LeanBenchmark™ : home

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:
Company Name* Industry Sector*
Please Specify*
Title* Full Name* Job Title Email* Address* Post Code* Telephone Employees Turnover
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

Number of good units produced
Number of direct operator hours
Hourly labour rate
Units per year

Current State
Labour cost per unit

Units per hour

Target % Improvement

% Reduced unit build time

Future State
Labour cost per unit

Units per hour

Value
Annual Value £
Annual Capacity hours
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

Total units produced per month
Defect units per month
Defect unit cost

Current State
% Defect rate

Defect cost per Month

Target % Improvement

% Reduction in defects

Future State
% Defect rate

Defect cost per Month

Value
Annual 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

Sales Turnover of model area
Number of square metres of area

Current State
Turnover per square metre

Target % Improvement

% Increase in Turnover
% Reduction in floor space used

Future State
Turnover per square metre

Value
Annual 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

Number of planned deliveries per month
Number of deliveries late or incomplete per month
Estimated cost per late or incomplete delivery

Current State
% Delivery Performance

Failed delivery cost per month

Target % Improvement

% Improved delivery performance

Future State
% Delivery Performance

Failed delivery cost per month

Value
Annual 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

Sales Turnover of product
Value of (Raw material + WIP + Finished goods)

Current State
Stock turns per year

Target % Improvement

% Increased Turnover
% Reduction in (Raw+WIP+FG)

Future State
Stock turns per year

Value
Annual 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

Time taken (days) from receipt of order to customer delivery
Estimated annual value of lost orders where lead time could not be met

Current State
Days delivery lead time

Target % Improvement

% Reduction in lead time

Future State
Days delivery lead time

Value
50% Saving £
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

Annual Electricity cost
Annual Gas cost
Annual Water cost

Current State
Annual Electricity cost

Annual Gas cost

Annual Water cost

Target % Improvement

% Electricity Saving
% Gas Saving
% Water Saving

Future State
Annual Electricity cost

Annual Gas cost

Annual Water cost

Value
Annual 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

Annual Gross Profit
Annual Depreciation
Annual Wage Cost
Full time (or equivalent) employees

Current State
Gross Profit

Depreciation

Wage Cost

Full time (or equivalent) employees

GVA

GVA per employee

Target % Improvement

% Forecast Gross Profit Change
% Forecast Depreciation Change
% Forecast Wage Cost Change
% Forecast Employees Change

Future State
Forecast Gross Profit

Forecast Depreciation

Forecast Wage Cost

Forecast Full time employees

Forecast GVA

Forecast GVA per employee

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

Organisation Details

People Productivity

Current State

Current State

Target % Improvement

Future State

Value

Scrap or Defects

Current State

Current State

Target % Improvement

Future State

Value

Space Utilisation

Current State

Current State

Target % Improvement

Future State

Value

On Time Delivery

Current State

Current State

Target % Improvement

Future State

Value

Stock Turns

Current State

Current State

Target % Improvement

Future State

Value

Lead Time

Current State

Current State

Target % Improvement

Future State

Value

Energy and Water

Current State

Current State

Target % Improvement

Future State

Value

Gross Value Added

Current State

Current State

Target % Improvement

Future State

People Productivity

Scrap or Defects

Space Utilisation

On Time Delivery

Stock Turns

Lead Time

Energy and Water

Gross Value Added