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Relevant bibliographies by topics / Benchmarking (Management) Tool and die industry

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Academic literature on the topic 'Benchmarking (Management) Tool and die industry'

Author: Grafiati

Published: 4 June 2021

Last updated: 19 February 2022

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Journal articles on the topic "Benchmarking (Management) Tool and die industry"

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Cabrera, E., F. Arregui, R. Cobacho, and O. Trull. "Practical application of metric benchmarking in water supply systems." Water Supply 2, no. 4 (September 1, 2002): 173–80. http://dx.doi.org/10.2166/ws.2002.0135.

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Metric benchmarking has been widely quoted as a powerful management tool. However, as useful as metric benchmarking can prove, its actual application may present several inconveniences. These include internal resistance to the project, difficulties in finding a suitable partner, finding an appropriate set of indicators, actual data management and results analysis. This paper will present general guidelines to carry out a metric benchmarking project within the water industry, as well as some tools that may be used to overcome some of these difficulties.

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Souliotis, Andreas, Katerina Giazitzi, and George Boskou. "A tool to benchmark the food safety management systems in Greece." Benchmarking: An International Journal 25, no. 8 (November 29, 2018): 3206–24. http://dx.doi.org/10.1108/bij-02-2017-0028.

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Purpose The purpose of this paper is to develop and implement methods to benchmark the food safety and hygiene of different companies, regardless the management systems applied. Design/methodology/approach The data were collected using a balanced questionnaire which was based on the fishbone model of Ishikawa. The questionnaire includes general questions about the company and 25 questions about personnel, machinery, materials, methods and environment. It was applied to 202 food industries, 42 food retail businesses and 49 food service companies. The data were collected from interviews of industry people related to food safety and from audits of business facilities. The benchmarking methods were descriptive statistics, radar charts, cluster analysis and association rules. Findings The radar charts were used to benchmark food companies on safety and hygiene. Food companies can be evaluated with this benchmarking tool with a balanced score of maximum 100 points. Originality/value This benchmarking tool could be useful for food control authorities, clusters of companies and certification bodies.

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Yaseen, Maysoon Mohammed, Rateb J. Sweis, Ayman Bahjat Abdallah, Bader Yousef Obeidat, and Nadia J. Sweis. "Benchmarking of TQM practices in the Jordanian pharmaceutical industry (a comparative study)." Benchmarking: An International Journal 25, no. 9 (November 29, 2018): 4058–83. http://dx.doi.org/10.1108/bij-04-2017-0076.

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Purpose The purpose of this paper is to establish practical guidelines for benchmarking eight total quality management (TQM) practices vital to pharmaceutical companies’ performance. The paper also proposes the use of an analytic total quality index (TQI) as a benchmarking tool and illustrates the importance and effectiveness of this benchmarking methodology by applying it in two comparative studies of three Jordanian pharmaceutical companies. Design/methodology/approach In order to achieve the above-mentioned purpose, the data were gathered through a questionnaire that was used to evaluate the gap between the ideal and current status of the quality management system and distributed to the quality units from three companies: pharmaceutical manufacturing company, a pharmaceutical manufacturing company working in the same field and a pharmaceutical service providing research services to a pharmaceutical manufacturing companies. And the mean differences between the current and ideal states for the eight critical TQM practices were compared for these two comparative studies using the t-test. Findings Each of the two comparisons reveals statistically significant differences regarding the perceptions of actual and ideal scores for manufacturing and service companies on five out of eight critical factors and, on two out of eight critical factors for manufacturing and manufacturing companies. Practical implications The pharmaceutical companies, regardless of whether they are manufacturing or service company, can adopt benchmarking techniques which were applied in this case study to improve their performance and their product/service quality. Originality/value The consequences of this research can support organization managers and policy makers in effectively benchmarking the identified TQM practices in their organizations using the proposed TQI benchmarking tool.

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Zhou, Xing, and Holger Kohl. "High-performance benchmarking of manufacturing processes with object-based modeling." Benchmarking: An International Journal 24, no. 7 (October 2, 2017): 2063–91. http://dx.doi.org/10.1108/bij-05-2016-0061.

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Purpose The purpose of this paper is to guide companies in conducting benchmarking studies of their manufacturing processes by viewing across industries, locations and products. In particular, the proposed framework can help corporate decision makers in terms of production footprint and site location studies. The level of benchmarking performance can be measured by evaluating defined benchmarking evaluation profiles. Design/methodology/approach This paper develops a tool to operationalize value-added manufacturing processes for benchmarking evaluations. In this context, an object-oriented database structure has been developed for the business areas such as product development, manufacturing and assembly. This paper focuses on manufacturing processes. Furthermore, a framework for applying high-performance benchmarking has been developed and applied in a case study. Findings This paper shows that object class-oriented modeling approach can be applied to manufacturing processes. The higher the degree of independence in terms of locations, industry sectors and products, the more powerful thus a higher performance of benchmarking is achieved. The performance level of benchmarking has been defined by proving and demonstrating higher and lower performance levels. The high-performance benchmarking tool has been successfully applied to a production footprint case study. Originality/value This paper takes up the superiority of process benchmarking that has been the focus of numerous research papers on benchmarking techniques in the past. The potential of process benchmarking has been enhanced and operationalized as a tool. A classification logic for benchmarking evaluation profiles has been developed and integrated in the overall tool set. The model helps decision makers to configure their benchmarking studies tailored to their strategic entrepreneurial questions and to guide them to achieve a higher benchmarking performance level.

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Kärnä, Sami, and Juha-Matti Junnonen. "Benchmarking construction industry, company and project performance by participants’ evaluation." Benchmarking: An International Journal 23, no. 7 (October 3, 2016): 2092–108. http://dx.doi.org/10.1108/bij-05-2015-0050.

