Operations Benchmarking and Best Practices

𝗧𝗼𝗱𝗮𝘆’𝘀 𝘃𝗶𝘀𝗶𝘁 𝘁𝗼 Crumble 𝗿𝗲𝗺𝗶𝗻𝗱𝗲𝗱 𝗺𝗲 𝗼𝗳 𝗺𝘆 foodpanda operations 𝗱𝗮𝘆𝘀… During peak hours at Crumble, the store was jam-packed with customers. It immediately took me back to my Foodpanda experience, where during peak hours we had to process 100–150 orders in just one hour. The interesting part? We didn’t face customer queues inside the store — instead, it was the riders who crowded outside, waiting for their pickups. This kind of chaos taught me some important lessons about 𝗿𝗲𝘀𝗼𝘂𝗿𝗰𝗲 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲 𝗵𝗲𝗹𝗽 𝗼𝗳 𝗱𝗮𝘁𝗮. 𝗔𝘁 𝗙𝗼𝗼𝗱𝗽𝗮𝗻𝗱𝗮, 𝘄𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗱 𝗶𝘁 𝘁𝗵𝗿𝗼𝘂𝗴𝗵: – 𝗗𝗮𝘁𝗮-𝗱𝗿𝗶𝘃𝗲𝗻 𝘀𝗰𝗵𝗲𝗱𝘂𝗹𝗶𝗻𝗴: We tracked how long it took a picker to pick, a packer to pack, and a rider to pick up. This helped us benchmark productivity per role. – 𝗦𝗵𝗶𝗳𝘁 𝗼𝗽𝘁𝗶𝗺𝗶𝘇𝗮𝘁𝗶𝗼𝗻: “Super shifts” during peak demand meant we met order targets without overspending on extra staff during slower hours. – 𝗩𝗶𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆: We introduced digital order screens showing order numbers for riders — avoiding confusion and wasted time. But still there are on and off days but we have the visibility to track what happens due to all the timestamps and data 𝗪𝗵𝗮𝘁 𝗜 𝗼𝗯𝘀𝗲𝗿𝘃𝗲𝗱 𝗮𝘁 𝗖𝗿𝘂𝗺𝗯𝗹𝗲: – They track orders from the time of placement, but 𝗸𝗲𝘆 𝘁𝗶𝗺𝗲𝘀𝘁𝗮𝗺𝗽𝘀 𝗮𝗿𝗲 𝗺𝗶𝘀𝘀𝗶𝗻𝗴 — like when the order is packed or handed over. – Staff call out orders vocally in a noisy environment, which creates delays. 𝗥𝗲𝗰𝗼𝗺𝗺𝗲𝗻𝗱𝗮𝘁𝗶𝗼𝗻𝘀 𝘁𝗵𝗮𝘁 𝗰𝗼𝘂𝗹𝗱 𝘀𝘁𝗿𝗲𝗮𝗺𝗹𝗶𝗻𝗲 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝘀 𝗳𝘂𝗿𝘁𝗵𝗲𝗿: – 𝗜𝗻𝘁𝗿𝗼𝗱𝘂𝗰𝗲 𝗼𝗿𝗱𝗲𝗿 𝘁𝗿𝗮𝗰𝗸𝗶𝗻𝗴 𝘁𝗶𝗺𝗲𝘀𝘁𝗮𝗺𝗽𝘀 𝗮𝗰𝗿𝗼𝘀𝘀 𝘁𝗵𝗲 𝗳𝘂𝗹𝗹 𝗰𝘆𝗰𝗹𝗲: from order placed → prepared → packed → handed over. This builds transparency and benchmarking. – Implement 𝗱𝗶𝗴𝗶𝘁𝗮𝗹 𝗼𝗿𝗱𝗲𝗿 𝘃𝗶𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 screens for customers (like KFC or McDonald’s). It reduces dependency on manual announcements. – Use historic order data to forecast peak-hour demand and align staff rosters accordingly — ensuring the right resources at the right time. – Benchmark productivity per role (e.g., average orders packed per hour) to identify training needs and process gaps. – Separate counters line to maintain discipline Final thought: Peak-hour chaos is common in food businesses — but with the right data, benchmarking, and a few small process tweaks, the experience can become smoother for staff, and customers. It was inspiring to see Crumble’s popularity, and I believe with some structured improvements, their customer experience can reach even greater heights.

