LeanBenchmark

STEP 1 - Current Performance

There are 8 KPI's to choose from. These KPI's can be applied to a specific product family, or to the whole business. If you feel the KPI is relevant, simply enter the data representing the current situation in each box as indicated. If the KPI shown is not relevant, skip and move to the next one.

STEP 2 - Target Improvement and Future Performance

Establish a % performance improvement target. See the impact this has, the projected Future State figures are automatically calculated.

STEP 3 - Value Adding Result

The annualised value created is automatically calculated. This value could free up capacity for more business, be a one off cash / efficiency saving, or a value adding improvement that can be realised every year.

STEP 4 - Report and Action Plan

Develop a short list of key projects and actions that can deliver the targets you have set and then download your PDF report showing the projected KPI results and action plan.

  • Organisation Details

    Please provide the following details about the organisation being benchmarked:

  • People Productivity

    People productivity shows the number of good quality products or units produced for each hour worked by an operator

    Objective:

    Increase

    Financial measure:

    Show an hourly labour rate, the quantity of units produced and time taken first - then define a target % improvement.

    Current State





    Current State

    Target % Improvement

    %

    Future State

     

    Value

  • Scrap or Defects

    This measures the % of units produced which do not meet the quality specified by the customer

    Objective:

    Zero

    Financial measure

    When you include the estimated cost for each defective or scrapped unit the total monthly and annual cost impact will be shown

    Current State




    Current State

    %

    Target % Improvement

    %

    Future State

    %

     

    Value

  • Space Utilisation

    This measures shows how effectively floor space is being used and the level of sales turnover generated within that floor space.

    Objective

    Increase

    Financial measure

    The sales turnover per square metre is automatically calculated. Increasing sales turnover or reducing the space used will improve this.

    Current State



    Current State

    Target % Improvement

    %
    %

    Future State

     

    Value

  • On Time Delivery

    OTIF is the % success rate for orders delivered correctly, on time, in full and exactly as specified by the customer

    Objective

    100%

    Financial measure

    When you include the estimated cost to the business for each late or incomplete delivery, the total monthly and annual cost impact will be shown

    Current State




    Current State

    %

    Target % Improvement

    %

    Future State

    %

     

    Value

  • Stock Turns

    Example

    Inventory stock turns is the measure which shows how often the average inventory level is consumed or sold within a given period (usually a year)

    Objective

    Increase

    Financial measure

    Reducing stock levels with the same turnover and/or increasing turnover without increasing stock will improve cash flow

    Current State



    Current State

    Target % Improvement

    %
    %

    Future State

     

    Value

  • Lead Time

    This measures the speed at which customers orders are satisfied and measures the average time taken from receipt of order to delivery in full.

    Objective

    Reduce

    Financial measure

    The value of potential orders resulting from a reduction in lead time can be significant. What is the true value of orders lost due to an unacceptable quoted lead time?

    Current State



    Current State

    Target % Improvement

    %

    Future State

     

    Value

  • Energy and Water

    This highlights the total annual cost of utilities such as Electricity , Gas and Water

    Objective

    Reduce

    Financial measure

    A small % improvement or reduction in usage can have a significant impact on the annual cost of utilities...and reduce your carbon foot print!

    Current State




    Current State

    Target % Improvement

    %
    %
    %

    Future State

     

    Value

  • Gross Value Added

    GVA data can be found within the companies annual accounts and considers Profit, Depreciation and Wage costs as value adding elements within the business. GVA per employee is a further way to demonstrate the value adding rate and benchmark performance

    Objective

    Increase

    Financial measure

    An increased GVA per employee demonstrates the overall improvement in business performance and value adding activity

    Current State





    Current State

    Target % Improvement

    %
    %
    %
    %

    Future State

People Productivity

Not Complete

Scrap or Defects

Not Complete

Space Utilisation

Not Complete

On Time Delivery

Not Complete

Stock Turns

Not Complete

Lead Time

Not Complete

Energy and Water

Not Complete

Gross Value Added

Not Complete

 

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