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Purpose The construction industry needs effective methods for gathering and utilizing performance information on industry, company and individual project levels. Such benchmarking (BM) information can be collected from project participants’ bi-directional evaluations of each other’s performance during construction projects. The purpose of this paper is to present the method and discuss the features of a multi-company project evaluation system as a BM tool. Also the accumulated results, based on the extensive BM database in the Finnish construction industry, are investigated. Design/methodology/approach The web-based project evaluation tool was established in 2007 as a joint research project between the Helsinki University of Technology, construction organizations and main associations widely representing the construction industry in Finland. The evaluation method is based on soft, subjective measures, such as client satisfaction and project participants’ satisfaction. The empirical observations of the study are based on over 5,500 evaluations during which the BM system was used in the Finnish construction industry. Findings The use of the evaluation is presented as a multi-level BM tool to evaluate the performance of different discipline groups on project, company and industry levels. The Finnish case shows an example of the industry-level performance BMs of project consultants, main contractors, sub-contractors and architects/designers. The BM categories include project management, staff, collaboration and project goal accomplishment. According to the results, the participants are satisfied with each other’s performance. However, main development targets in the Finnish industry are related to risk management and managing design. Also, the development of sub-contractors’ selection procedures will contribute to the performance of the industry. Research limitations/implications The industry-level feedback is linked to the Finnish construction industry. Similar studies in other countries would enable international comparisons. Practical implications Client satisfaction and project participants’ satisfaction have been identified as one of the key factors affecting project success. With the help of mutual project evaluation, different BMs enable organizations to monitor their performance and to improve their operations in various areas. They also make it possible to position an organization’s performance in comparison to the competitors and help to perceive black spots in the process on project level. As a common system for the parties in the industry, the project evaluation BM system promotes quality improvement, customer orientation and collaboration between participants. Social implications Project evaluation between the project participants’ enhance collaboration and mutual learning. Originality/value Multi-company project evaluation is a new and promising topic in performance measurement which holds potential for performance improvement through the utilization of network information and team dynamics. The study presents its wider utility as the basis of national, company and project BM.

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Wibowo, Santoso, Rongbin Yang, and Roshnee Ramsaran. "Benchmarking the performance of dairy products in Chinese dairy industry." Benchmarking: An International Journal 26, no. 2 (March 4, 2019): 714–31. http://dx.doi.org/10.1108/bij-06-2017-0158.

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Purpose The purpose of this paper is to present a review of the main factors that are important to consumers of dairy products and develop a new product performance index for evaluating and benchmarking the performance of dairy products. This helps dairy product companies understand their dairy products’ overall performance level, relative to other dairy products in the market. Design/methodology/approach A new product performance index is developed for evaluating and benchmarking the performance of dairy products with respect to multiple criteria. Seven important criteria are identified for evaluating and benchmarking the performance of dairy products. To deal with the subjective assessments of qualitative performance measures, linguistic terms approximated by fuzzy numbers are used. Based on the concept of the degree of dominance, a fuzzy multicriteria group decision-making approach is developed to obtain a product performance index for each dairy product. Findings The proposed multicriteria group decision-making approach is found to be useful and effective in evaluating and benchmarking the performance of dairy products. The approach is capable of adequately considering the presence of multiple decision makers, the multi-dimensional nature of the performance evaluation problem, and modeling the subjectiveness and imprecision of the performance evaluation process. Research limitations/implications The outcome of the multicriteria group decision-making approach is dependent on the subjective inputs provided by the decision makers. Practical implications This product performance index will provide useful insights for companies understand their strengths and weaknesses in terms of their products’ performance criteria, and identify relevant areas for continuous improvement. This product performance index is also applicable for dealing with the general multicriteria decision-making problems. Social implications The proposed multicriteria group decision-making approach can be used as a decision-making tool for providing various decision makers in dairy product companies and general consumers with useful information regarding the performance of different dairy products. Originality/value This paper highlights the important factors for evaluating and benchmarking dairy products and develops a new product performance index for evaluating and benchmarking the performance of dairy products in China.

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Kale, Serdar, and A. Erkan Karaman. "BENCHMARKING THE KNOWLEDGE MANAGEMENT PRACTICES OF CONSTRUCTION FIRMS." Journal of Civil Engineering and Management 18, no. 3 (June 29, 2012): 335–44. http://dx.doi.org/10.3846/13923730.2012.698910.

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Knowledge management is rapidly becoming a key organizational capability for creating competitive advantage in the construction industry. The emergence of knowledge management in this capacity poses enormous challenges to executives of construction firms. This paper proposes a model for benchmarking those knowledge management practices of AEC firms that can guide and assist construction business executives in meeting these challenges. The proposed model incorporates benchmarking and knowledge management concepts with importance-performance analysis (IPA) maps. It is a simple visual tool that can provide powerful diagnostic information to executives of AEC firms by evaluating their firm's knowledge management practices, identifying their firm's comparative advantages and disadvantages with regard to each knowledge management practice, and setting priorities for managerial actions related to knowledge management practices that need improvement. A real-world case study is presented to illustrate the implementation and utility of the proposed model.

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Adetoro Adewunmi, Yewande, and Oluwaseun Damilola Ajayi. "Attitudes of Nigerian facilities management professionals to the benefits of benchmarking." Facilities 34, no. 7/8 (May 3, 2016): 468–92. http://dx.doi.org/10.1108/f-06-2014-0057.

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Purpose The purpose of this paper is to examine the benefits of benchmarking among Nigerian facilities management (FM) practitioners. Design/methodology/approach Data collection was through semi-structured interviews with 34 FM heads from three selected cities in Nigeria. Of this number, 16 were from Lagos, 10 from Abuja, while 8 managers were from Port Harcourt. These managers were selected using purposive sampling based on their experience in the field of FM across the various sectors of the economy. The interviews were analysed with Nvivo 10 software qualitative computer software so as to reduce manual tasks, discover tendencies and recognize themes on the practice, meaning and benefits of benchmarking. Matrix coding of the Nvivo software was used to distinguish between benefits realized by those that conduct formal and informal benchmarking. Findings The paper found that those that perform informal benchmarking find that the benchmarking tool helps them to improve performance, service quality and their processes. On the other hand, those that perform formal benchmarking affirmed that benchmarking helped them in making strategic plans, striving to be the best in the industry and obtaining explanations for those improvements that are made now and in the near future. Practical implications The results, therefore, suggest that formal benchmarking in Nigeria is needed in performing strategic role in FM, as well as in making good business case agitations. Practitioners also need to know the benefits of benchmarking to improve its usage. Originality/value The paper categorised FM benchmarking benefits. Also, there are limited empirical studies on benchmarking benefits in developing countries.

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Nino Ositashvili, Nino Ositashvili, and Nana Nadareishvili Nana Nadareishvili. "The Role of Benchmarking in Hotel Management Improvement." Economics 104, no. 3-5 (June 22, 2021): 166–75. http://dx.doi.org/10.36962/104/3-5/202101166.

