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Balancing of Competitiveness Metrics and Measures for Excellence in Manufacturing


 Many manufacturing companies are finding that true increase in productivity and efficiency begins with strategies such as clean and efficient process, good communication infrastructure, teamwork, and a constancy of shared vision and purpose. The challenge is simply not to crank up the speed of the machines so that their outputs (per unit of time) are increased or doubled, but to change the basic machinery, process or strategy that produces those outputs. To accomplish the latter goals, today many organizations are balancing competitiveness metrics and applying competitiveness measures through benchmarking, Continuous Process Improvement (CPI), organizational restructuring, time compression and process re-engineering. Lean Manufacturing is an important and crucial manufacturing competitiveness strategy. Lean Manufacturing strategy improves efficiency through things such as systematic elimination of waste, error-proofing, just-in-time inventory, work place organization, etc. In this paper, author describes two sets of competitiveness metrics and measures that need to be balanced for achieving excellence in manufacturing. These metrics and measures were utilized by major manufacturing companies for solving complex process-improvement and these have been found quite useful for handling actual production economic problems.