You can’t improve manager performance if you don’t know what “good” is. Benchmarks fix that. Most companies use surveys to measure manager performance. But surveys capture sentiment, not behavior. Benchmarks reveal what actually drives team outcomes. Here’s what leading organizations are tracking: 1. Focus time. Top quartile managers create 90+ minute blocks daily. Below median managers lose 3+ hours to interruptions. Every 30-minute block lost means slower problem solving and execution. 2. Collaboration patterns. Effective managers work with 15–25 strong collaborators weekly. Too many collaborators = shallow alignment. Too few = risk of isolation or bottlenecks. 3. Meetings and 1:1s. High-performing teams meet in smaller, faster cycles. Fewer meetings with 10+ attendees improves ownership. Weekly 1:1s boost engagement and growth metrics by over 20%. 4. Workload and Slack activity. Managers above the 75th percentile in Slack messages show higher burnout. Excess messages correlate with fewer focus hours and less strategic time. Longer workdays don’t lead to higher performance, just higher churn. Behavioral benchmarks make manager effectiveness measurable. And give teams a way to improve, not just evaluate. How does your manager data compare?

𝗪𝗵𝘆 𝗠𝗮𝗻𝘂𝗳𝗮𝗰𝘁𝘂𝗿𝗶𝗻𝗴 𝗕𝗲𝗻𝗰𝗵𝗺𝗮𝗿𝗸𝗶𝗻𝗴 𝗡𝗲𝗲𝗱𝘀 𝘁𝗼 𝗠𝗼𝘃𝗲 𝗕𝗲𝘆𝗼𝗻𝗱 𝗢𝗘𝗘 Walk through any modern factory today and you’ll see it everywhere. The omnipresent dashboard above every line. 90%. 84%. 78%. A constant stream of OEE scores driving discussions, reviews, escalations, and targets. For years, manufacturing excellence has been deeply tied to this fascination with OEE. Yet the bigger question is rarely asked: Are high OEE numbers actually reflecting operational strength or simply operational stability under ideal conditions? Because a plant can post excellent OEE numbers and still struggle the moment volatility enters the system. Traditional benchmarking metrics were built for stable production environments. Modern manufacturing operates in continuous variability. Today, the real differentiators are becoming: 𝗔𝗱𝗮𝗽𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 - how quickly a line can switch products or recover from changeovers 𝗥𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 - how operations sustain output during supplier or logistics disruptions 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗹𝗮𝘁𝗲𝗻𝗰𝘆 - the time between detecting a problem and executing corrective action 𝗘𝗰𝗼𝗻𝗼𝗺𝗶𝗰 𝗲𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆 — the total cost required to sustain performance consistency 𝗔 𝗧𝗮𝗹𝗲 𝗼𝗳 𝗧𝘄𝗼 𝗣𝗹𝗮𝗻𝘁𝘀 Consider two plants both operating at 𝟴𝟱% 𝗢𝗘𝗘. 𝗣𝗹𝗮𝗻𝘁 𝗔 maintains it with: • 18% higher energy consumption • Larger inventory buffers • Frequent manual interventions • 6-hour recovery cycles after disruptions 𝗣𝗹𝗮𝗻𝘁 𝗕 achieves the same OEE with: • Lower resource intensity • Faster schedule reconfiguration • Automated decision loops • Recovery within 45 minutes On the dashboard, both plants look identical. Operationally, they are not even close. This is where manufacturing benchmarking must evolve. The next generation of benchmarking will likely shift from measuring how efficiently machines run under stable conditions to measuring how effectively operations perform under changing conditions. The real questions are becoming: • How quickly can production recover from disruption? • How much variability can operations absorb without efficiency    collapse? • How much cost and effort are required to sustain performance? • How rapidly can decisions move from detection to execution? In many factories, 𝗢𝗘𝗘 𝗯𝗲𝗰𝗮𝗺𝗲 𝘁𝗵𝗲 𝘀𝗰𝗼𝗿𝗲. 𝗕𝘂𝘁 𝗶𝘁 𝘄𝗮𝘀 𝗻𝗲𝘃𝗲𝗿 𝗺𝗲𝗮𝗻𝘁 𝘁𝗼 𝗯𝗲𝗰𝗼𝗺𝗲 𝘁𝗵𝗲 𝗲𝗻𝘁𝗶𝗿𝗲 𝘀𝘁𝗼𝗿𝘆. The future belongs to manufacturers who benchmark adaptability, not just utilization.

