Manufacturing News

Global manufacturing benchmark results released

Informance International, a US manufacturing business intelligence company, has released its 2009 global manufacturing performance benchmark study.

The 2009 benchmark research is the largest Informance benchmark project to-date, analyzing over 17,000 production weeks across more than 700 global manufacturing operations, in four distinct manufacturing sectors — consumer packaged goods, food and beverage, pharmaceutical, and industrial.

The period studied was from January through June 2009. Insights derived from the study demonstrate how practices of best-in-class companies impact manufacturing performance.

The 2009 study revealed the following:

* Top quartile performers currently operate at 78% overall equipment effectiveness (OEE) with “best of the best” performers at 93%.

* Typical plants in the CPG industry average more than 88,100 short duration interruptions per year.

* Food and beverage manufacturers struggle the most with equipment failures, but best in class manufactures have found ways to minimize those losses.

* Equipment failures represent only 6% of capacity for best in class manufacturers, but they represent 16% of capacity for the lowest quartile.

* Pharmaceutical manufacturing operations struggle the most with changeovers and short, frequent stops.

* Changeovers on average take up 14% of capacity, compared to only 3% across all industries, which is almost five times more.

As the economy continues to challenge businesses to achieve greater efficiencies, many companies look to manufacturing operations to achieve their efficiency goals.

For many, benchmarking manufacturing performance in relation to actual practices has been key to driving and sustaining higher performance levels.

“When businesses benchmark manufacturing performance and examine corresponding strategies of best-in-class performers (lines, plants, and even other companies), they close the gap between today’s performance and what could be,” comments, John Oskin, Executive Vice President with Informance International.

“Benchmarking activities can be as simple as comparing shifts, lines and product categories. But when the benchmarking effort spans entire plants throughout the enterprise, and leverages insight from the manufacturing community, there is a shift in perception about what is realistic and possible,” he said.

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