1996 Georgia Manufacturing Survey - Respondent Benchmark Repor
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1996 Georgia Manufacturing Survey - Respondent Benchmark Repor


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Learn all about the services we offer
2 Pages


$60019961996 Georgia Manufacturing SurveyRespondent Benchmark ReportOperating Indicators: Top 25% ChemicalIndustry 26-99 Empl. Manufacturers % Change 94-96 % Change 94-96 % Change 94-96C $2,000,000 S33.3% 50.0% 33.3%C $25,000 14.6% 11.5% 13.0%C $166,666.7 14.6% 87.5% 26.3%C Training $ per Employee -5.7% 280.0% 103.7%C Inventory Turns 33.3 100.0% 433.3% 27.5%C 0.0% ---% 100.0% 100.0%C .90 0.0% 50% 0.0%C 0.0% ---% 0.0% 0.0%Key Performance IndicatorsTop 25% Chemical Industry 26-99 Empl. ManufacturersC 0.0% 5.0% 8.0%C Percent of Sales Premium Priced .8% 30.0% 50.0%CUse of Business Practices & TechnologySED BY OUR Top 25% ChemicalE STABLISHMENT Industry 26-99 Empl. ManufacturersCCCC Statistical process/quality controlC Use of the InternetCC Computer aided design/ manufacturingCMAAT00015NO YES NO ISO 9000/QS 9000YES YES NO (CAD/CAM)YES YES NO Doing Business ElectronicallyYES YES NOYES NO YES (SPC/SQC)YES YES YES Employee TeamsYES YES NO MRP II SoftwareYES YES YES Just-in-time inventory system (JIT)Top 25% of All Y UYES YES NO Use of Inter-firm CollaborationPercent of Sales ExportedESTABLISHMENTTop 25% of All REPORTED BY YOURCustomer Reject RateLead Time (days)Employees Using Computers WeeklyProductivity (Value-added per employee)Average WagesSalesESTABLISHMENTTop 25% of All REPORTED BY YOURReported figures for 1996 and Percent Change from 1994What Do These Benchmarks Mean for You?=Comparison GroupsUse of ...



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1996 Georgia Manufacturing Survey Respondent Benchmark Report
Operating Indicators:Reported figures for 1996 and Percent Change from 1994
 1996% Change 9496
CSales $2,000,000 CAverage Wages$25,000 C$166,666.7Productivity (Valueadded per employee) CTraining $ per Employee$600 C33.3Inventory Turns C0.0%Employees Using Computers Weekly CLead Time (days).90 C0.0%Customer Reject Rate Key Performance Indicators
S33.3% 14.6% 14.6% 5.7% 100.0% % 0.0% %
REPORTED BY YOUR  ESTABLISHMENT CPercent of Sales Exported0.0% C.8%Percent of Sales Premium Priced CNOUse of Interfirm Collaboration Use of Business Practices & Technology
CJustintime inventory system (JIT) CMRP II Software CEmployee Teams CStatistical process/quality control (SPC/SQC) CUse of the Internet CDoing Business Electronically CComputer aided design/ manufacturing (CAD/CAM) CISO 9000/QS 9000
Top 25% Chemical Industry 2699 Empl.
% Change 9496
50.0% 11.5% 87.5% 280.0% 433.3% 100.0% 50% 0.0%
Top 25% of All Manufacturers
% Change 9496
33.3% 13.0% 26.3% 103.7% 27.5% 100.0% 0.0% 0.0%
Top 25% ChemicalTop 25% of All Industry 2699 Empl.Manufacturers 5.0% 8.0% 30.0% 50.0% YES YES
Top 25% ChemicalTop 25% of All Industry 2699 Empl.Manufacturers YES YES YES YES YES YES
What Do These Benchmarks Mean for You?
These customized results of the 1996 Georgia Manufacturing Survey compare your facility=s responses to those of other manufacturers statewide.
Comparison Groups Your company was classified into one of 26 broad, industry comparison groups based on industry type and facility employment, based on the Georgia Department of Industry, Trade, and Tourism'sGeorgia Manufacturing Directory.
% Change (1996 figures 1994 figures)/ 1994 figures.
Top 25% The upper 25 percent of manufacturers with the highest changes in a positive wayCincreases or reductionsCon a measure.
Sales Total annual sales or value of shipments or production.
Average Wages Average wages are (total payroll/number of employees).
Productivity Productivity or value added per employee = (sales  cost of materials, parts and services)/(number of employees).
Training $ per employee Money spent on training for all employees.
Inventory Turns Sales divided by total inventory on hand.Often means high ontime delivery.
Employees Using Computers Weekly % of employees using a computer or programmable machine control on a weekly basis as part of their jobs
Lead Time Calendar days between production start and finish.
Customer Rejection Rate The percent of product shipments that customers reject for defects or nottospec conditions.
Percent of Sales Exported % of sales that was shipped to customers outside the U.S.
Percent of Sales Premium Priced % of sales from orders where you were able to charge a
price premium over your competitors based on distinctive characteristics of your product(s) or specialized processing capabilities.
Use of Interfirm Collaboration Your firm participates with other firms in: cooperative design or new product development, cooperative manufacturing, cooperative training, quality assurance/ISO 9000 user groups, or cooperative marketing.
Justintime inventory system (JIT) Materials are ordered from suppliers when necessary rather than building up inventory.
MRP II Software This software tool helps to track and improve estimates of costs, time and materials for jobs, leading to less need for bumping scheduled jobs and financial savings.
Employee Teams Employee teams used for problem solving and continuously improving operations can improve quality and productivity and help operations run more smoothly.
Statistical process/quality control (SPC/SQC) Systematic monitoring of an operation for faulty production, focusing on significant deviations from specification. Such methods can improve quality and reduce waste.
Use of the Internet Use of the Internet, World Wide Web, online services.
Doing Business Electronically Electronic business involves sending or receiving orders, mail, invoices and payments electronically.Manufacturers doing business electronically generally have better ontime performance, less need to bump scheduled jobs, and lower manufacturing lead time.
Computer aided design/manufacturing (CAD/CAM) Use of computers to control and monitor various manufacturing systems based on specifications in product design software.
ISO 9000 ISO 9000 is an international quality standard.Major customers are requiring that their suppliers become ISO 9000 certified.
Georgia Tech offers services in all these areas.