The Ins And Outs Of Better Benchmarking

By Author: Ame Org
Total Articles: 9
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One key aspect behind the success of Lean manufacturing is the focus on continuous improvement. While it is certain that the initial improvement in overall efficiency that organization’s enjoy at the outset of a successful Lean-centric overhaul is great, many believe the newly installed directive of “continuous improvement” to be the most valuable result. This directive opens up numerous avenues for improvement all along the manufacturing process, from improvement in the experience of personnel working on the floor to the communication amongst all involved parties, from points of concern in the generation and refinement of materials to the production and delivery of the finished product to the consumer. Each avenue depends on participants’ ability to effectively recognize any potential issues, without reluctance. That honesty imbues the proceedings with a purpose that is reflected in the Lean principle that is continuous improvement.

Most Lean practitioners looking to participate in continuous improvement turn to certain tools and proven strategies to realistically appraise current ...
... issues and areas of concern. Benchmarking one’s own experience and publicly perceived success against competitors in the same market and certain colleagues in similar industries is one such proven strategy. Certain courses taken during the Lean manufacturing education process detail variations of the strategy, but most regard the procedure’s success with much the same recognition. It is widely recognized that the strength of benchmarking lies within the process’s capability to realistically deconstruct complex issues within an organization’s manufacturing process. An effective attempt will only succeed if an organization can effectively define its own successes and failures, and illuminate the causes behind them within the confines of their market. Failing to properly appraise one’s position is a simple, easy to make mistake, and the ramifications are often unforeseen and costly.

This remains one of the driving motivations for receiving a proper Lean manufacturing education. Often experts will point to failed industries, participants in misguided Lean-focused endeavors, and illustrate that unrealistic expectations and appraisals can often have rather serious effects. A key benefit of receiving an education in the pertinent strategies and tools is the ability to participate and learn in a non-competitive environment. The removal from a competitive environment allows participants in the educational process to help one another through a beneficial platform of honesty, a medium where one can communicate failures and negative traits that must be addressed. That honesty directly translates to an accurate appraisal of any manufacturing line’s current situation. Criticism within these confines is also a guided, supervised affair, where professionals with proven experience are able to effectively impart knowledge and information that is most relevant to the participant’s situation. That honest communication, combined with the effectiveness of proven strategies imparted by professionals experienced enough to impart them effectively leads to the most beneficial kind of benchmarking. The success of these and other Lean-centric strategies depends on core tenants like these, and the ability of participants in the Lean process to properly apply them remains a driving force in Lean educations.

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