The food manufacturing sector is grossly under-served by “metrics”; there simply aren't that many methods of measurement tailored for specific use within businesses that prepare and process foodstuff products. Key performance indicators are often borrowed from other industries, but these are usually not a comfortable fit.
A disparate collection of metrics can't be considered industry standard, so most food refinement and manufacturing facilities augment this by devising their own best practices for measuring and monitoring their performance. In this book Drew Robey documents a project undertaken at Thoroughly Good Foods, describing the development of a set of key performance indicators with which the company could monitor and benchmark its performance.
A disparate collection of metrics can't be considered industry standard, so most food refinement and manufacturing facilities augment this by devising their own best practices for measuring and monitoring their performance. In this book Drew Robey documents a project undertaken at Thoroughly Good Foods, describing the development of a set of key performance indicators with which the company could monitor and benchmark its performance.