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Hospitality is the most sensitive business in the world. Any small change in the country has an immediate impact on this industry. However, it should also be noted that this area also has the ability to recover quickly (coming out of various crises). The world practice of successful hotel operation has shown that the presence of benchmarking companies in developed countries has brought good results to various enterprises. Since the hotel industry in Georgia is not yet developed to a level that meets international standards, it would be a good idea to create the regional hotel associations, to invite experts who provide benchmarking with their consulting activities and services. This means that the high-ranking experts will be invited to select the most important indicators for the analysis. Creating a service standard framework will help the hotel industry to improve the quality of a service. Why is the knowledge of benchmarking tools important for hotels? Using benchmarking tools helps: 1. Investors to determine a range of investment in the construction of a hotel based on the tariffs and occupancy in the market. What will the hotel room cost based on the investment and how long will it take to get the investment back? 2. Revenue management increase revenue; the best example of this is the benchmarking operations provided by the hotel chain Ritz Carton. 3. Hotels to have more satisfied customers. This means if the hotel rating is higher than that of other hotels, more customers are attracted. 4. To increase the qualification of hotel staff and to increase their motivation. This will improve the quality of the work done by them. 5. To save money on experiments; By using the best experience and offering your own option, the hotel will raise its awareness and increase its popularity. Keywords: Benchmarking, Competition, Management, Hotel Services, Hospitality.

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Puzyrova, Polina V. "USING BENCHMARKING TO FACILITATE EFFECTIVE BUSINESS DEVELOPMENT MANAGEMENT." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 143, no. 1 (July 14, 2020): 69–78. http://dx.doi.org/10.30857/2413-0117.2020.1.7.

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The article seeks to explore the need for benchmarking as a management tool to facilitate effective doing business and its further development in the context of increased dynamism of the market environment in Ukraine while ensuring sustainable competitive market positions and entry of domestic products and companies into world markets, which in turn, fosters continuous product improvement, promotes business development and assumes a range of strategic actions to enhance competitiveness in the future. It is argued that to achieve long-term business success, stakeholders should obtain reliable information on their major competitors to gain business development efficiency and select an optimal management framework. From this perspective, benchmarking is viewed as a good method to gain a competitive edge. Within the scope of the study, benchmarking is a process of multifaceted comparison and evaluation of a particular company against others, the ones that have achieved better success, or have become leaders in the same industry or in other sectors. Today, benchmarking has evolved into an integral element in a management paradigm of effective business development and part of its strategic management practice to enhance the activity outcomes of any enterprise wishing to outperform their competitors and to be resistant to changes in external and internal environment. In modern realia of small and medium-sized business development, it is rather challenging to maintain their competitive positions in the market which makes businesses consistently search for new effective methods to increase their profitability, competitiveness, as well as work out better management policies and more efficient development scenarios. Undoubtedly, top managers, businessmen, business owners and other stakeholders are keen to have information on the methodology and tools of running and managing their businesses and forecast the performance outcomes. Nowadays, it is critical that benchmarking analysis is congruent with the overall business strategy aimed at effective company development and management, which ultimately will help to pin down and use the key success factors. Benchmarking technology is a promising tool to boost business opportunities as well as to track the latest trends and innovations in the production of goods and services raising the product quality subject to international standards requirements. Thus, driving the focus towards better business management and its effective development, the study suggests the following action plan to be implemented: to evaluate the internal potential; to forecast future development in the selected business areas; to provide a comparative assessment against the reference benchmarks; to substantiate target values of the desired business performance parameters taking into account the available potential and the key competitors’ achievements; to structure business goals according to the functional elements in business operational areas; to elaborate a range of measures to ensure gaining a leading position including the design of new innovative approaches and the current business process improvement plan.

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Dissertations / Theses on the topic "Benchmarking (Management) Tool and die industry"

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Malherbe, D. C. "Benchmarking in the South African tool and die manufacturing industry." Thesis, Link to online version, 2007. http://hdl.handle.net/10019/398.

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Varadarajan, Vijayendra. "Managing Strategic Change using Industry Benchmarking Alternatives." Thesis, McGill University, 1993. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=120999.

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In this paper, we have introduced and discussed a new and evolving tool of corporate strategy - benchmarking. We have compared and contrasted it with other, and sometimes competing, business philosophies and instruments of strategy. We have considered and deliberated on its three vital and expanding applications to business functions - sales (market penetration), manufacturing and quality management, and finance (cost control) with true stories from leading organisations in North America. We have also attempted to chart the direction of its future growth and development, especially in redefining business performance measurement.

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TABAKOVA, VASILENA. "Is benchmarking an effective tool for improvement in project management?" Thesis, KTH, Tillämpad maskinteknik (KTH Södertälje), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-168247.

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Morkel, Carl. "An investigation into benchmarking for the Asset Administration Industry." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53270.

