and it continues
to be important in my role at Amazon.com. In addition,
my most trusted personal advisors and benchmarking
partners are my LFM classmates.”
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LFM alumni (continued)
Rick Dauch, LFM ‘92, is Presi-
dent and CEO of Acument
Global Technologies, a leading
provider of fastening solutions.
“As a newcomer to Acument,
I’m speaking and meeting
with everyone —plant floor
operators, suppliers, customers, bankers, investors, and
political representatives of the communities in which we
operate. When I received my Fellowship to attend LFM,
I was a soldier and had just completed an 11-year career
in the military. LFM helped me make the transition from
that experience to a polished business professional.”
“Most importantly, LFM opened my eyes to all of the
different moving pieces of a business —distribution
channels, finance, product engineering and R&D, sales
and marketing, branding, and operations – then helped
me understand how they all work in concert together.
This was a powerful complement to the leadership and
time-management skills I acquired in the military.”
“Today, I am still close with several of my classmates and
professors. Whenever I needed help as a student they
were there. They still are. Each year, our LFM network
gets stronger and more powerful!”
Patrick Shanahan, LFM ‘91, is
now Vice President and General
Manager of the 787 Dreamliner
program at Boeing Commercial
Airplanes.
“The tailored Leaders for Manufacturing curriculum pro-
vided me with the foundation to bring to Boeing prac-
tical solutions to complex, real-world problems. LFM’s
advanced education has proven, over time, to be robust
and enduring. I continue to leverage what I learned in
my work today.”
“The challenges in aerospace are very similar to other
large-capital intensive industries. For example, they
include product development, process improvement, and
attracting and retaining talent. From my perspective, the
integrated approach to learning really facilitates system
solutions and those solutions have served me and my
employer Boeing well.”
Mira Sahney, LFM ‘05, is Presi-
dent and Co-founder of Myomo
(My-Own-Motion), a medical
device company creating neu-
ro-botic technologies to help
people who have suffered neu-
rological trauma move again under their own control.
“The LFM background, combining engineering and
management, is incredibly useful in early stage startup
companies like Myomo, where the leadership team
must wear many hats and communicate across multiple
disciplines on a daily basis,” says Mira. “This education
specified many useful frameworks for understanding and
addressing a variety of situations —including negotiating,
accounting, understanding the incentives of different
functions, and operations.”
“On a daily basis I rely on the tools that I learned and
practiced in LFM to help me understand the many
different situations I face as a leader. In addition, the
strength of the LFM partnership and network continues
to be a part of you even after you graduate. LFM offers
a great community for entrepreneurship, and I continue
to rely on my cohort and other alumni as I encounter
new challenges.”
12
 LFM partner companies
LFM partner companies play a critical role in program governance,
overall program policy and operations, and internships.
“LFM gives its students a set of knowledge and tools that is
distinctly better than what any other school offers. MIT enables
you to be a change agent.”
- Eugene S. Meieran, Senior Intel Fellow, Corporate Technology Group

For the current list of partner companies, see http://lfm.mit.edu.

a global community
The LFM community extends beyond its two-year academic program.
Over the past two decades, LFM has partnered with universities
and companies around the globe to share lessons learned, explore
distance education mechanisms, research and discover new ways to
transfer knowledge, and create a vibrant community of practice.

Our students, faculty, alumni, companies, and other universities

form a global community that believes improving manufacturing
is a lifelong journey. It’s a journey of discovery and transformation
— of business, society, and ourselves, over the short- and long-term.

China leaders for manufacturing

Developed in 2005 by Shanghai Jiao Tong University (SJTU) with
the academic support of MIT, the China Leaders for Manufacturing
(CLFM) program is China’s only dual-degree, graduate-level, manu-
facturing program. The curriculum, modeled after MIT LFM, focuses
on advanced manufacturing and operations principles and practices.
Upon graduation each student earns Master’s degrees in both engi-
neering and management from SJTU, a top-ranked university in China
known for its strong schools of engineering and management. The
first CLFM class of 36 students matriculated September 2007.

