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World-Class Benchmarking Survey


The purpose of the World-Class Benchmarking Survey is to collect operating performance data from plants across a wide range of industries, analyze the data and share key information with survey participants. All data is confidential and specific company names are not divulged.

Over 3,700 manufacturing plants have used the Survey data to:

  • Assess their operating performance against that of their competitors
  • Determine what level of performance constitutes world-class in their particular industry
  • Develop objectives to achieve industry leadership

To participate in our World-Class Benchmarking Survey, please fill in the data requested below. If you do not utilize a specific measure, please try to calculate it. Otherwise, simply leave it blank. In a few days, you will receive a comparison of your plant's operating performance with that of other plants in your industry, as determined by SIC code. If you have any questions as you complete the survey, please indicate in the text box below.

We value your privacy! Please note that all information supplied will be treated confidentially and specific company names will not be reported. Participation in the World-Class Benchmarking Survey is available only to leaders in industry. Survey results will come to you free of charge via email. We ask that you use a valid business email address.

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World-Class Benchmarking Survey

Operating Performance Information

1. First-pass yield (%)
The percentage of production made to proper specification the first time. Example: The production schedule calls for 12,000 units. You produce 12,000 units but also 300 units of scrap and 600 units of rework during the production run. The total material used was 12,000 + 300 + 600 = 12,900. Your FPY is 12,000/12,900 = 93%.

2. Scrap rate (%)
Percentage scrap produced out of total production. In above example, 300/12,900 = 2.3%.

3. Defects per million (DPM) at customer
Number of defects shipped to customers divided by total units shipped times 1,000,000.

4. Finished goods inventory turns/year
Total sales in units divided by average finished goods inventory.

5. Work-in-process (WIP) inventory turns per year
Total sales in units divided by average WIP inventory.

6. % On-time shipments in full (OTIF)
Percentage of shipments made on time with the required quantity.

7. Operating Equipment Effectiveness (OEE)
OEE for the bottleneck or other key process in your operation, NOT the OEE for an entire work cell, department or facility. (Should include Availability, Efficiency and Rate of Quality.)

8. Equipment downtime %
Percentage unplanned downtime (from all sources) for the bottleneck or other key process in your operation. Example: Process is scheduled for 168 hours during a week, but experiences 7 hrs of losses due to breakdowns, 3 hrs (quality), 2 hrs (material availability), 1 hr (people availability), 1 hr (other). Equipment downtime = (7+3+2+1+1)/168 = 8.3%.

9. Equipment breakdown %
Of the total unplanned downtime above, the percentage of time equipment is down for unplanned maintenance/repair. In the above example, equipment breakdown is 7 hrs of losses out of a total of 14 = 50%.

10. % planned work orders
Of the total number of work orders completed, the percentage of planned work orders (i.e., preventive maintenance).

11. Training hours per employee per year
Total training hours per year divided by the number of hourly employees.

12. Annual employee absenteeism rate
The total number of days absent divided by the total number of days scheduled for the entire D/L work force.

13. Annual employee attrition (turnover) rate
The number of hourly employees who leave, retire or are discharged every year divided by the total number of hourly employees.

14. Lost time rate
Total number of lost time days for all plant employees times 1,000,000 divided by the total hours worked.

15. Cross-training %
Percentage of hourly employees capable of performing at least three job functions/skills.

16. Suggestions implemented per year per employee
Total number of suggestions actually implemented divided by total plant employment (hourly and salary personnel.)

17. % of work force in teams
Percentage of D/L employees who are members of empowered or self-directed work teams.

For items 18-24, rather than report the actual number, we are asking for the rate of change over the past three years. For example, if labor cost per unit was $1.18 three years ago and today it is $1.05, then the rate of change is (1.05 - 1.18)/1.18 = minus 11%. Please indicate clearly whether the change is a + or a -.

18. Percentage change in Hourly labor cost per unit

19. Percentage change in Overhead cost per unit

20. Percentage change in Lead time
The time elapsed from receipt of raw materials to the shipment of finished products, assuming no inventories.

21. Percentage change in Productivity
Units produced per labor hour.

22. Percentage change in Changeover time
The time required to completely change over product on a key process, including removal & installation of parts and final adjustment. Use av average improvement rate for all key equipment. If you are continuous process operation using dedicated lines, please omit.

23. Percentage change in Operating profit
Please use Operating rather than Net profit.

24. Percentage change in Market share (%)


Demographic Information

25. Age of facility (years)

26. Size of facility (square feet)

27. Number of full-time hourly employees

28. Number of part-time hourly employees

29. Average operating hours per week
(e.g., a 24/7 operation works 168 hrs/wk. A Monday through Friday two-shift operation works 80 hrs/wk.)

30. Number of units produced per year

31. Number of SKUs in active production

 

32. Is there a union?

Yes
No

33. Is the facility ISO or QS certified?

Yes
No

34. Annual sales revenue (in U.S. dollars)

 

35. Please list any questions you have about the survey or about any of the specific metrics requested.

36. Please select your industry

 


GRANITE BAY GLOBAL - 916-797-2263 - email
P.O. Box 2514, Granite Bay, California 95746 USA

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