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Thesis (MBA)--Stellenbosch University, 2003.
ENGLISH ABSTRACT: The Asset Administration Industry is managed as a back office entity with limited tools to assess operational performance. There is no industry index for performance or platform for collaborative learning. In order to manage the operational efficiency the old cliché of "what gets measured gets managed" applies. Benchmarking is a proven management tool that is used to establish measures of operational performance relative to an industry benchmark. Benchmarking is a systematic and continuous measurement process that assists a company in determining its relative performance and shows up the factors that influence performance. The theory of benchmarking is a dynamic field and various types of benchmarking evolved. In spite of its noted benefits the popularity of benchmarking has lead to sub-standard benchmarking exercise, giving it "management fad" status. It is therefore imperative that any benchmarking study be well planned and focused. The selection of the appropriate benchmarking type is important. A data benchmarking exercise was chosen as a pilot study to introduce the concept to participants in a simplistic non-threatening format that could serve as a platform for future benchmarking studies. A five-step benchmarking process model was followed, consisting of: 1. Determine what to benchmark 2. Form a benchmarking team 3. Identify benchmarking partners 4. Collect and analyse benchmarking information 5. Take action Application of benchmarking theory to the asset Administration Industry led to the development of specific performance indicators from a process and financial perspective as well as a learning and growth perspective. Due to the sensitivity of the information the benchmarking report was customised for each participant, reflecting only industry average measures (the benchmark) and the particular company measurement. In conclusion the pilot study has proven to generate robust measures useful to the management of the Asset Administration function by determining relative performance. The benchmarking exercise has also been successful in introducing the concept of shared learning and a platform for future benchmarking studies. Despite these positive outcomes the real benefits of a process benchmarking exercise has not been explored and could generate tremendous benefit for the effective operation of Asset Administration.
AFRIKAANSE OPSOMMING: Die Administrasie van Batebestuur Industrie word bestuur as 'n agterkantoor funksie met beperkte hulpmiddels om operasionele werkverrigting te bepaal. Daar bestaan geen industrie indeks vir werkverrigting asook geen basis vir samewerking nie. Die ou gesegde dat "wat gemeet word, word bestuur" is hier van toepassing. Hoogtemerking (benchmarking) is 'n bewese bestuursmiddel wat gebruik word om operasionele werkverrigting relatief tot die industrie te bepaal. Hoogtemerking is 'n sistematiese en voortdurende proses van meting wat 'n maatskappy help om hul relatiewe werksverrigting te bepaal sowel as om die faktore wat bydra tot werkverrigting uit te lig. Die teorie van hoogtemerking is dinamies en verskeie tipes hoogtemerking het reeds ontstaan. Ten spyte van bewese voordele het die populariteit van hoogtemerking gelei tot sub-standaard hoogtemerking oefeninge waardeur dit die reputasie van 'n bestuursfoefie gekry het. Dit is daarom belangrik dat enige hoogtemerking studie goed beplan word en gefokus is. Die keuse van die gepaste hoogtemerking tipe is belangrik. Ten einde die konsep van hoogtemerking bekend te stel en 'n basis te skep vir toekomstige hoogtemerking is besluit om 'n eenvoudige proefprojek te loods. Die hoogtemerking proses bestaan uit vyf stappe, nl: 1. Bepaal die basis van die hoogtemerk. 2. Stel 'n hoogtemerking span saam. 3. Identifiseer hoogtemerking vennote. 4. Vesamel en analiseer hoogtemerking informasie. 5. Neem aksie. Die toepassing van hoogtemerking teorie tot die Batebestuur Administrasieindustrie het gelei tot die ontwikkeling van spesifieke werkverrigting aanwysers vanuit 'n proses en finansiële perspektief aan die een kant, en 'n leer en groei perspektief aan die ander kant. As gevolg van die sensitiewe aard van die informasie is die hoogtemerking verslag volgens maat voorberei vir elke deelnemende maatskappy. Hierdie veslag reflekteer net die maatskappy se spesifieke hoogtemerk in verhouding tot die industrie gemiddelde. Ter afsluiting het die proefprojek daarin geslaag om robuuste data oor relatiewe werkverrigting te genereer wat gebruik kan word in die bestuur van Batebestuursadministrasie. Die hoogtemerking oefening het ook daarin geslaag om die konsep van gemeenskaplike leersaamheid oor te dra en 'n basis te skep vir toekomstige hoogtemerking studies. Ten spyte van al die positiewe gevolge is die werklike waarde van proses hoogtemerking nog nie ontgin nie en mag dit geweldige voordele ontsluit vir die effektiewe werking van Batebestuurs-administrasie.

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Petersen, Elina, and Mikaela Wahlström. "Intern benchmarking i detaljhandeln : En analys av upplevelser och kritiska framgångsfaktorer." Thesis, Linköpings universitet, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-120812.

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Bakgrund Benchmarking är ett populärt styrverktyg men studierhar visat att benchmarking inte anses som ett likaeffektivt förbättringsverktyg som andra styrverktyg,vilka kritiska faktorer som ligger bakom enframgånsrik benchmarking bör då undersökas. Efter en genomgång av tidigare studier fann vi dessutom attbrister finns gällande vetskapen hur användandet avintern benchmarking upplevs. Få studier har gjortsinom detaljhandeln där intern benchmarking tycksvara användbart. Syfte Syftet med studien är att få en större kunskap kringupplevelserna av intern benchmarking inomdetaljhandeln. Studien syftar även till att redogöra förvad det är som ligger bakom en framgångsrik internbenchmarking. Frågeställningar Hur upplevs intern benchmarking inom detaljhandeln? Vilka är de kritiska faktorerna för framgångsrik internbenchmarking? Metod Studien utgörs av en kvalitativ ansats bestående av 2 intervjuer med företagsledning och 5 intervjuer medvaruhuschefer. Studien har även en kvantitativ delsom består av en enkätundersökning med enpopulation på 75 personer. Slutsats Studiens slutsats är att intern benchmarking upplevs som motiverande, stimulerande, användbart i dendagliga verksamheten samt ökar förståelsen förorganisationen. Kritiska faktorer bakom enframgångsrik intern benchmarkingprocess är en tydlig process, utbildning, tillgång till data, ett bra forum förkommunikation och högt deltagande av anställda.
Background Benchmarking is a popular managament tool butstudies have shown that benchmarking is notconsidered as an effective management tool as othermanagement tools, what the critical factors behind asuccessful internal benchmarking should therefore belooked into further. We also found, after reviewingformer studies, that there are lack of informationabout the experience of using internal benchmarking. Only a few studies have been done in retail whereinternal benchmarking seems useful. Aim The aim with the studie is to get more knowledgeabout the experiences of internal benchmarking inretail. The study also aims to state the critical factorsbehind a successful internal benchmarking. Research questions What is the experience of internal benchmarking inretail? What are the critical factors behind a successfulinternal benchmarking? Methodology The study has a qualitative approach and consists of 2 interviews with management and 5 interviews withstore managers. The studie also has an quantitativeapproach that consists of a survey with a populationof 75 people. Conclusion The conclusion of the study is that internalbenchmarking are experienced as motivating,stimulating, useful in the daily business and alsoincreases the understanding of the organization. Critical factors behind succescfull internalbenchmarking process are a clear process, education,access of data, a good forum for communication andhigh participation rate of the employees.

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Stefan, Ioana. "Patent Portfolio BenchmarkingIn the Logistics Industry : Are Patents Relevant for Competitiveness in the Logistics Industry?" Thesis, Högskolan i Gävle, Avdelningen för Industriell utveckling, IT och Samhällsbyggnad, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-15101.