An LFM/CLFM synergy committee has been established, charged with

finding ways for the two programs to learn and gain value from each
other through joint activities and projects. The relationship between
the two programs affords LFM students unique opportunities to expe-
rience firsthand China’s manufacturing environment. In March 2008,
45 LFM ‘08 and ‘09 students traveled to Shanghai and, joined by the
36 students in CLFM’s first cohort, spent three days touring plants
in the Shanghai area. A key event was a Global Operations Leaders
Dinner held in Shanghai during which students from both programs
heard from several panels of LFM alumni in China, as well as senior
manufacturing leaders, about the challenges and opportunities of do-
ing business in China.

13
admissions and financial aid campus visits

LFM enrolls between 45 and 50 students each year. Each LFM encourages applicants to visit in the fall. Participants
candidate to the LFM program must apply through the in the LFM Ambassadors Program attend classes, eat
MIT Sloan School of Management or the MIT School of lunch with current students, and meet faculty members
Engineering (not both). and staff. To arrange a visit, see http://lfm.mit.edu.

Prospective applicants may also participate in one or

Qualifications
more of MIT Sloan’s informational programs. Sloan on
Competitive candidates for the LFM program: the Road events, in various cities around the world,
present opportunities to learn more about MIT Sloan by
n Have an undergraduate or graduate degree in
speaking with faculty, staff, students, and alumni. For
engineering or physical, life, or computer science
more information, go to http://mitsloan.mit.edu/mba/
n Satisfy admissions requirements of the MIT Sloan admissions/ and click on “Admissions Events.”
School of Management and a participating MIT
engineering department
financial aid
n Demonstrate a strong interest in a manufacturing-
related career LFM academic and corporate partners provide generous
fellowships for all current students. In exchange, most
n Possess the abilities to lead and to work effectively in
internships are unpaid. Students are responsible for their
teams
own living expenses, laptop, books, course packets, and
n Have at least two years of full-time work experience other fees. Applicants should contact the MIT Financial
post university graduation Aid Office for information concerning additional
support at http://web.mit.edu/finaid/fin_aid/.
LFM welcomes international applications. While all
applications are carefully considered by the LFM
Admissions Committee, preference may be given to sponsorship
those who are legally authorized to work in countries
where our partner companies have major facilities. Applicants whose employers are LFM partners are
encouraged to discuss sponsorship with their human
resources department or their company’s LFM Operating
Application Instructions
Committee member.
For application instructions, visit http://lfm.mit.edu

14
about MIT

MIT is a world-class educational institution. Its mission is to advance knowledge and educate students in science, technology,
and other areas of scholarship that will best serve the nation and the world in the 21st century.

The Institute is committed to generating, disseminating, and preserving knowledge, and to working with others to bring this
knowledge to bear on the world’s great challenges. MIT is dedicated to providing its students with an education that combines
rigorous academic study and the excitement of discovery with the support and intellectual stimulation of a diverse campus
community. We seek to develop in each member of the MIT community the ability and passion to work wisely, creatively, and
effectively for the betterment of humankind.

MIT is independent, coeducational, and privately endowed. Its five schools and one college encompass 34 academic
departments, divisions, and degree-granting programs, as well as numerous interdisciplinary centers, laboratories, and programs
whose work cuts across traditional departmental boundaries. MIT is located on 168 acres that extend more than a mile along
the Cambridge side of the Charles River Basin.

Sixty-three current faculty and staff members belong to the National Academy of Engineering, 65 to the National Academy of
Sciences, 25 to the Institute of Medicine, and 130 to the American Academy of Arts and Sciences.

Seventy-one current and former members of the MIT community have won the Nobel Prize. Thirty-two current and former members
of the MIT community have received the National Medal of Science, and two were awarded the National Medal of Technology.

