High Efficiency in Manufacturing Operations

July, 2009

High Efficiency in Manufacturing Operations
It can be very challenging, even for Best-in-Class manufacturers, to both
Analyst Insight
drive efficiency gains and then translate these gains to bottom line results. In
this Analyst Insight, Aberdeen will examine what is driving manufacturers to Aberdeen’s Insights provide the
focus on creating more efficient manufacturing operations and which analyst perspective of the
manufacturers are most successful in achieving these efficiency gains. The research as drawn from an
analysis will then continue with identifying the mix of strategies, business aggregated view of the research
capabilities, and technology enablers that are most likely to ensure long surveys, interviews, and data
analysis
term success; ending with specific and actionable recommendations to
achieve more efficient manufacturing operations.

Achieving a Competitive Advantage
In Aberdeen's May 2008 benchmark report, A Platform Approach to
Manufacturing Operations Management, it was shown that there are a number
of different reasons executives are focusing on manufacturing operations.
First, the top pressure driving these executives is to achieve a competitive
advantage. At first, this may be surprising given the current state of the
economy but many executives do believe that the bottom is nearing and are
beginning to lay the plans for gaining market share in the recovery. Second,
addressing the high cost of operations is also top of mind for many
executives. Clearly, reducing manufacturing costs can have a direct and
immediate impact on corporate margins and much of this research will be
focused on how to achieve these cost savings.

Figure 1: Pressures Driving Focus on MOM

Maintain or achieve a competitive 45%
advantage

Address the high cost of operations 37%

Elevated economic and consumer 28%
uncertainty.

Ensure quality and regulatory 24%
compliance and across operations

Increasing free cash flow from 24%
operations

0% 25% 50%
All Respondents
Source: Aberdeen Group, July 2009

© 2009 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897

Page 2

To address these pressures, there are a number of different strategies being
deployed; all of which are highlighted below in Figure 2. Not surprisingly,
when the strategic actions being taken are analyzed by role in the
organization, achieving efficiency in manufacturing operations bubbles to the
top for every role. Essentially, all stakeholders in the organization agree that
driving efficiency will drive long term value and should be a cornerstone of
the overall agenda. However, beyond achieving efficiency we see that
different roles in the organization have different priorities; all of which
generally align to the charters of each department. This in turn implies that
at a high level, the overall organization has to understand how to deploy
multiple strategies, in synch with each other, across the organization.

Figure 2: Strategic Initiatives by Role in the Organization
Manufacturing Supply Chain IT Quality

70%
61%
56% 55% 55% 55%

45%
39%
36%
31% 29%
27% 25% 27%27%
20% 20%
18%
14%
9%
2%
0%
Improve the Improve Improve quality Synchronizing Improve visibility
efficiency of collaboration across execution across manufacturing with between
manufacturing functional groups manufacturing actual demand manufacturing and
operations operations the enterprise

n=176


To dive into a little more detail, clearly the majority of Supply Chain
stakeholders would like to foster more collaboration across disparate
groups and the overall design-make-deliver business processes. Similarly, the
majority of Quality stakeholders have the strategic initiatives to improve
quality execution from development to delivery. In regards to enterprise
visibility, both Supply Chain and IT stakeholders are considerably more likely
than other stakeholders to have this as a strategic initiative. Finally, across
all roles, approximately 25% of the overall market place is currently focusing
on value stream transformation at the strategic level by synchronizing real-
time demand with manufacturing operations.
There are obvious synergies between these strategies; as well as a core set
of KPIs that should be measured to identify how effectively these synergies
are being captured to drive value for the organization. In the following
section we will identify these metrics as well as provide benchmark analysis
showing the overall market brake down of performance across these


Page 3

metrics. Which will leave us with the following question: Which specific
manufacturers are most successfully deploying these strategies and what
business capabilities and strategic enablers can be attributed to these
successes?

