A benchmarking methodology for metalcasting industry

Laura M. M. Ribeiro · José António Sarsfield Cabral

31 citations0/0 files storedBenchmarking An International Journal

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Quality and Supply Management Management and Optimization Techniques Management Systems and Quality Improvement

Abstract

Purpose To provide the basis for the development of a specific benchmarking methodology for the foundry industry. Design/methodology/approach The methodology was developed with the support of the Portuguese Foundry Association (APF). The project was structured in two stages: developing the model for the performance assessment (including performance indicators specially designed for the foundry companies); and conducting a pilot benchmarking exercise in order to validate the model. Both stages received the contribution of eight relevant national foundries. Findings Provides information about expectations of the benchmarking partners group. Make available a specific benchmarking model for assessing the foudries' performance based on critical factors. Provides foundry‐oriented indicators. Confirms that benchmarking is a time‐consuming tool, demanding continuous commitment of the top‐managers. Research limitations/implications A limitation of the study is the number of benchmarking partners (eight foundries). The statistical analysis of the results based on this small sample was not practicable, preventing the definition of the presumed causal relations between improvement practices and performance outcomes. Practical implications The benchmarking model is now available at the APF. From now on, this institution can provide its members with a tool for promoting the co‐operation among companies and to enhance and enlarge significantly the available information about this sector. This activity will, certainly, help to improve organisations' performance, upgrading the competitiveness of the metalcasting industry in Portugal. Originality/value This paper helps the development of benchmarking in the metalcasting industry in which the number of published studies is very limited.

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References

1997The balanced scorecard: Translating strategy into action 1989Benchmarking: the search for industry best practices that lead to superior performance 1992The Benchmarking Book 1996Towards consistent performance management systems 1992The Benchmarking Process 1994Benchmarking: A Signpost to Excellence in Quality and Productivity 2002What to benchmark?2000Best practice transfer for future competitiveness: A study of best practices

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