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The present Master thesis was written during an internship at Deutsche Post DHL Solutions& Innovations, a subsidiary of Deutsche Post DHL. The main purpose was to make a patent portfolio benchmark for the previously identified business competitors of the DPDHL group. The research questions aimed to find out how relevant the patent portfolio analysis is for comparing competitors and whether or not the results can be matched with other types of rankings. The benchmark was made using the PatentSight software tool. PatentSight allows the patent portfolio analysis of individual companies as well as groups of companies (competitors). The software tool is based on a new approach to benchmark patent portfolios called Patent Asset Index. This approach uses several indicators to measure the patent portfolios strengths. The indicators are based on relatively widely used measures of patent analysis such as the number of citations that a patent has received. However, these measures are further adjusted by the PatentSight indicators in order to prevent false results due to the difference in patents’ ages, for instance. The results of the patent portfolio benchmark and their comparison with other rankings have confirmed previous research findings that the patent portfolio analysis is a useful tool which can remove uncertainties and provide new perspectives but cannot be used as single indicator of the competitors’ strength.

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Popoola, Musiliu Olayide. "Benchmarking of process safety management elements in the South African process industry / M.O. Popoola." Thesis, North-West University, 2007. http://hdl.handle.net/10394/1809.

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Pospíšilová, Lucie. "Continuous Management of a Retail Product Category." Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-205343.

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The aim of the thesis is to describe the Czech retail industry and the practice used in the category management. The work compares and evaluates the current state of the ice-cream category management in different retail chains and recommends changes for the next ice-cream season for one of the retailers. The description of the retail industry and the introduction set the background for the thesis and the explanation of the continuous category management provides the framework for the analysis. The empirical part conducts the category planning step by step. The key parts are category assessment and category scorecard, which benchmark different stores in terms of assortment, display, price, and promo. Finally recommendations and conclusions are derived from the analysis to improve the category performance.

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Chang, Yue (Yue Cathy). "Getting ahead in sourcing through benchmarking and system dynamic analysis : an aerospace industry perspective." Thesis, Massachusetts Institute of Technology, 2006. http://hdl.handle.net/1721.1/44613.

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Thesis (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; and, (M.B.A.) -- Massachusetts Institute of Technology, Sloan School of Management; in conjunction with the Leaders for Manufacturing Program at MIT, 2006.
Includes bibliographical references (p. 76-77).
Sourcing and purchasing have received renewed attention recently as many supply chains challenge themselves to meet cost reduction goals. These challenges are especially apparent in the high-mix, low volume, and often considered cyclical aerospace industry where customer purchase decision emphasis is shifting from technology-centric to cost-centric. This study identifies three sourcing frontiers by time, and develops a Benchmarking-Internal data analysis-System dynamics model (BIS model) to recommend sourcing strategies to aid Honeywell Aerospace in advancing to the highest sourcing frontier. The thesis details the BIS model as a framework and a set of methodologies to aid aerospace incumbents in understanding their competitiveness and in formulating a balance of short-term and long-term sourcing strategies. This model applies not only to the aerospace industry but also to other industries in identifying cost reduction strategies and in constructing a competitive sourcing foundation for the next generation sourcing frontier.
(cont.) This research was conducted jointly between the MIT Leaders for Manufacturing Program and Honeywell International within the Honeywell Aerospace Strategic Business Group and considered the historical evolvement of sourcing frontiers and key challenges of aerospace sourcing: airline deregulation, exponential increase in strategic sourcing, rise of precious metals prices, diverse products and supplier base, and stringent regulations.
by Yue "Cathy" Chang.
M.B.A.
S.M.

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Thomas, David Jordan. "Competitive intelligence, a self diagnostic tool applied in the telecom industry." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape2/PQDD_0017/MQ58512.pdf.

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Books on the topic "Benchmarking (Management) Tool and die industry"

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Force, CHLA/ABSC Benchmarking Task. Benchmarking tool kit. Toronto: Canadian Health Libraries Association = Association des bibliotheques de la sante du Canada, 1998.

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McNair, Carol J. Benchmarking: A tool for continuous improvement. Essex Junction, VT: Omneq, 1995.

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McNair, C. J. Benchmarking: A tool for continuous improvement. New York, N.Y: HarperBusiness, 1992.

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McNair, C. J. Benchmarking: A tool for continuous improvement. London: HarperCollins College, 1994.

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India) APO Seminar on Benchmarking (2000 New Delhi. Benchmarking: A quality and productivity improvement tool. Tokyo: Asian Productivity Organization, 2001.

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McNair, Carol Jean. Benchmarking: A tool for continuous improvement. New York, N.Y: Wiley, 1992.

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McNair, Carol Jean. Benchmarking: A tool for continuous improvement. New York, NY: HarperBusiness, 1992.

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Wober, Karl W. Benchmarking in tourism and hospitality industries: The selection of benchmarking partners. Oxon, UK: CABI Pub., 2002.

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Ahmad, Munir. Benchmarking in the process industries. Rugby, Warwickshire, UK: IChemE, 1999.

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Helm, M. I. Price benchmarking as a purchasing tool: Developing a management game. Manchester: UMIST, 1995.

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Book chapters on the topic "Benchmarking (Management) Tool and die industry"

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Velmurugan, Rama Srinivasan, and Tarun Dhingra. "Asset Maintenance Framework and Benchmarking." In Asset Maintenance Management in Industry, 83–112. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-74154-9_4.

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Eversheim, W., M. Baumann, A. Haufe, M. Hellermann, and O. Moron. "Benchmarking in tool manufacturing of the automotive industry." In Modelling Techniques for Business Process Re-engineering and Benchmarking, 382–92. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-0-387-35067-7_33.

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Heib, Ralf, Maya Daneva, and August-Wilhelm Scheer. "Benchmarking as a Controlling Tool in Information Management." In Modelling Techniques for Business Process Re-engineering and Benchmarking, 298–309. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-0-387-35067-7_26.

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Schuh, Günther, Thomas Jasinski, Anja Nestler, Roberto Pinto, Marco Taisch, and Arkaitz Uriarte. "Supplier Relationship Management in Machine Tool Industry." In Intelligent Non-hierarchical Manufacturing Networks, 225–48. Hoboken, NJ USA: John Wiley & Sons, Inc., 2013. http://dx.doi.org/10.1002/9781118607077.ch11.

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Kulshreshtha, Shweta, and Monika Thakur. "Mushroom: A Potential Tool for Food Industry Waste." In Sustainable Food Waste Management, 307–31. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-8967-6_17.