The Maturity Class Framework
To identify which manufacturers are most successful in deploying their
strategic objectives, Aberdeen uses three key performance criteria to
distinguish the Best-in-Class from Industry Average and Laggard
organizations.
• On-Time and Complete Shipments – Products delivered on
time and complete as compared to total original commitment
• Overall Equipment Effectiveness (OEE) – Composite metric
accounting for availability, performance, and quality
• Production Compliance – Measured as a percentage of products
produced that were in compliance to relevant processes regulations
(documentation, ISO, GMP, et cetera) vs. total products produced
Respondents have been divided among three categories based on their
aggregate performances in these three metrics: Table 1 displays the average
performance of Best-in-Class, Industry Average, and Laggard organizations.
The remainder of the analysis will be based on identifying gaps between the
Best-in-Class and those organizations that are underperforming. This
approach also gives readers an opportunity to benchmark their own
performance against industry standards

Table 1: Top Performers Earn Best-in-Class Status

Definition of
Mean Class Performance
Maturity Class

Best-in-Class: 92% OEE (Overall Equipment Efficiency)
Top 20% of
97% On-Time and Complete Shipments
aggregate
performance scorers 99% Production Compliance

Industry Average: 81% OEE (Overall Equipment Efficiency)
Middle 50%
of aggregate

Laggard: 71% OEE (Overall Equipment Efficiency)
Bottom 30%
of aggregate



Page 4

Supporting Strategic Initiatives
In this section each of the major strategic initiatives identified above will be Endicott Interconnect Technologies,
analyzed through the lens of the Best-in-Class. The analysis will highlight the Inc. has had many successful years
diverse set of business capabilities, including process, organizational, utilizing SAP together with
knowledge management, and performance management capabilities, the internally developed data collection
and reporting systems. We began
Best-in-Class are bringing to bear in achieving success.
using SAP Manufacturing Execution
solution approximately two and a
Efficient Manufacturing Operations half years ago, when one of our
Achieving efficient manufacturing operations is arguably the most important largest customers requested that
we start using the program to
of all the strategic initiatives discussed and subsequently our analysis starts
provide component traceability and
right with executive focus. Aberdeen sees that organizations which treat real time visibility into process
manufacturing operations as a competitive weapon are much more likely to quality. To address this request, we
achieve Best-in-Class performance. This point goes straight to the soul of an focused on implementing complete
organization and the research shows that organizations lacking this focus shop floor control capabilities, as
will continue to flounder with Industry Average and Laggard performance. well as machine integration through
As organizations consider focusing on efficient manufacturing operations, SAP Manufacturing Execution
these organizations should seriously question their core competency in solution and enterprise integration
manufacturing; with an outsourcing model such as Cisco or Apple uses as a through SAP Manufacturing
realistic option for those not truly ready to make the commitment. Integration and Intelligence solution
for this customer’s products.
For those organizations with executive focus on manufacturing operations,
We believe extending the use of
this can positively impact the efficiency of manufacturing operations in a this initiative will help our
number of ways. First and foremost, the Best-in-Class are successfully manufacturing organization mature
rolling out best practices across the organizations and then updating these and are now extending the rollout
SOPs as new best practices emerge. Second the Best-in-Class are more to the entire business unit. We plan
likely to standardize optimization procedures across the organization, which to focus on improving operational
can take many forms. For instance, the Best-in-Class are more likely to be efficiencies by creating role based
able to standardize the way WIP inventory is optimized from plant to plant, reports and analytics through SAP
or are more likely to optimize the way cad/cam visualization is delivered to Manufacturing Integration and
the shop floor in assistance with work instructions to improve workforce Intelligence solution. We also plan
to improve our integration between
productivity and creating a true visual management environment. Finally, the
SAP Manufacturing Execution
Best-in-Class are more likely to be able to link financial and operational solution and SAP's ERP (Production
metrics, which to a large degree improves the sustainability of these Planning), including the creation of
initiatives. If shop floor personnel have no visibility into how their efficiency bi-directional visibility between the
gains impact the organization any gains will be short lived. By tying the shop supply chain and manufacturing,
floor to the enterprise, efficiency gains are more likely to be sustained. ultimately helping our drive towards
a true make-to-order production
To bring all of the above capabilities together in a cohesive way many Best- system.
in-Class manufacturers overlay a high level initiative around Lean or
Operational Excellence. This allows the organization to talk a common ~David Kennedy
language across plants and effectively communicate the strategic direction to SAP Manufacturing Execution &
Manufacturing Integration and
all levels of the organization. When embarking on one of these initiatives it
Intelligence Analyst
is crucial to maintain focus, we see the most successful initiatives lasting well Endicott Interconnect Technologies,
over 5 years and are generally supported with knowledge centers and Inc.
centers of excellence. Finally, organizations that truly engrain these
initiatives and a core competency in manufacturing eventually institutionalize
these capabilities, there is no better example than Toyota and the Toyota
Way but others have also been successful in such initiatives like Motorola,
DuPont, Danaher, GE, and others.

