Benchmark Your Manufacturing Practices

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Benchmarking Best Manufacturing Practices


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Benchmarking is the process of comparing business processes and performance metrics to those of world-class companies. By understanding your plant's performance relative to industry best practices and standards, you'll be in a better position to develop improvement strategies to improve plant competitiveness. has good reviews on Tickets at BMO Harris Bradley Center, Milwaukee for Miley Cyrus, Cher, at BMO Harris Bradley Center Tickets

Granite Bay provides cost-effective benchmarking solutions to assist help you advance improvement efforts. In addition to our popular Manufacturing Best Practices Assessment, we offer benchmarking in Lean, Maintenance, Leadership and 24-Hour Management. Each on-site Assessment includes a brief written report outlining findings and recommendations to improve performance.

You may also participate in our online benchmarking assessments, free of charge.

On-Site Benchmarking

24-Hour Excellence Assessment
An assessment of the 24-hour management system, including shift scheduling practices, optimal staffing levels, shift leadership effectiveness, intershift communications, collaboration and consistency. More info.

24/7 Asset Performance Assessment
Evaluate your current equipment MRO (maintenance, repair and operations) capability against our database of Best Practices and Performance Metrics. Identify gap between current systems and world-class Maintenance standards. Assess planned maintenance, capacity utilization/OEE, response times, technical skills, etc. More info.

High-Performance Leadership Assessment
Evaluate current Leadership practices and capabilities through surveys, interviews and obversation. Focus areas include communicating, coaching, fostering teamwork, business management, problem-solving, delegating, crisis management, facilitation, etc. More info.

Lean Manufacturing Assessment
Assess critical operations and business processes according to Lean Enterprise principles. Identify the sources of waste, estimate the cost savings and profit improvement potential with Lean and compare performance metrics with Lean standards. Recommend Lean training topics and tools required to advance Lean efforts. More info.

Mfg. Best Practices Assessment
A comprehensive one-week on-site evaluation of plant operations utilizing over 50 best practices and performance metrics and a comparison of results to world-class operations. For a list of performance factors and metrics, please refer to the online benchmarking surveys below. More info.

Online Benchmarking

Based on our experience in plant operations worldwide, we've identified 20 Best Manufacturing Practices that are attributed to world-class performance in manufacturing.

Many companies can rate "excellent" in a few of the practices, but to be globally competitive, plants must be proficient in applying all or most of them to their own operations. That is, world-class plants must have capability in both Process Excellence and People Effectiveness.

Below are the 20 Best Manufacturing Practices. We have developed a Scorecard to help you evaluate your current operating practices, as well as a Survey to help you assess actual performance, using KPIs.

FREE Benchmarking Analysis of your current practices

FREE Benchmarking Analysis of your current performance

The 20 Best Manufacturing Practices

1. Lead Time Reduction Focus
There is a plant-wide objective to measure and reduce internal lead times. Value stream analyses provide a road map; non-value-adding steps in the manufacturing and administrative processes are gradually eliminated; a "pull" strategy is used where warranted; product flow is increasing; and the facility is producing to order rather than to stock.

2. Manufacturing cells (Focused Factories)
The facility is structured into product- or customer-focused work areas where possible, housing all operations to manufacture a family of products. The focus is on speed, quality and team-level accountability rather than internal efficiencies and machine standards. Office operations are similarly structured to streamline flow.

3. Associate Engagement
Employees and their leaders routinely work in partnership and meet to discuss objectives, solve problems and suggest and implement improvements. Plant communication is excellent,morale and job satisfafaction are high and the shop floor goes "above and beyond" to achieve world-class performance.

4. Strategic Inventory Reduction
Raw material, finished goods and work-in-process inventories are reduced as a result of strategic improvements in work flow, waste elimination and supply chain collaboration, rather than by arbitrary mandate, inventory shifting or accounting gimmicks.