Over the years, I have visited many molding operations across different industries, sizes, and levels of sophistication. Every shop is different. But patterns emerge. The best operations share certain characteristics that are not about having the newest equipment or the biggest budgets. They know their processes. Not just what parameters are set, but why those parameters work and what happens when conditions change. Process knowledge lives in systems and documentation, not just in the heads of key individuals. They measure what matters. Not everything, but the specific metrics that connect to quality, efficiency, and cost. The data gets reviewed regularly and drives decisions. They maintain proactively. Preventive maintenance happens on schedule, not when convenient. Equipment stays in condition rather than degrading until failure. They invest in people. Training is ongoing, not just onboarding. Operators understand the process, not just the buttons. When problems occur, people at every level can contribute to solving them. They have clear accountability. When something goes wrong, the focus is on fixing the problem and preventing recurrence, not on assigning blame. This creates an environment where issues surface early rather than being hidden. None of these require massive capital investment. They require attention, discipline, and leadership commitment. The operations that struggle often have good equipment but lack the systems and practices to get full value from it. The equipment is capable of more than the operation achieves. If you are looking to improve your operation, these fundamentals often provide more return than new equipment would. Which of these areas do you think represents the biggest opportunity in your operation?

You don’t have to be a public company to operate like one. 5 unbelievable benefits of benchmarking public companies. (And why not doing it might be costing you millions) One of our clients thought they were crushing it: Revenue? Up. Margins? Decent. Operations? Growing fast. But then we benchmarked their numbers against three public companies in the same space… And boom—a 12% gap in gross margin. Same revenue range. Same product category. But a very different level of efficiency. So we got curious. We combed through public 10-Ks, earnings calls, and supplier data. And discovered that top players were negotiating better input costs, outsourcing fulfillment smarter, and running leaner operations overall. We applied those insights. → Renegotiated vendor deals → Streamlined their ops → Boosted margins by 9 points in just 7 months Here’s why benchmarking public companies is such a cheat code for private businesses: 1. Strategic Clarity See how top players think about their P&L and where they invest to grow. 2. Operational Best Practices Learn how they move fast and deliver more with fewer resources. 3. Investor-Grade KPIs Get your reporting in shape with metrics that matter (LTV/CAC, rev per employee, contribution margin). 4. Competitive Advantage Understand your competitors’ playbook before they outplay you. 5. Decision Confidence Back your moves with real data, not just gut instinct or guesswork. Public companies don’t just raise the bar. They show you how to reach it. Agree? Have you ever benchmarked your numbers against public companies? ♻️ Share this with a founder who needs to hear it. ➕ Follow Donny Mashiach for more insights on scaling and financial growth.

The Fab Whisperer: Benchmarking — With Our Competitors This week at the SEMI FOA Q1 Collaborative Forum, fabs will compare numbers. Benchmarking is healthy. But let’s address a somewhat uncomfortable truth: The most powerful benchmarking happens when you’re willing to compare yourself — honestly — with your competitors. Yes. Competitors. Semiconductor manufacturing is not a zero-sum efficiency game. When one fab improves: Suppliers improve. Standards mature. Tool performance baselines rise. Reliability practices evolve. The entire ecosystem benefits. The automotive and aerospace industries did this. Even oil & gas learned this lesson decades ago. We still hesitate in semiconductors. Fabs worry about IP leakage, cost exposure, revealing weaknesses and competitive positioning. All those are valid concerns but structured benchmarking forums exist specifically to allow for normalized data sharing, aggregated comparisons and anonymous performance quartiles that altogether drive standardized definitions. No one is sharing recipes or customer lists. We are sharing operational truth. I’ve seen fabs enter benchmarking forums reluctantly. Then something interesting happens, they discover their “world-class” OEE is actually median. Their PM compliance is high — but PM effectiveness is bottom quartile. Their cycle time is competitive — but variability is extreme. Their staffing looks lean — but engineering load per tool group is unsustainable. Those realizations sharpen a fab. The Best Way to Benchmark — Collaboratively If you’re going to benchmark with peers (and competitors), do it right. 1️⃣ Align Definitions with SEMI standards First. No “creative math.” 2️⃣ Normalize Structurally - Mask layers, tool intensity, technology node, automation level and mix complexity. Without normalization, comparisons are noise. 3️⃣ Share Loss Mechanisms — Not just surface metrics. The real learning happens when fabs discuss issues like PM-induced failures, scheduling logic, variability drivers, staffing & capacity models. That’s where breakthroughs happen. 4️⃣ Compete on Improvement Speed — It’s not about who is best today, it’s about who closes gaps fastest. The fabs that refuse to benchmark collaboratively often overestimate their maturity and underestimate structural weaknesses, missing industry shifts and ultimately improve slower. The fabs that engage openly (within proper boundaries) will build sharper diagnostics, improve faster, gain credibility with suppliers and attract stronger engineering talent. in the big picture, benchmarking is strategic intelligence. as we enter a period of massive CapEx expansions, regionalization, talent shortages, and tool cost inflation, no single fab can afford to operate in isolation anymore. Structured collaboration is essential for industry maturity. We can do it. #TheFabWhisperer #SEMI #Semiconductor #FabOperations #Benchmarking #ManufacturingExcellence #OperationalExcellence