Page 5

Table 2: Supporting Efficient Manufacturing Operations
Industry
Best-in-Class Laggard
Average
Executive sponsorship for initiatives on improving
manufacturing operations
91% 75% 65%
Manufacturing business processes are dynamically updated as
new best practices emerge
Business 50% 32% 25%
Capabilities
Standardize processes across the enterprise for optimizing
64% 37% 30%
Operational metrics are linked to financial metrics
68% 60% 51%

Effective Collaboration
Effective collaboration is top on the Supply Chain Executive's strategic
agenda as they strive to optimize overall supply chain processes. To achieve
this collaboration Aberdeen sees the Best-in-Class taking a two pronged
approach, neither of which are new in theory but both of which are often
overlooked in practice. First, Best-in-Class manufacturers are more likely to
engage with System Integrators at the senior level and leverage this
relationship to assist in the design and deployment in manufacturing
systems, which in turn goes a long way in enabling these systems to support
more than just core production functionality and extend into adjacent
processes, ultimately helping to foster collaboration. Second, the Best-in-
Class have focused on Continuous Improvement teams and more likely to
have deployed these teams in a cross-functional way and are also more
likely to enable the collaboration of these teams across disparate
geographies. The connection between these capabilities and collaboration is
immediately clear but it is very surprising how often organizations overlook
such important areas of the business.

Table 3: Enabling Effective Collaboration

Industry
Average

Business System Integrator engage at the executive level
Capabilities 50% 32% 20%
System Integrators are viewed as strategic partners in the
design and deployment of manufacturing systems
50% 30% 36%


Page 6

Industry
Average

Cross Function Continuous Improvement teams are
focused on improving manufacturing operations.

75% 73% 53%
Cross Function Continuous Improvement teams
collaborate across geographies
77% 54% 32%

Improve Enterprise Quality Execution
Quality is a large topic and we are not doing full justice to it in this section
but within the context of this research there are some key business
capabilities that the Best-in-Class leverage to achieve flawless quality
execution. First quality is about process enforcement, controlling the way in
which people and processes behave and ensuring these behaviors ensure a
quality product and quality processes. The second and probably more
important area of quality execution is ensuring that variability and non-
conformance to standard is dealt with in a way that ensures the integrity of
the product and process. To ensure this integrity, Best-in-Class
manufacturers are more likely than the Industry Average and Laggards to
automate these non-conformance workflows and the way in which the
occurrence of such events is communicated with stake holders. This
approach is critical to and has far reaching consequences in the organization
from customer satisfaction and warranty management, to compliance and
traceability, all of which can impact an organization at the very highest level.

Table 4: Enterprise Quality Execution
Industry
Average
Automated work flows to manage manufacturing non-
conformance and non-compliance across the enterprise
Capabilities Adverse events are monitored and escalated in real time to
decision makers.
68% 54% 27%

Synchronize Supply and Demand
Synchronizing supply and demand is not a strategic initiative that bubbled to
the top for any one job role but was consistent across every job role at
about 25% and for this reason it deserves serious consideration.
Furthermore, as the consumer continues to remain fickle and as more

Page 7

industries begin to focus on Lean that traditionally have not; successfully
becoming demand driven will become more and more critical for more and
more organizations.
In accomplishing this synchronization we again see a two fold approach,
where the Best-in-Class are more likely than the Industry Average and
Laggards to both become a demand driven organization as well as provide
both upstream and downstream visibility. Both of these capabilities are
vitally important to achieving supply and demand synchronization; because
as WIP inventories are reduced, reaction time to adverse events often
becomes the determining factor in the ability to deliver against
commitments. Furthermore, up and downstream visibility is often the most
effective way to improve this reaction time.

Table 5: Synchronizing Supply and Demand
Industry
Average
Demand Driven Supply Chain, inventory pulled from one
stage to the next based on real time demand
50% 32% 25%
Ability to manufacture products based on demand from the
next stage in the supply chain
Capabilities Real-time visibility between manufacturing operations and
customer orders
73% 49% 35%
Real-time visibility from manufacturing operations into
supplier performance
68% 32% 3%

Bi-Directional Visibility
It may be surprising to many that creating bi-directional visibility between
operations and executives was not only a top strategic initiative for the
Supply Chain but also IT; which goes a long way to demonstrating that for
many organizations the top charter from executives to IT is the creation of
such visibility.
In creating bi-directional visibility, it is important for organizations to focus
on creating executive visibility. In less mature organizations, it is often
accessible to both manufacturing personnel and executives to initiate an
"executive flash" report or other such preconfigured backward looking
reports. However, this is not what should be considered bi-directional
visibility and the Best-in-Class are moving quickly beyond static reporting to
real-time executive visibility that is integrated with the shop floor. The Best-
in-Class are also coupling this real-time visibility with analytical capabilities,


Page 8

all of which is enabled by a collaborative approach to the deployment of
these systems between many of the stakeholders discussed in this analysis.