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Ross, C. Philip. "Energy Benchmarking: A Tool for Continuing Process Improvement for the Glass Industry." In A Collection of Papers Presented at the 57th Conference on Glass Problems: Ceramic Engineering and Science Proceedings, Volume 18, Issue 1, 95–108. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2008. http://dx.doi.org/10.1002/9780470294406.ch9.

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Adam, Noor Latiffah, Nordin Abu Bakar, Shaharuddin Che Soh, and Angela Jau Purai. "Shariah Compliant Web Analysis Tool." In Contemporary Management and Science Issues in the Halal Industry, 29–35. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-2677-6_2.

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Naudé, Pete. "Judgmental Modelling as a Benchmarking Tool: A Case Study in the Chemical Industry." In Lecture Notes in Economics and Mathematical Systems, 377–89. Berlin, Heidelberg: Springer Berlin Heidelberg, 1998. http://dx.doi.org/10.1007/978-3-642-45772-2_31.

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Moser, Roger, Daniel Kern, Sina Wohlfarth, and Evi Hartmann. "Supply Network Configuration Benchmarking: Framework Development and Application in the Indian Automotive Industry." In Essays on Purchasing and Supply Management, 71–98. Wiesbaden: Gabler Verlag, 2011. http://dx.doi.org/10.1007/978-3-8349-6227-0_4.

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Stich, Volker, Ulrich Brandenburg, and Sebastian Kropp. "Benchmarking Concept for Energy Efficiency in the Manufacturing Industry – A Holistic Energy Efficiency Model." In Advances in Production Management Systems. Value Networks: Innovation, Technologies, and Management, 390–95. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-33980-6_43.

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Conference papers on the topic "Benchmarking (Management) Tool and die industry"

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Nedelko, Zlatko, and Vojko Potočan. "Progress Towards Industry 4.0 – a Management Tools Perspective." In 5th International Scientific Conference 2021. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-464-4.15.

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The main aim of this draft paper is to discuss the progress towards Industry 4.0 in organizations, through the lenses of management tools utilization. Our discussion is based on the cognitions that management tools support organizational working under Industry 4.0 circumstances. According to the management tools utilization we argue about the level of Industry 4.0 implementation in organizations. Based on the current level of management tools utilization, it is evident that in the forefront are management tools, which are not tightly associated with supporting organizational working under Industry 4.0 circumstances, like outsourcing, benchmarking, knowledge management, etc, while commonly emphasized management tools for supporting organizational working under Industry 4.0 circumstances, are not in the forefront of use, like lean production, RFID, six-sigma, etc. Results allow us to argue that organizations are at the early stages of Industry 4.0 implementation in organizations. The paper offers some possible reasons for such state. This paper should also trigger questions, how to increase the level of Industry 4.0 implementation in organizations.

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Burr, Alexa S., S. David Toth, and Colin M. Frazier. "API RP 1173 Pipeline SMS Third-Party Assessment Program: A Key Industry Tool for Evaluating and Supporting Implementation of Pipeline Safety Management Systems." In 2020 13th International Pipeline Conference. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/ipc2020-9370.

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Abstract Since the publication of API Recommended Practice (RP) 1173: Pipeline Safety Management Systems, in July 2015, the energy pipeline trade groups in North America (American Petroleum Institute, Association of Oil Pipelines, American Gas Association, Interstate Natural Gas Association of America, and the American Public Gas Association) have worked collaboratively to develop tools and programs to assist energy pipeline operators with the development and implementation of Pipeline Safety Management System (Pipeline SMS) programs and processes. These resources include a Planning Tool, Implementation Tool and Evaluation Tool, as well as an industry-developed Maturity Model that describes a continuum of implementation levels, based on conformance to RP 1173 as well as implementation effectiveness. These resources can be found online and are supplemented by the Pipeline SMS Third-Party Assessment Program developed by API. Applying API’s experiences with successful safety programs in other segments and with significant contributions from the Pipeline SMS Implementation Team (aforementioned trade groups and various industry operators), the Pipeline SMS Third-Party Assessment Program is designed to be a key tool to facilitate Pipeline SMS implementation and to share and benchmark information to drive improvements in safety performance. The assessments also provide the pipeline industry with an objective, third-party option to test their systems and address the conformity auditing (API RP 1173, Section 10.2.2) and performance and maturity evaluation (API RP 1173, Section 10.2.3 to 10.2.5) requirements of the recommended practice. In 2019, pilot assessments were conducted and in 2020 the Assessment Program is being implemented. Through the piloting process, significant insights were gained into the practical application of the industry Maturity Model and how the assessments can contribute to an operator’s journey improving safety performance. Aligning with the flexibility and scalability goals of RP 1173, the pilot experiences included liquids transmission and gas distribution operators with varying approaches to pipeline SMS implementation. We will discuss the lessons learned through the piloting process and how the plan-do-check-act cycle was applied to improve the processes for planning, staffing and conducting the assessments to ensure that value is being provided to the pipeline industry. An independent assessment through the API Pipeline SMS Third-Party Assessment Program can validate internal efforts to increase maturity of programs, as well as provide operators with benchmarking data so that they can understand where other operators are in their maturity journey.

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Di Blasi, Martin, and Scott Denny. "Asset Complexity Based Benchmarks in Support of Reliability Improvement Program." In 2020 13th International Pipeline Conference. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/ipc2020-9738.

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Abstract Successfully executing maintenance & reliability improvement programs on a complex pipeline asset network tends to be challenging. Influencing the factors that affect reliability performance usually involves elements of culture, asset management & operations, resource allocation, reliability and maintenance strategy and maintenance execution. Frequently, the focus of attention is placed primarily on tracking detailed reliability & maintenance performance (i.e. tool time, average time between failures, planned work, etc.) because they tend to be easier to understand and measure. When some of the other key factors potentially holding back the full realization of significant reliability improvements may be at the resource allocation level where usually measuring and benchmarking can be more challenging. In this sense, being able to benchmark different operating areas in terms of maintenance, reliability and resources allocation performance can help understand higher level factors driving less than ideal asset reliability performance. Supporting the implementation of a Reliability Centered Maintenance (RCM) program on a vast liquid pipeline network, multi-attribute decision making (MADM) techniques and concepts were used to create assessment models that based around the notion of complexity were then used to benchmark multiple operating regions. From these assessment models, derived benchmarking indexes such as maintenance technicians per equivalent complexity or maintenance budget per equivalent complexity were created and used in support of resource allocation discussions. The paper will describe the use of a MADM techniques, discuss how different complexity models were developed working in collaboration with multiple maintenance SMEs, discuss some of the analysis and findings of different regional benchmarks and also comment on some of the cultural challenges encountered when using and communicating quantitative benchmarks to influence and drive reliability improvements. Hopefully this paper will help other professionals in the industry understand how SME experience can be captured and transformed into assessment tools for use in benchmarking.

