The metrics that move.Operations leaders actually use.

Reflects the number of units manufactured during a set time frame, essential for benchmarking manufacturing efficiency.

Measures non-operational time, considering both planned and unplanned instances.

Combines all direct and indirect costs related to manufacturing, including raw materials, labor, rent, and overhead.

Evaluates the percentage of productive time, considering quality, performance at full capacity, and availability.

Similar to OEE, but includes maintenance time in availability, reflecting total operational effectiveness.

Assesses how a plant performs against a theoretical 24/7, 365-day capacity — a key utilization metric.

Indicates the percentage of the plant’s total available capacity being used.

Monitors the ratio of defective to total products, which can affect profitability and customer satisfaction.

Quantifies the percentage of products delivered on time, reflecting how well the company is meeting customer demand.

Represents a goal to complete processes right the first time, emphasizing efficient and lean production.

Examines the usage and replacement rate of stock, helping to minimize inventories in lean manufacturing.

Considers all costs for maintaining and repairing production equipment.

Volume of good units produced over a specific time frame.

Goods that are in mid-production, including associated raw materials, labor, and overhead costs.

Compares actual manufactured goods to planned output, surfacing deviations and improvement opportunities.

Value derived from excess material left over after production, reflecting material-usage efficiency.

Actual performance against estimated labor costs.

How efficiently assets are used in production — the average return on assets.

Measures all manufacturing costs except materials per unit, focusing on labor and overhead.

Compares total production costs to revenue, surfacing cost-saving opportunities.

Profitability after cost of goods sold, operating expenses, interest, and taxes.

Profit each unit generates after variable costs.

How well a company leverages its assets to create profits.

Energy used to manufacture each unit, affecting profitability.

Time it takes to convert inventory investments into cash flow.

A measure of operational profitability that strips out financing and accounting decisions a buyer might restructure post-close — widely used by private equity, lenders, and corporate development as the comparable benchmark across operations of different sizes and capital structures.

Attrition rate — assesses recruitment, training cost, and engagement.

Health and safety incidents reported to OSHA.

Work-related injuries per 100 full-time workers per year.

Environmental incidents reported to the EPA — air, water, and recycling.

Times a plant failed to comply with guidelines over a year.

Frequency of failed safety audits.

Cost of maintaining and repairing equipment per unit produced.

Average time between equipment failures — asset reliability signal.

For non-repairable components — electronics, etc.

Actual versus planned maintenance hours.

Ratio of planned to emergency maintenance work.

Unexpected downtime of equipment — a reliability signal.

Savings from preventive maintenance that prevents costly repairs and downtime.

Time required to prepare the machine for the next production run.

How often products are delivered as promised.

Total time it takes for customers to receive their orders after placement.

Fulfillment of customer orders through existing inventory.

Customer retention and loyalty — measures repeat business.

Survey-based measure of customer satisfaction.

Actual products manufactured vs. maximum possible yield from raw materials.

Non-defective products without rework.

Complete orders shipped on time and without issues.

Dissatisfaction and refunds for returned goods.

Defective parts delivered to customers.

Quality of incoming raw materials.

Discarded materials during manufacturing.

Average time taken to complete a customer order.

Quality measure for non-defective products built the first time — excludes rework and scrap.

Unavailability of equipment — planned and unplanned.

Difference between actual and standard material usage.

Extra hours beyond normal — often a planning-or-capacity signal.

How well manufacturing meets its target production levels.

Time to transition a line from making one product to another.

The rate at which a product must be completed to meet customer demand.

How frequently new products are introduced into the market.

Time to complete a product change from receipt of change order to implementation.