Table 6: Real Time Bi-Directional Visibility
Industry
Average
Executives have real-time visibility into the performance of
global manufacturing operations.
64% 45% 9%
Business Line of business manufacturing, engineering, and IT work
Capabilities collaboratively to implement manufacturing technology
68% 40% 37%
KPI drill down by geography, product line, mix, etc.
50% 32% 18%

The Role of a Manufacturing Platform
The above analysis has hopefully imparted the impression that there are a
broad set of strategic initiatives and supporting business capabilities that all
play a role in successfully wielding manufacturing operations as a
competitive weapon. In this section, Aberdeen will provide analysis showing
how Best-in-Class manufacturers are transforming how they leverage
enabling technologies to deliver more functionality, to more job roles,
across more facilities, at a lower cost with more benefit.
First it should be stated that there is a strong correlation between the
technologies a manufacturer adopts, and achieving Best-in-Class
performance. The technologies that correlate to Best-in-Class performance
span the ISA-95 technology stack; starting at the data and controls layer,
moving up through manufacturing operations with MES or MOM, and ending
with enterprise applications focused on interdependent functional areas
including engineering and distribution.
Such a technology strategy complements all the strategic actions discussed
above by connecting manufacturing to the rest of the enterprise and
through our remaining analysis, it will be shown that these strategic actions
and business capabilities are best supported by a holistic approach to
manufacturing operations management. The following section will discuss in
more detail the functionalities this technology stack provides, specifically
how they best can be used, best practices for deploying this solution, and
benchmark data for the specific benefits that can be expected.


Page 9

Table 7: Technology Enablers
Industry
Average
MOM* (Manufacturing Operations Management)
58% 26% 25% * Survey respondents using
QMS (Quality Management System) what they understand to be a
MES (Manufacturing Execution
79% 69% 56% System) were instructed to
ERP (Enterprise Resource Planning) choose MOM (Manufacturing
Technology Operations Management).
81% 81% 62%
Aberdeen has chosen to make
SCM (Supply Chain Management) this distinction because of the
55% 40% 31% broad range of understanding in
the market place over what is
EMI (Enterprise Manufacturing Intelligence)
considered MES. In this report
25% 6% 6% Aberdeen will be using the
term MOM to include MES
systems along with all other
systems designed to control
Integrated Operations for Higher Efficiency and Visibility and optimize production at the
To start this analysis we will begin by examining how organizations are execution level. EMI will still be
analyzed separate from MOM
interoperating across the technology stack described in the previous
and includes systems designed
section. First and most importantly Best-in-Class manufacturers are more to aggregate data, abstract data,
likely than both the Industry Average and Laggards to be investing in real- analyze data, and ultimately
time interoperability across the technologies they have adopted. This allows deliver data as contextualized
the Best-in-Class to more easily create real-time visibility and automated intelligence to decision makers
workflows to manage manufacturing operations and connect manufacturing in a role-based way.
operations to the supply chain. It also helps Best-in-Class manufacturers
deliver the entire range of functionalities needed on the shop floor that
generally spans engineering, manufacturing, quality, and logistics.

Figure 3: Real-Time Interoperability with MOM

100% 95% 95%
88% 91% 89% 86%
80% 83%
69%
50% 50%
50% 43%

0%
PLM (Product SCM (Supply QMS (Quality ERP (Enterprise
Lifecycle Chain Management Resource
Management) Management) System) Planning)

Best-in-Class Industry Average Laggards



Page 10

Another point worth mentioning is PLM and MOM interoperability. In the
previous section, PLM was noticeably absent but this should not be a
surprise given the KPIs used for the Maturity Class Framework were not
the traditional areas of strength for PLM. However, PLM does play a critical
role in how well it enables manufacturing and vice versa. Clearly, the Best-
in-Class are enjoying better performance, which is in no small part due to
increased collaboration and a closed feedback loop between design and
manufacturing. Finally, before moving on, interoperating with QMS and SCM
can't be ignored. Ensuring quality and effective distribution are critical to the
success of any manufacturing organizations and bringing manufacturing
operations into these workflows will help to improving these areas of the
business. Furthermore, in the next section we will see how quality and
distribution functionalities are key enablers of Best-in-Class performance.

