Solo,
I would be hesitant to blindly apply the rewards practices of others unless you had a viable internally validated rationale to back it up.
Before rolling out any new rewards I recommend you first consider what your reward related needs are. For example, is worker satisfaction, motivation, retention, or initiative sustainability a problem, or an expected problem? Is the required extra effort for participating on improvement teams getting harder to demand from the troops? Are there conflicting objectives and time demands? Are key team players getting increasingly dissatisfied?
When needs are not diagnosed properly, rewards can easily get wasted on situations where they are not needed, while other needs go unmet. Both errors are expensive to the organization and to their improvement journey. Hence, the first step is internal diagnosis.
Also, rewards can be irrelevant if risks are out of line. Risks can take the form of too much effort for the reward, or too many dissatisfyers (independent to satisfyers). This is why worker satisfaction and dissatisfaction needs to be monitored, and improvements for both need integrated into the process designs. Some experts believe that if you are doing this, few additional rewards are necessary.
For your benchmark question, I have used a balance of monetary (in the form of bonuses and salary reviews), non-monetary (as team shirts, tickets to company box seats at sporting events, team dinners, etc), and intrinsic (as helping team players improve their on the job satisfaction level). Whatever reward scheme you end up with, I recommend you balance between risks and monetarty, nonmonetary and intrinsic rewards; design risk-reward improvements into the processes themselves where possible; and make changes based on internal data and diagnosis more than external benchmarking.
Good luck.
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