The Global Best Practices Statistical Yearbook is established as one of the standard tools for benchmarking in the global automotive component industry.
Participating vehicle manufacturers range from Daimler and General Motors to Toyota, and participating parts makers include suppliers across a range of components and technologies, such as Becker, Dana, Denso, Dunlop, Faurecia, Federal Mogul, Lear, Timken, Visteon, and ZF Friedrichshafen.
“Heightened firm-level competitiveness was once a means to secure increased market share or improved margins for firms; now the attainment of world class manufacturing standards is increasingly becoming a base requirement for firm-level survival - Dr. Justin Barnes, author of the Global Best practices Statistical Yearbook.”
Key Report Features
- 1. Global coverage: The underlying dataset includes benchmark data on over 400 suppliers worldwide.
- 2.Automotive industry developments: Latest trends and developments of the automotive industry at a global level, with the difficulties experienced by the automotive assembly and components industry since the 2008/9 Global Credit Crisis - clearly related to benchmarking performance.
- 3.Waste performance benchmark: The Yearbook uniquely includes a waste benchmark performance assessment, represented as a percentage of Manufacturing Value Addition (MVA) - this is a more accurate measure for firms considering their unnecessary manufacturing costs.
- 4.Market driver analysis of performance: The Yearbook contains a set of analyses of the most important competitiveness issues that emerge for each market driver. This allows firms to identify the key challenges they might face in each area.
The report consists of six sections of firm-level statistical data, grouped under six market driver indicators:
- 1. Cost control
- 2. Quality performance
- 3. Value chain flexibility
- 4. Value chain reliability
- 5. Human resource development
- 6. Product development
The Global Best Practices Statistical Yearbook helps you answer questions such as:
- 1. Is my firm meeting the increasingly demanding and rapidly changing standards of the global automotive industry? Using an objective firm-level benchmarking assessment, how operationally competitive is my firm in 2014?
- 2. Is my firm aware of global best practice standards in respect of the various facets of its operations? And if so, does it meet these global best practice standards as evident in 2014?
- 3. In which areas does my firm excel and/or fail and where should it be focusing its attention to deliver performance standards consistent with that of competitors and other leading firms in the global automotive components industry?
- 4. What costs does my firm transfer to customers as a result of its operational deficiencies? Where in my business are these costs located, and what scope exists to reduce them?
- 5. Does my firm's sub-sector of operation, ownership, geographical location, firm-size, or market-focus really matter in respect of its performance standards? If so, how does my firm's performance compare against firms that fall into similar specific profile categories?
- 6. Finally, are my firm's measurement systems sufficiently rigorous? Does my firm measure the full suite of competitiveness variables included in the yearbook? If not, which measures are particularly pertinent to my firm and how can it begin measuring these Key Performance Indicators (KPIs)?
The yearbook is an invaluable tool for managers who need to better understand their performance in relation to international best practice. It covers all the key processes, including inventory control, internal and external quality performance, operational reliability and flexibility, human resource development and product innovation.
Table of Contents
- An Introduction to Benchmarking and Manufacturing Analysts
An introduction to the author
Structure of the Yearbook
- Yearbook benefits
Section 1 - Identifying the value of the Yearbook
- 1.1. Contextualising the importance of benchmarking to the global automotive7 components industry
- How did the Western automobile industry catch-up with the Japanese?
- How did they make this comparison with Japanese practices?
- Who to benchmark against?
- What to benchmark?
- Who should do this benchmarking?
- Relevance of benchmarking to the global auto components industry?
- B&M Analysts' benchmarking tool
- 1.2. The market driver methodology and measurement formulae
- 1.2.1. Cost Control Measures
- 1.2.2. Quality performance
- 1.2.3. Value chain flexibility
- 1.2.4. Value chain reliability
- 1.2.5. Human resource development
- 1.2.6. Product development
- 1.2.7. Financial performance findings
- 1.3. Profile of firms in the database
- 1.3.1. Geographical location
- 1.3.2. Firm Size
- 1.3.3. Automotive sub-sector
- 1.3.4. Market focus
- 1.3.5. Ownership
- 1.3.6. Operating profile
- 1.3.7. Summary
- 1.4. Calculating the cost of not adhering to WCM standards
- 1.5. Reading the statistics presented in Section 2 and 3
Section 2 - Industry performance findings
Market driver 1: Cost Control
Cost control qualitative performance analysis for 2013
- Total inventory holding
- Raw material inventory holding
- Work in progress inventory holding
- Finished goods inventory holding
Market driver 2: Internal and external quality performance
Internal and external quality qualitative performance analysis for 2013
- Customer return rate performance
- Internal reject rate
- Internal scrap rate
- Internal rework rate
- Supplier return rate
Market driver 3: Value chain flexibility
Value chain flexibility qualitative performance analysis for 2013
- Response time to domestic customer orders from finished goods
- Response time to international customer orders from finished goods
- Response time to domestic customer orders from production
- Response time to international customer orders from production
- Manufacturing throughput time
- Production time lost to machine/tool changeovers
- Response time from order placement to domestic supplier delivery
- Response time from order placement to international supplier delivery
Market driver 4: Value chain reliability
Value chain reliability qualitative performance analysis for 2013
- Percentage of deliveries to customers not on time and in full
- Production time lost to machine breakdowns
- Production time lost to tool breakdowns
- Production time lost to materials unavailability
- Percentage of deliveries from suppliers not on time and in full
Market driver 5: Human resource development
Human resource development qualitative performance analysis for 2013
- Training expenditure as a % total remuneration
- Formal off-line training days per employee (all)
- Management turnover
- Staff turnover
- Labour turnover rate
- Absenteeism rate
Market driver 6: Product development
Product development qualitative performance analysis for 2013
- R&D Expenditure
- Proportion of sales from products released in last year
Financial performance qualitative performance analysis for 2013
- Operating profit
- Breakdown of new capital equipment expenditure (CAPEX)
Section 3 - Industry waste analysis findings
- 3.1. Average database waste findings
- 3.2. Trim sub-sector waste findings
- 3.3. Harnesses/electronics sub-sector waste findings
- 3.4. Foundries/forges sub-sector waste findings
- 3.5. JIT Assembly sub-sector waste findings
- 3.6. Metal forming/pressing sub-sector waste findings
- 3.7. Metal fabrication sub-sector waste findings
- 3.8. Component sub-sector waste findings
- 3.9. Precision machining sub-sector waste findings
- 3.10. Plastic moulding sub-sector waste findings
- 3.11. Other firms' waste findings
- 3.12. Small firm (1-150) waste findings
- 3.13. Medium sized (151-250) firm waste findings
- 3.14. Large firm (251+ employees) waste findings
- 3.15. Multinational owned firms waste findings
- 3.16. Locally owned firms waste findings
- 3.17. OEM focused firms' waste findings
- 3.18. Aftermarket focused firms' waste findings
- 3.19. Other component firm focused waste findings
- 3.20. Developed economy firm waste findings
- 3.21. Developing economy firm waste findings
Appendix I-Global automotive industry analysis: The need for improved firm-level competitiveness181
- Profile of the global automotive industry
- Major vehicle assembler performance trends
- Major automotive component manufacturer performance trends
- Geographical spread of production: Trends and forecasts
- Major global market trends
- Global automotive industry summary
Appendix II-One page competitiveness self-assessment
Appendix III-Detailed industry benchmark data
Appendix IV-Performance change 2011-2013
Appendix V-Yearbook navigational guide