Drill Down on Functionality
In general, the technology enablers that are more likely to be used by the
Best-in-Class are broad based and extend beyond a production focus.

Figure 4: MOM Functionality
90%
Scheduling and Dispatch 69%
49%
81%
Traceability and Genealogy 74%
50%
81%
WIP Inventory Optimization 58%
47%
76%
Manufacturing Process Planning 56%
40%
72%
Preventive Maintenance 65%
44%
72%
Supplier Quality Management 56%
39%
71%
Dashboards and Analytics 50%
30%
69%
Engineering Change Orders 66%
53%
67%
NC/CAPA 68%
51%
43%
Predictive Maintenance
39%
26%

0% 25% 50% 75% 100%

Laggard Industry Average Best-in-Class


Page 11

When the set of functionalities shown in Figure 3 is looked at holistically it
turns out that it spans all aspects of manufacturing operations, including:
maintenance, production, quality, and inventory. Furthermore, it also
extends out beyond manufacturing operations to begin synchronizing
manufacturing operations with the supplier network and helping to close
the loop between design and manufacturing; further highlighting the need
for interoperability between enterprise applications like SCM, PLM, QMS,
ERP, and MOM.

The Role of IT Tools and Standards
The roles real time interoperability and a broad set of functionality play in The primary pain we feel today
achieving Best-in-Class performance are clear. However, achieving this is time to volume. We provide
interoperability is no small feat. Often the road to getting there is paved complex and highly engineered
with mistakes including the over use of costly professional services or an audio systems to consumers
and automotive OEMs among
overall system architecture that ends up being inflexible when changes are others. Specific to our
needed. Again, looking to how the Best-in-Class have already travelled this automotive business unit,
road, we see they are more likely to have leveraged a number of IT tools collaborating with OEM
and open standards like BPM, SOA, and ISA-95 compliance that reduce the customers and bringing the
risk of these mishaps occurring. agreed upon design to volume
quickly is the number one
Figure 5: IT and Standards Used to Support MOM demand these customers place
on us.

BPM (Business Process Management)
55% To address this demand, we
30%
19% have focused on integrating our
Event Management
32% MES solution from SAP with
10%
27% our PLM solution. Currently,
21% we have fully integrated this
ISA-95 Standards are Adhered to 13% solution in our prototyping
13%
21%
factory and are rolling this out
SOA (Service Oriented Architecture) 13% to our other factories across
13% the globe. The benefit so far
0% 25% 50% 75% has been considerable
Laggards Industry Average Best-in-Class reductions in time to volume
and we are looking forward to
Source: Aberdeen Group, July 2009 continued gains as we role out
across the manufacturing
Additional Benefits network.
Finally and perhaps most importantly, it should be noted that the Best-in- Director, Multi Billion Dollar
Class are enjoying success outside of the previous analysis and truly creating Consumer Electronics
a competitive advantage. The previous analysis has been focused on showing Manufacturer
the benefits Best-in-Class manufacturers are experiencing by achieving
operational excellence in manufacturing. However, Table 9 shows that the
Best-in-Class enjoy more; the Best-in-Class are able to translate this into
success for more market facing areas like new product introductions and
operating margins. In fact, this elevated performance is the reason and
justification of why executives are now focusing on manufacturing
operations management.


Page 12

Table 8: Benefits Analysis
Best-in-Class Industry Average Laggard
Share of NPIs hitting time, quality, and volume targets
Additional 91% 86% 81%
Benefits Operating Margin
20% 18% 14%

Summarizing a Competitive Advantage in Manufacturing
Operations
To summarize, a competitive advantage in Manufacturing Operations is
achieved through more than a single software application or set of
functionalities and work flows. It involves the use of IT tools and best
practices, conformance to standards, interoperability across the entire
manufacturing technology stack and more. Based on the how the Best-in-
Class are differentiating from the Industry Average and Laggards, the
following points largely characterize how the Best-in-Class achieve a
competitive advantage in manufacturing operations:
• Focus on continuously improving efficiency and visibility in
• Functionality that spans production, inventory, quality, and
maintenance management
• Functionality that focuses on improving collaboration between
product development and engineering, procurement, and
distribution
• Real time interoperability between MOM and PLM, SCM, QMS, and
ERP
• IT tools such as BPM, SOA, and event management are leveraged
• ISA-95 Standards are adhered to

Laggard Steps to Success
• Executives need to focus on manufacturing operations.
Organizationally, focus has to start right at the top. Executives can
not fear their manufacturing operations but rather must view them
as a competitive weapon. This attitude should flow through the
organization and drive a collaborative environment connecting
manufacturing to the rest of the organization. Best-in-Class
manufacturers are 40% more likely than Laggards to have executive
sponsorship of initiatives focused on improving manufacturing
operations.