15
LFM information and contacts

The LFM program resides within MIT’s Engineering MIT Sloan School of Management
Systems Division (ESD). ESD is an organization whose MBA Admissions
interdisciplinary academic programs and research centers Massachusetts Institute of Technology
address the technical, managerial, and socio-political 50 Memorial Drive, Room E52-126
challenges of large-scale, complex engineering systems. Cambridge, MA 02142-1347
For more information, visit the ESD Web site at Telephone: 617.258.5434
http://esd.mit.edu. Email: mbaadmissions@sloan.mit.edu
Web site: http://mitsloan.mit.edu

For further information, please contact:

MIT School of Engineering
Leaders for Manufacturing
Massachusetts Institute of Technology
Massachusetts Institute of Technology
77 Massachusetts Avenue, Room 1-206
77 Massachusetts Avenue, Building E40-315
Cambridge, MA 02139-4307
Cambridge, MA 02139-4307
Telephone: 617.253.3291
Telephone: 617.253.1055
Email: engineering@mit.edu
Fax: 617.253.1462
Web site: http://web.mit.edu/engineering
Email: lfm@mit.edu
Web site: http://lfm.mit.edu Departmental Offices

Aeronautics and Astronautics

617.253.0043

Biological Engineering
617.253.5804

Chemical Engineering
617.253.4577

Civil and Environmental Engineering

617.253.7119

Electrical Engineering and Computer Science

617.253.4603

Engineering Systems
617.253.1182

Materials Science and Engineering

617.253.3302

Mechanical Engineering
617.253.2291

Class of 2010
16
N o n - D i s c r i m i n a t i o n P o l i cy

The Massachusetts Institute of Technology is committed to the principle of equal opportunity in

education and employment. The Institute does not discriminate against individuals on the basis of

race, color, sex, sexual orientation, gender identity, religion, disability, age, veteran status, ancestry,

or national or ethnic origin in the administration of its educational policies, admissions policies,

employment policies, scholarship and loan programs, and other Institute administered programs

and activities, but may favor US citizens or residents in admissions and financial aid.*

The Vice President for Human Resources is designated as the Institute’s Equal Opportunity Officer

and Title IX Coordinator. Inquiries concerning the Institute’s policies, compliance with applicable

laws, statutes, and regulations (such as Title VI, Title IX, and Section 504), and complaints may

be directed to the Vice President for Human Resources, Room E19-215, 617-253-6512, or to the

Coordinator of Staff Diversity Initiatives/Affirmative Action, Room E19-215, 617-253-1594.

Inquiries about the laws and about compliance may also be directed to the Assistant Secretary for

Civil Rights, US Department of Education.

*The ROTC programs at MIT are operated under Department of Defense (DOD) policies and regulations, and do not comply
fully with MIT’s policy of nondiscrimination with regard to sexual orientation. MIT continues to advocate for a change in DOD
policies and regulations concerning sexual orientation, and will replace scholarships of students who lose ROTC financial aid
because of these DOD policies and regulations.

Design: Jennifer Z-Dolbashian, jzDesignz

Production: Jennifer Z-Dolbashian, jzDesignz
Photography: Ron Hagerman - Range Studios, Patty Eames, Barry Hetherington, The Boeing Company
and members of the LFM community
Copy editing: Rebecca Simons
Printing: Universal Millenium

©Copyright 2008 All Rights Reserved

The Leaders for Manufacturing Program reserves the right to change information contained in this brochure at
any time. We work continuously to improve our curriculum, so the inclusion or exclusion of any information in
this presentation does not imply any commitment on the part of MIT or the LFM program.

17
LFM PARTNER COMPANIES*

ABB

Amazon.com

American Axle & Manufacturing, Inc.

Amgen Inc.

Axcelis Technologies, Inc.

The Boeing Company

Cisco Systems, Inc.

Dell Inc.

Flextronics International

Ford Motor Company

General Dynamics Ordnance and Tactical Systems

General Motors Corporation

Genzyme Corporation

Harley-Davidson, Inc.

Honeywell International Inc

Intel Corporation

Motorola, Inc.

Northrop Grumman Corporation

Novartis AG

Raytheon Company

Spirit AeroSystems

United Technologies Corporation

Zara (Inditex)

*as of July 1, 2008

LFM is sponsored jointly by MIT Sloan School of Management and MIT School of Engineering.
The LFM program resides within MIT’s Engineering Systems Division.