Discusses time‐based restructuring and benchmarking frameworks which have been developed by the author. These are capable of measuring the value‐adding capability of batch manufacturing organizations and guiding continuous improvements. The need for such frameworks for value‐adding analysis has already been identified. This development pursues a primary goal strategy, namely that organizations exist to add value by converting inputs to outputs, but excessive amounts of stock, complexity and constraints make the system entropic and these negatives must be minimized. Without value‐adding measurement the firm fails to be competitive in many cases because investment, poor resource utilization and inadequate organization are not directed at core objectives which add value and meet customer needs.

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Describes a framework for analysis which is capable of measuring the value‐adding capability of the entire manufacturing chain. This provides a means of benchmarking organizational performance irrespective of market‐related profit margin. The method of analysis provides: a measure of existing value‐adding capability; guidance for investment, constraint removal and measurement of the new state and a measure of the untapped potential available in an organization and thus benchmarking against world‐class standards. The methods could also be used to aid company share evaluation since the relative improvement potential can be measured as intercompany comparisons become available.