Page 13

• Extend manufacturing best practices across the enterprise.
This can take the form of standardized production optimization, KPI
measurement, or adverse event management processes across the
enterprise. Such best practices sharing is critical for gaining the full
benefits of further investment in enterprise wide MOM. Best-in-
Class manufacturers are twice as likely as Laggards to have
extended manufacturing best practices across the enterprise.
• Look beyond just manufacturing efficiency. From a strategic
perspective do not overlook the importance of achieving efficiencies
in manufacturing but many Best-in-Class organizations have moved
beyond efficiency to focus on synchronizing demand with
production or collaborating across disparate groups like engineering
quality, the Supply Chain, and IT. These strategies are the
cornerstones of Best-in-Class organizations.

Industry Average Steps to Success
• Establish an executive vision for manufacturing operations.
To help shape the enterprise vision for manufacturing operations,
executives should engage with systems integrators and software
vendors to help understand the design and deployment of a
Manufacturing platform and how this can deliver value to the
organization. Best-in-Class manufacturers are over twice as likely as
Laggards to engage with System Integrators at the executive level.
• Extend the Manufacturing platform across multiple
facilities. Leverage a collaborative approach between line of
business manufacturing, engineering, quality, and corporate IT to
begin standardizing multiple plants on a single Manufacturing
platform, holistically managing maintenance, production, quality, and
inventory. Best-in-Class manufacturers extend their Manufacturing
platform across 70% more of the manufacturing facilities in their
organization than the Industry Average and Laggards
• Extend shop floor functionality beyond the traditional
definition of MES. At the functional level, focus on spanning the
full suite of manufacturing operations management. Best-in-Class
manufacturers differentiate by going beyond scheduling and dispatch,
traceability and genealogy, and WIP optimization; Best-in-Class
manufacturers also focus on advanced maintenance and quality
capabilities.

Best-in-Class Steps to Success
• Create real time interoperability between Manufacturing
Operations and other enterprise applications. With an
enterprise-wide MOM solution in place, begin to interoperate in
real-time across other enterprise applications such as PLM, SCM,
QMS, and ERP. Use this interoperability to create real-time visibility
and automated workflows to manage handoffs between design and

Page 14

manufacturing and both quality and inventory across suppliers and
customers.
• Don’t build a Manufacturing platform without a clear IT
architecture established first. To increase the flexibility of
global deployments, increase time to deployment and minimize the
cost of both software and services; leverage IT tools such as BPM,
event management, and SOA, along with remaining compliant to
open standards such as ISA 95.
• The ultimate goal should be improving market facing
deliverables. Focus on both internal operational excellence as well
as improving market facing performance like profitability and new
product introduction. By achieving Best-in-Class performance in
Manufacturing organizations are much more likely to achieve a
competitive advantage in these regards. Best-in-Class manufacturers
enjoy 12% more successful NPI’s and 43% higher operating margins
than Laggards.

For more information on this or other research topics, please visit
www.aberdeen.com

Related Research
Global Manufacturing: MES and Beyond; There is No Execution without Integration;
March 2006 May 2007
Manufacturing Operations Management: Global Manufacturing Operations
The Next Generation of Manufacturing Management; August 2008
System; January 2008 Lean Manufacturing: 5 Tips for
A Platform Approach to Manufacturing Eliminating Supply Chain Waste; April
Operations Management; March 2009 2009
Author: Matthew Littlefield, Sr. Research Analyst, Manufacturing Operations
and Industrial Automation (matthew.littlefield@aberdeen.com)
Mehul Shah, Research Analyst, Manufacturing Operations and Industrial
Automation (mehul.shah @aberdeen.com)
Since 1988, Aberdeen's research has been helping corporations worldwide become Best-in-Class. Having
benchmarked the performance of more than 644,000 companies, Aberdeen is uniquely positioned to provide
organizations with the facts that matter — the facts that enable companies to get ahead and drive results. That's why
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High Efficiency in Manufacturing Operations

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