5. Cross-Functional Teamwork
There is a high level of teamwork and coordination between organizational units and strong internal customer-supplier relationships. The result is quick action on pressing organizational issues. Traditional interdepartmental and intershift rivalries have been replaced by cooperation and collaboration. Support functions act as subject matter experts in "Centers of Excellence" to ensure successful adoption of best practices.

6. Equipment/Process Reliability
An effective system is in place to maximize equipment availability and efficiency. Corrective, preventive, predictive and autonomous maintenance practices are in place. Maintenance and Operations work in partnership to achieve world-class levels of Overall Equipment Effectiveness (OEE), with operators performing a vital tasks in maintaining equipment reliability.

7. Quick Changeover
Quick changeover/SMED methods are employed to increase equipment availability and respond quickly and economically to changing schedules and customer needs. The goal is not to eliminate changeovers, but to increase their efficiency.

8. High-Performance Leadership
All levels of plant leadership provide effective coaching, training & mentoring to subordinates, ensuring peak performance, strong teamwork and a skilled, engaged work force. Senior management is committed to developing highly effective leaders. Internal communications are excellent, as rated by the shop floor.

9. Continuous Improvement
Employees are engaged in CI projects and activities on a regular basis. All teams meet to set goals, solve operating problems and implement corrective action. Improvement efforts tie directly to the plant's operating objectives.

10. In-Process Quality
Product quality is built-in at the operating level. Employees have the ability and the authority to make product quality decisions in process and quality management tools (SPC, error-proofing, etc.) are in place and effective.

11. Optimal Shift Schedule
For companies that operate multiple shifts, an effective 24-hour management system provides the necessary support around the clock. Shift schedules are in place that meet both operational and employee needs. The shift schedule allows for adequate training, coverage, skills availability and overtime minimization.

12. Standard Operating Procedures
The plant is ISO (or QS) certified. Operating procedures and quality standards are consistent across work areas and shifts and a formalized process is used to ensure sustainability.

13. Goal Deployment
Key performance indicators and shop floor goals are in place for each area, developed at the operating level and tied directly to plant goals. The process is a dynamic one that energizes and engages the entire organization, and there is a clear "line of sight" between individual/team effort and plant performance.

14. Visual Management Systems
Plant and team scoreboards and other visual means of controlling and improving operations are used throughout the plant. Operational status information is available quickly and accurately to anyone who needs it.

15. Plant Safety, Loss Prevention & Organization
Effective training & awareness, thorough incident investigations and a 5S/6S organization program ensure an orderly, efficient and safe workplace. The process is a routine part of everyone's work function and no longer viewed as an "add-on".

16. Incentives, Rewards & Recognition
There is an effective incentive and recognition system that promotes continuous improvement and rewards outstanding individual, team and plant performance. The process effectively engages the entire organization, promotes the kind of behaviors and activities that encourage continuous improvement and is not viewed as an entitlement.

17. Problem-Solving Capability
Employees at all levels are effective problem-solvers and are able to utilize Root Causes Analysis and Corrective Action to solve many operational challenges. Such efforts support the continuous improvement process and have become a roujtine part of everyone's job function.

18. Cross-training & Multi-skilling
Multi-skilling in each area provides the needed flexibility to operate efficiently and improve productivity, quality, cost and delivery.optimize operating performance. Training of all personnel, including the plant leadership team, is a key priority.

19. Supplier Partnerships
The organization has collaborative, rather than adversarial, relationships key certified suppliers to continuously improve material cost, quality & delivery, benefitting all parties. The emphasis is no longer on unit pricing, but total procurement cost, which includes pricing, logiostics, quality and carrying costs.

20. World-Class Performance Measures
A world-class operation must have the right performance measures in place - those that reflect customer needs rather than internal accounting standards. Performance metrics measure performance against world-class standards, are generated and controlled by shop floor personnel and are successful in rallying the entire organization toward higher performace levels.

For a Benchmarking Analysis of your current practices, please click here.

For a Benchmarking Analysis of your current performance using KPIs, please click here.

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

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