Better, Faster, Cheaper: Kobayashi’s 20 Keys to Energize your Workplace for Excellence Today, I would like to introduce not well known, but very effective framework for World Class Operational Performance : Kobayashi’s 20 Keys which offers proven, holistic roadmap to transform your organization into a world-class performer, making your processes better, faster, and cheaper. Each key targets a critical area for continuous improvement, and together they create a powerful benchmarking and self-assessment tool for sustainable growth. Here’s the his 20 Keys: 1️⃣ Cleaning & Organizing (5S) Establishes a tidy, efficient, and safe workplace where everything is in its place, making work easier for everyone 2️⃣ Rationalizing & Alignment Ensures that goals and processes are clearly defined and aligned across the organization for maximum effectiveness 3️⃣ Teamwork all Across Engages teams in regular improvement activities, fostering collaboration and shared ownership of results 4️⃣ Reducing WIP Minimizes inventory and lead times to improve flow and responsiveness 5️⃣ Quick Changeover Reduces setup times, enabling greater flexibility and smaller batch production 6️⃣ Kaizen Culture Drives ongoing improvement of methods and processes through structured problem-solving 7️⃣ No Touch Production Automates processes to reduce the need for constant supervision, freeing up human potential 8️⃣ Coupled Production Integrates processes and teams to enable seamless, synchronized production flow 9️⃣ Proactive Maintenance Implements proactive maintenance to maximize equipment reliability/uptime 1️⃣0️⃣ Workplace Discipline Instills consistent standards and behaviors to ensure reliability and accountability 1️⃣1️⃣ Quality Assurance Embeds quality into every process, preventing defects rather than detecting them 1️⃣2️⃣ Developing Suppliers Collaborates with suppliers to improve quality, reliability, and innovation throughout the value chain 1️⃣3️⃣ Eliminating Waste Identifies and removes all forms of waste to streamline operations and reduce costs 1️⃣4️⃣ Empowering Employees Equips and encourages employees at all levels to drive and own improvements 1️⃣5️⃣ Multiskilling Develops multi-skilled teams for greater flexibility and resilience 1️⃣6️⃣ Scheduling Optimizes schedules to balance demand, resources, and flow for maximum efficiency 1️⃣7️⃣ Efficiency Monitors and manages performance to ensure resources are used optimally 1️⃣8️⃣ Information Systems Leverages technology to provide timely, accurate information for decision-making and improvement 1️⃣9️⃣ Conserving Energy and Materials Reduces consumption and waste of resources to benefit both the business and the environment 2️⃣0️⃣ Using Technology Adopts and integrates cutting-edge technologies to maintain a competitive edge By embracing all 20 keys in harmony, companies not only achieve operational excellence but also foster a culture of innovation, adaptability, and continuous improvement. Where does your company stand ?

