Organizations may adopt readily available technological solutions or develop innovative technologies and practices that challenge current standards. The diverse approaches to MPI require tailored strategies and prerequisites for successful implementation.

Despite its significance, MPI has often been treated as a singular concept in academic discussions, lacking further subdivision. An examination of various research fields, including manufacturing strategy and organizational innovation, has revealed four distinct types of MPI.

MPI Type I (Structural – Locally Innovative) focuses on implementing fundamental structural changes, primarily using existing external solutions. A notable example is adopting commercially available technologies to improve factory automation.

MPI Type II (Infrastructural – Locally Innovative) aims at essential changes within the infrastructure, also relying on external resources. This often involves implementing comprehensive improvement frameworks like Lean Manufacturing and Six Sigma.

MPI Type III (Structural–Radically Innovative) entails significant structural modifications by incorporating cutting-edge solutions, such as advanced automation systems in manufacturing environments.

MPI Type IV (Infrastructural – Radically Innovative) involves major transformations in infrastructure, integrating state-of-the-art solutions that include innovative work processes and unique production flows relevant to factory operations.