What are the best ways to analyze manufacturing and production engineering benchmarks?

Define the problem is a key step where you are very clear with problem statement and the target. If you are able to link your target with your buisness requirment, Target is well alligned. SMART can make it well structured and meaningful. Once it happens PP ( priotized problem) and POO ( Point of occurence) help you to solve it making more focus with RCA.

In manufacturing and production engineering, benchmarks play a pivotal role in measuring success and identifying areas of improvement. The most effective methods to analyze these benchmarks encompass a holistic view, integrating both qualitative and quantitative data. Leveraging modern tools, from data analytics to real-time monitoring systems, aids in capturing a comprehensive picture. Additionally, a continuous comparative analysis with industry standards and best practices provides insights into the competitive landscape. Collaborative discussions with cross-functional teams also offer a nuanced understanding of ground realities.

Hi Greetings ! - A analytical tool for benchmarks is dashboard SPQDCM (Safety, Productivity, Quality, Delivery, Cost & Morale) - Define & weekly update the dashboard SPQDCM to drive continuous improvement culture within the organization - Define the CFT & stakeholders to drive the SPQDCM dashboard - Foster culture of People engagement and KPI ( Keep people involved, Keep people inspired, Keep people informed, Keep people interested ) is key for growth and analyze the benchmarks Henceforth, CI culture deployment is a key to define & analyze the manufacturing & production engineering benchmarks in value stream Hope above shared learning helps the learners ???? Cheers & thank you ! "Happy Thanksgiving to all learners & the community"????

I believe the first step is understand how your process would work at its theoretical maximum. 1. What is the “theoretical maximum instantaneous rate”. ( pieces/her, lb/hr etc. 2. Assume 0 % first pass loss rate-100% one pass prime. 3. There are 8760 hours per year, Multiply out the rate, yield & hours to get your Max Theoretical capacity. Break down losses by category. Identify which losses bring value, ie preventative maintenance down time, process cleaning /prep. Identify loses that do not bring value, Pareto chart & prioritize the non value added losses. Go eliminate the non value added losses!

Analyzing manufacturing and production engineering benchmarks is crucial. Key Performance Indicators (KPIs) Create process maps & Identify bottlenecks, redundancies, and areas for streamlining. Compare your performance against industry standards and best practices Conduct root cause analysis for any issues or deviations from benchmarks. Quality Management Systems (QMS) Apply lean manufacturing principles to eliminate waste, optimize processes, and improve overall efficiency. Techniques such as value stream mapping and 5S can be particularly useful. Gather and analyze customer feedback to understand how well your products or services meet customer expectations. This can provide insights into areas. Continuous Improvement Culture

Implementing and monitoring actions taken based on manufacturing and production engineering benchmarks offer significant advantages. Firstly, it allows for the timely execution of improvements identified through benchmark analysis, leading to enhanced efficiency, reduced costs, and improved quality. Continuous monitoring ensures that implemented changes remain effective and allows for prompt adjustments if deviations from benchmarks occur. This proactive approach fosters a culture of ongoing improvement, ensuring sustained progress and performance within manufacturing operations. Additionally, consistent monitoring provides valuable insights for refining strategies, optimizing processes, and maintaining a competitive edge in the industry.

Few ways around to have benchmarking 1. Internal 2. Peer level 3. National level 4. International level Internal bench marking is the best way to start with as anyway to compare with other industry and standards one will always required relevant industry/self KPIs and for Internal benchmarking designed capacity Vs actual performance with gap analysis is good indicator. Also, in certain industry one can get reference details from certain autonomous bodies like CII & BEE. Participation in national and international competitions, conferences are also a good way to gauge somewhat differences.

In my opinion, having a clear objective is the most important thing, because once the vision is well defined, the next steps in the process will naturally fall into place, sooner or later. Many companies set ambitious goals without carefully analyzing their ability to meet such challenges. based on my experience, creating an environment that facilitates the practice of benchmark analysis in manufacturing and production engineering is the crucial first step in this regard. This proactive approach ensures a solid foundation for undertaking and achieving substantial goals.

Benchmarks only tell you how you're doing relative to someone else and they assume the other person is measuring a KPI in the same way as you. If everyone has the same equipment and the best true zero based performance is 50%, that is what you will aspire to. You don't win races by merely photocopying what someone else does (look at F1 for example) You have to zero base against a no-loss perfect world. This often means tackling perceived and real engineering and science constraints. If you say they can't be solved, it's highly likely you will remove them from your equation just to make your metric look ok. Reach out if you'd like to learn more

An example of the Max T discussion above is to analyze the detail capability and performance of each unit operation. My experience taught me and others that if each unit operation ran with varying uncontrolled uptime, chaos reigned. We preferred to have each “link in the chain” of unit operations ran better and/or faster than the previous one, the total performance was more efficient. Trying to run unit operations beyond their designed capability only produced more downtime on that unit-op and all ensuing ones.

In discussing the best ways to analyze manufacturing and production engineering benchmarks, I’d emphasize a structured approach 1. Define Metrics: Identify key benchmarks aligned with goals. 2. Collect and Analyze Data: Gather production data for baseline benchmarks. 3. Compare and Benchmark: Assess against standards and competitors for improvement opportunities. 4. Root Cause Analysis: Investigate deviations to understand underlying issues. 5. Continuous Monitoring: Monitor, adjust, and implement improvements to maintain or surpass standards. This structured approach helps engineers analyze benchmarks effectively, identify areas for improvement, and drive continuous enhancement in operations.