Best Practice in Benchmarking issued by the UK Infrastructure and Projects Authority (IPA), provides a comprehensive #framework for applying benchmarking to major #infrastructure projects. It outlines a structured seven-step methodology for comparing project costs, carbon impacts, and #performance metrics against data from similar projects to improve #decision_making , ensure value for money, and support the UK government’s strategic goals, including its net zero commitment. The guidance emphasizes early-stage benchmarking, consistent data collection, and collaboration between government and industry, offering practical tools, case studies, and best practices to enhance project #planning , delivery, and #performance_monitoring throughout the lifecycle. #benchmarking #benchmark #decisionmaking

PE - Driving Value Creation (How Portfolio Value Creation Teams Do It) In today's new PE era, returns depend on operational value creation - here’s how a Portfolio Ops / Portfolio Support team drives it: 1. Anchor value creation on EBITDA growth - Shift focus from multiple expansion and leverage to real EBITDA and revenue growth - Identify levers across revenue growth, margin expansion, and operational efficiency - Prioritize repeatable operational improvements (pricing, GTM, cost efficiency) 2. Institutionalize a structured value-creation process - Develop playbooks for diagnosing and executing operational change - Align with deal and management teams to codify post-close value-creation roadmaps - Integrate people, commercial, operational, product, technology, and financial initiatives into a unified plan 3. Strengthen diligence and post-close handoff - During diligence, identify both a) GTM/Growth & b) operational upside & assess execution feasibility - Quantify how to outperform benchmarks via a) GTM & b) operating capabilities - Ensure smooth transition from underwriting thesis to execution - underwritten goals, Board plan, VCP, Strong Start, 100-day plan) 4. Build or enhance the internal operating model - Move toward an internal portfolio group model (embedded operators vs. external consultants) - Define clear swim lanes: deal team (origination/execution) vs. ops team (value creation) - Implement tracking dashboards and KPI frameworks across the portfolio 5. Partner deeply with management - Act as a hands-on partner to management in implementing operational initiatives - Coach leadership teams to professionalize processes and instill accountability - Reinforce ownership mindset and align incentives to long-term performance outcomes 6. Systematically share and refine best practices - Capture lessons from successful initiatives (people, commercial, cost, financial, M&A integration) - Create an internal "Portfolio Value Creation Playbook" for repeatability and training - Facilitate cross-portfolio learning sessions among CEOs, CROs, CFOs, CTOs, CHROs, etc. 7. Track and communicate impact - Quantify alpha through metrics: incremental revenue, margin lift, and TEV increase - Decompose portfolio performance to isolate operational impact - Present this analysis to investment committees and LPs to validate ROI of Ops initiatives - Use benchmarking to separate market tailwinds from true management or portfolio impact - Continuously measure and report sources of TEV uplift (revenue vs. multiple vs. margin) 8. Continuously learn and evolve - Treat Portfolio Value Creation as a "system" of improvement and refine regularly - Benchmark against leading firms' portfolio operating models (Vista, Thoma Bravo, etc.) - Invest in new tools (AI, data platforms) to expand post-acquisition value creation capacity P.S. Success starts with genuine, collaborative relationships with portfolio management teams focused on shared goals. #pe #privateequity

Over the past 3 years, I’ve guided shippers in enhancing their logistics strategies through effective benchmarking. Here are the top 5 techniques I teach every time. Technique #1: Transportation Rate Benchmarking How it works: - Compare your transportation rates against the market using DAT iQ Benchmark. - Identify rate discrepancies to improve cost efficiency. - Adjust procurement strategies based on real-time data. This technique helps you align with market trends and maintain competitive rates. Technique #2: Strategic Planning and Procurement How it works: Use benchmarking data to set accurate budget expectations. Plan proactively for RFPs and carrier reviews. Please make sure your team is prepared months in advance. Quick note: Don’t wait until the last minute. Start planning early to leverage data effectively. Technique #3: Operational Efficiency and Optimization How it works: Avoid relying on gut feelings. Do focus on data-driven insights to optimize daily operations. If you avoid assumptions and utilize data, you'll unlock greater operational efficiency and cost savings. Technique #4: Performance Evaluation and Monitoring How it works: Continuously monitor performance against benchmarks. Use data for root cause analysis when performance deviates from targets. Adjust strategies to stay aligned with objectives. Do these three things, and you’ll always stay ahead of potential issues. Technique #5: Rate Comparison and Communication How it works: Regularly compare your rates and performance with the market. Communicate these insights to senior management confidently. Use data to support strategic decisions and demonstrate competitiveness. That’s it! In the comments, let me know which of these techniques you found most helpful, or raise your hand if you're already using these best practices today. #Logistics #datIQ #procurement