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Gokool, Trishel, and Boppana Chowdary. "SURVEY OF CURRENT TRENDS IN MANUFACTURING ENGINEERING POSTGRADUATE PROGRAMMES IN THE UK." In International Conference on Emerging Trends in Engineering & Technology (IConETech-2020). Faculty of Engineering, The University of the West Indies, St. Augustine, 2020. http://dx.doi.org/10.47412/hsok1657.

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The promotion of innovation and current trends in the Manufacturing Engineering curriculum is essential to support the adoption and creation of advanced manufacturing technologies. However, the content and teaching methods employed by the engineering departments have long faced issues with incorporating industry needs and new developments into their various curricula. Manufacturing Engineering (MfgE) is no exception as there exists significant gaps between the MfgE curricula, latest advances in research and current industrial practices in Trinidad and Tobago (TT). The present paper investigates the trends in postgraduate programmes in the United Kingdom (UK) in the area of MfgE. It highlights the current curricula structure and content of universities in a developed region with a similar education system to TT with the aim of identifying key areas of MfgE focus. The study reveals that UK universities balance soft skills with technical learning, as research skills, management, manufacturing systems, systems simulation and, design and innovation are the top course themes. Moreover, there exists significant collaborative efforts between UK universities, industry and the government which drives research and development of emerging technologies. The findings of this study will be useful as a benchmarking tool for improving the TT MfgE curriculum in the future.

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Makhanya, B. B. S., H. Nel, and J. H. C. Pretorius. "Benchmarking Quality Management Maturity in Industry." In 2018 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2018. http://dx.doi.org/10.1109/ieem.2018.8607687.

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Nidd, Phillip, Terence Thorn, and Monica K. Porter. "Chasing Perfection: The Proactive IMP PDCA (+E) Review." In 2016 11th International Pipeline Conference. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/ipc2016-64474.

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Aiming for zero — zero leaks, zero ruptures, zero third party damage hits, zero-harm to the public may be considered by some to be unrealistic, but it is definitely a goal worth chasing. Striving for this level of perfection is key in achieving pipeline operational excellence and avoiding operational mediocrity. Central to safe operations is a pipeline integrity management plan (IMP) that establishes processes for assessing and mitigating risk within a framework structured to ensure the long-term integrity of pipeline system assets. When properly implemented in compliance with regulation and industry practice, an IMP will reduce both the likelihood and consequences of incidents. It remains the cornerstone in the management of pipeline risk and safety performance and is critical in preventing system failures, injuries, property damage, and other serious consequences. But a sustainable process for managing risk and improving performance must go beyond relying on regulatory compliance and following generic industry practices. In this respect, too often IMPs are judged only from a compliance perspective that provides little insight into how well the IMP is being executed or whether the management systems are actually effective. Integrity management can also be examined in context of the larger corporate culture and with the specific corporate processes that impact employees’ decisions and behaviors in ways that transcend procedures printed in a manual. A culture of adherence to compliance as an ultimate goal can lead to complacency, and a company cannot achieve a zero incident level adhering only to regulations. The focus on meeting regulatory requirements should be replaced by an integrated broader view on risk management derived in part from emerging industry best practices and standards. Benchmarking against these standards can establish a performance baseline, identify opportunities for improvements, set targets, measure performance, and instill a continuous improvement process. An approach to assess the degree to which an IMP is regulatory compliant, technically adequate, implemented and effective is to apply a “Plan,” “Do,” “Check,” “Act” (PDCA) based approach. This framework, while confirming basic regulatory compliance, also allows an operator to determine the degree to which the IMP is being executed in alignment with corporate management system objectives and accepted best practice guidelines relating to the 4 P’s — “People, Process, Product and Performance.” When applied as the basis for an extra stage “E” review, this PDCA process helps determine the health and risk-reducing “effectiveness” of the IMP through application of record reviews, subject matter expertise, supporting personnel interviews, industry consensus standard benchmarking and assessment of lagging and / or leading indicators as follows: • Are the workflows required to satisfy IMP objectives and the corresponding personnel accountabilities clearly defined? • Are technical procedures in place to meet IMP objectives and satisfy IMP work flow requirements? • Are the procedures adequate, up to date and readily available to integrity management personnel? • Have the procedures been effectively implemented? • Are records indicating work flow process completion available? • Is a management of change process embedded within the procedure and work flow process? • Is there a process to receive input from personnel to provide suggestions for continuous improvement? • Is the IMP as structured and implemented in alignment with corporate management system and enterprise risk management objectives? • Is the IMP effective in reducing pipeline risk and providing a sound and defensible basis for risk-based decisions and investment planning? Traditional integrity management provides focus on assessing risks and addressing those risks through mitigation activities, while ensuring compliance with laws and regulations designed to continually improve safety. The challenge today is to go beyond determining if an IMP is simply in compliance. An effective risk management system is one where there is a strong safety culture; decisions at all levels of the organization are based on an understanding and consideration of risks; there is continuous monitoring of risk levels and adjustment of responses; and continuous improvement is embedded in the procedures and processes.

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"Benchmarking as a Tool for Modernizing Industrial Enterprises." In 20th European Conference on Knowledge Management. ACPI, 2019. http://dx.doi.org/10.34190/km.19.217.

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Maharaj, Tushara, Marc Rudder, Vyshaia Singh, Wayne Rajkumar, and Vidjaya Ramkhalawan. "A New Produced Water Management Policy for the Energy Sector of Trinidad and Tobago." In SPE Trinidad and Tobago Section Energy Resources Conference. SPE, 2021. http://dx.doi.org/10.2118/200926-ms.

