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The Lean Benchmark Report

Table 7: Relationship between PACE and Competitive Framework

PACE and Competitive Framework: How They Interact

Aberdeen research indicates that companies that identify the most impactful pressures and take the most transformational and effective actions are most likely to achieve superior performance. The level of com- petitive performance that a company achieves is strongly determined by the PACE choices that they make and how well they execute.

Source: AberdeenGroup, Month 2006

Table 8: Competitive Framework

Competitive Framework Key

The Aberdeen Competitive Framework defines enterprises as falling into one of the three following levels of FIELD SERVICES practices and performance:

Laggards (30%) — Lean manufacturing practices that are significantly behind the average of the industry, and result in below average performance

Industry norm (50%) — Lean manufacturing practices that represent the average or norm, and result in average industry performance.

Best in class (20%) —Lean manufacturing practices that are the best currently being employed and signifi- cantly superior to the industry norm, and result in the top industry performance.

Source: AberdeenGroup, Month 2006

All print and electronic rights are the property of AberdeenGroup © 2006. AberdeenGroup 35

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