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Abstract A Produced Water (PW) Management framework is presented, forming part of an Upstream Effluent Management (UEM) Policy. It addresses the minimization and ultimate elimination of treated and untreated PW discharge by utilization of an integrated management approach to ensure Zero Harmful Discharge (ZHD) to the environment. This approach targeted legislative reform, sustainable PW management practices, monitoring and evaluation, research and development and sustainable production patterns. A Cabinet-appointed Upstream Effluent Management Committee was established for evaluating the status of the upstream, oil and gas, effluent management practices including that of PW and providing recommendations on the way forward. This included determining the challenges in meeting relevant environmental standards; evaluating Best Available Technology (BAT) or Best Practicable Environmental Options (BPEO) for local use and benchmarking local standards against international best practices. Ultimately, a UEM Policy, inclusive of a PW Management Policy, and a revised Water Pollution Rules 2019 (WPR) were developed, submitted and approved by the Cabinet of Trinidad and Tobago. Emerging from data evaluation and committee consultations, it was found that parameters from PW streams, such as Chemical Oxygen Demand (COD), Phenols and Ammoniacal Nitrogen were regularly out of compliance with local permissible limits. Additionally, it was noted that PW management was known to be generally costly, in terms of monitoring, treatment and disposal operations. As such the UEM Committee recommended that measures be taken to facilitate better PW management including, amendments to the Water Pollution Rules 2001 (as amended) and the TTS 547:1998, Specification for the Effluent From Industrial Processes Discharged into the Environment; to focus more on toxic components such as BTEX (Benzene, Toluene, Ethylbenzene and Xylene) and PAH (Polycyclic Aromatic Hydrocarbons); improvement of the chemical evaluation and approval process by the Ministry of Energy and Energy Industries (MEEI) to include a pre-screening step; and the establishment of National Ambient Water Quality Standards, which have been included in the revised WPR. The WPR also encourages re-use as a beneficial discount through the revised annual permit calculation. In addition, Environmental Risk Assessments (ERA) are to be utilized to evaluate the physical, biological and socio-economic environmental standing of the marine environment of Trinidad and Tobago, so as to comprehensively deduce the full impacts of effluent discharge. Trinidad and Tobago has been in oil and gas operations for over 100 years and this integrated management approach for PW introduces a set of novel strategies and tools, geared towards moving in a more environmentally sustainable direction. The approach envisages the use of a more industry-specific regulation that focuses on the toxic components. Furthermore, this method acknowledges that "not-one-size-fits-all" and so, based on the ERA results for the specific geographic marine jurisdictions surrounding Trinidad and Tobago; it encourages more environmentally sustainable and cost effective management.

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Narayansamy Govender, Loganathan, and Sadhasivan Perumal. "BENCHMARKING: A HUMAN RESOURCE MANAGEMENT TOOL FOR KNOWLEDGE MANAGEMENT IMPLEMENTATION." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2011. http://dx.doi.org/10.5176/2251-2349_hrmpd28.

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Kazakova, Natalia. "Financial Benchmarking as an Airline Competitiveness Assessment Tool." In ISMC 2019 - 15th International Strategic Management Conference. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.10.02.26.

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Reports on the topic "Benchmarking (Management) Tool and die industry"

1

Galitsky, Christina, Lynn Price, Nan Zhou, Zhou Fuqiu, Xiong Huawen, Zeng Xuemin, and Wang Lan. Guidebook for Using the Tool BEST Cement: Benchmarking and Energy Savings Tool for the Cement Industry. Office of Scientific and Technical Information (OSTI), July 2008. http://dx.doi.org/10.2172/962218.

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Xu, T., J. Ke, and J. Sathaye. User's Manual for BEST-Dairy: Benchmarking and Energy/water-Saving Tool (BEST) for the Dairy Processing Industry (Version 1.2). Office of Scientific and Technical Information (OSTI), April 2011. http://dx.doi.org/10.2172/1026805.

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O'Donnell, Kevin, and Anne Greene. A Risk Management Solution Designed to Facilitate Risk-Based Qualification, Validation, and Change Control Activities within GMP and Pharmaceutical Regulatory Compliance Environments in the EU—Part II. Institute of Validation Technology, July 2006. http://dx.doi.org/10.1080/21506590.wp7142006agko-rmsdii.

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highlight the need for patient-focused and value-adding qualification, validation, and change control programmes for manufacturing and regulating medicinal products in the EU, which are cost-effective and in-line with current regulatory requirements and guidance. To this end, a formal risk management solution was presented that seeks to demonstrate, in a practical way, how Regulators and Industry in the EU may achieve these goals. This solution represents a formal and rigorous approach to risk management, offering a scientific and practical means for determining and managing, on a risk basis, the scope and extent of qualification and validation, and the likely impact of changes. Based on a ten-step, systematic process, this approach offers a ready-to-use and documented risk management methodology for these activities. This tool is not intended for use in all situations, or to address all risk areas or concerns encountered in GMP and Regulatory Compliance environments. Rather, its use should be commensurate with the complexity and/or criticality of the issue to be addressed, and in many instances, and in-line with ICH Q9 principles, a more informal approach to risk management may be more useful, and indeed proportionate.

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Iyer, Ananth V., Steven R. Dunlop, Olga Senicheva, Dutt J. Thakkar, Ruier Yan, Karthikeyan Subramanian, Suraj Vasu, Gokul Siddharthan, Juily Vasandani, and Srijan Saurabh. Improve and Gain Efficiency in Winter Operations. Purdue University, 2021. http://dx.doi.org/10.5703/1288284317312.

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This report analyzes the current service level of winter operations in Indiana and explores opportunities to optimize performance. We analyze data regarding winter operations managed by INDOT and provide specific quantified estimates of opportunities to improve efficiency while also managing costs. For our exploration, we use data provided by INDOT sources, qualitative insights from interviews with INDOT personnel, literature survey data and benchmarking information, salt and supplier data analysis, and simulation. As part of our research, we developed a simulation model to visually represent the impact of alternate management of trucks for snow removal and a dashboard to understand the impact. Our analysis suggests the following: (1) opportunities exist to coordinate salt delivery by suppliers and combine local city salt purchases with INDOT’s purchases to save costs, (2) adjusting routes will reduce deadhead, (3) understanding truck maintenance and truck locations improves performance, and (4) incorporating critical locations into snow route planning will meet service thresholds. These insights provide implementable recommendation initiatives to improve winter operations performance. The simulation tool developed in this project simulates various weather events to draw insights and determine appropriate resource allocations and opportunities for improving operational efficiency. The report thus provides a quantifiable approach to winter operations that can improve the overall service level and efficiency of the process.

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