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Benchmarking Chapter8

This document provides an overview of benchmarking. It defines benchmarking as studying competitors or other organizations to improve one's own performance. Several authors and their definitions of benchmarking are cited. Reasons for benchmarking include achieving objectives, identifying strengths/weaknesses, and inspiring managers. The document outlines the benchmarking process, importance of employee and customer involvement, and types of benchmarking. It also discusses Xerox's use of benchmarking to continually improve and notes some pitfalls to avoid.

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73 views

Benchmarking Chapter8

This document provides an overview of benchmarking. It defines benchmarking as studying competitors or other organizations to improve one's own performance. Several authors and their definitions of benchmarking are cited. Reasons for benchmarking include achieving objectives, identifying strengths/weaknesses, and inspiring managers. The document outlines the benchmarking process, importance of employee and customer involvement, and types of benchmarking. It also discusses Xerox's use of benchmarking to continually improve and notes some pitfalls to avoid.

Uploaded by

gaurav
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Benchmarking

Chapter 8
TECH 5133
Shelly Yambert
Alissa Holsapple

Benchmarking
According to Merriam-Webster Dictionary,
To Benchmark is:
to study (as a competitor's product or business
practices) in order to improve the performance of
one's own company

Benchmarking
Systematic Method
Organizations measure and compare themselves
against the best industry practices.

Patterson

Patterson (2004) defines


benchmarking as a useful quality
tool that will help your company
continually improve its processes
by learning how others do it.

Campbell and Baker


Campbell and Baker (2007) Benchmarking can also
be a helpful tool in quality planning. This involves
comparing your project plan to practices of others to
generate ideas to improve or to provide a sound
standard you can use to measure your projects
performance.

Leadership
Leaders encourage their followers to benchmark
against peers
Drive the need for benchmarking

Benchmarking Concepts

What is our performance


level?
How do we do it?

What are others performance


levels?
How did they get there?
Creative
Adaptation

Breakthrough
Performance

Reasons to Benchmark
Achieve business and competitive objectives
Help organizations develop strengths and weaknesses
Can inspire managers to compete
Goals to be set objectively base on external information
It is time and cost effective
Weakness best-in-the-class performance is a moving target

Customer Satisfaction

Benchmarking will promote customer satisfaction by:


Comparing their company to others and utilizing the best
practices from competitors or other similarly managed
corporation.

Process for Benchmarking


(Organizations that benchmark, adapt the process to best fit their own needs and culture)

1.
2.
3.
4.
5.
6.

Decide what to benchmark.


Understand current performance.
Plan.
Study others.
Learn from the data.
Use the findings.

Employee Involvement
Employees must be a part of the benchmarking
process (not just management)
Employees might have a better insight to what their
customers really want (customer satisfaction)
Benchmarking will help teams to collaborate ideas

Four additional questions to ask


whether it is right to benchmark
1. Which processes are causing the most trouble?
2. Which processes contribute most to customer satisfaction
and which are not performing up to expectations
3. What are the competitive pressures impacting the
organization the most?
4. What processes or functions have the most potential for
differentiating our organization from the competition?

Choosing the SCOPE of benchmarking

1.

Broad and shallow.


What is done?

2.

Narrow and deep.


How Is It Done?

3.

Pareto analysis
A helpful technique for deciding what processes to investigate.

4.

Numerical measures
Here you need to start thinking metrics.

Understanding Current Performance

To compare practices to outside benchmarks it is


first necessary to understand and document the
current process.
Flow diagrams, cause-and-effect diagrams, and
understanding.
Attention to input and outputs.
Careful questioning

Benchmarking Teams

The benchmarking team


When documenting, quantify it.
Common examples to investigate
Special care is needed when using accounting
information.
Bench markers should take the time to determine
what is and isnt included in accounting information.

Planning
Choose a Benchmarking Team

What type of benchmarking should one perform?


What data should be collected?
What should be the method of collection?
What should be the time for the benchmarking task
to completed?

Learning Process

Use information first


available from the public
domain to:
Focus the inquiry
Find appropriate
benchmark partners

3 Main Types of Benchmarking

1. Internal
2. Competitive
3. Process

Bogan 1995-Internal
Comparing internally:
Data are easy to obtain
Dialog generates immediate improvement ideas
Defines common problems that help to focus
external inquiries

Competitive
Product competitors are an obvious choice to
benchmark.
Products and processes are directly
comparable
Good sources are information in the public
domain and third parties.

Process
Process benchmarking is sometimes known as
functional or generic benchmarking.
Innovations from other types of organizations can be
applied across industries.
Easier to get organizations to share information.
It is relatively to find organizations with world-class
operations

Process Setting Project Timetables


Gant charts to project evaluation and review techniques.
Computer software
Research project.
Organizations needs.
Critical success factors.

Hierarchy of Sources
(World Class)
(Any organization-USA)
(Industry)
Competitor
Internally

Take A Break!

Benchmarking
Word Search Game

Studying Others
Benchmarking studies look for two types of
information:

How are the best processes


practiced?
Results of practices

Supplier Partnership
Take a step back and looking a other supplier
options during benchmarking
Are competitive companies using different suppliers?
Are these suppliers helping close some possible gaps?

Gathering Information
Questionnaires
Site visits
Focus groups

Learning from the Data


Is there a gap?
What is the gap?
How large is it?

Why is there a gap?


What does the other company do differently?
If we changed our processes and procedures what would be
imporoved?

Putting the research to use

Goals put in place to close the gap

Must be done in a timely manner


Communicate to process owners & upper
management

Process Owners make the changes


Upper Management enable the changes

Process & Procedure Changes


Operations (upstream/downstream)
Customer
Suppliers

All changes must be taken into consideration prior


to implementation

Implementing Changes

Notate responsibilities
Determine sequence of responsibilities
Identify those needed to assist
Establish a swimlane
Assign responsibilities
Agree on the expected outcome
Determine monitoring

Pitfalls and Criticisms of


Benchmarking
Copies others takes the focus off innovation
Remember that its a tool not a strategy
Continuous process

Performance Measures
During benchmarking it is important to look at all
your options
Will it be more cost efficient to
What is more important quality or cost?
How can we improve processes within our organization?
Internal benchmarking

Benchmarking with Xerox


According to Robert C. Camp
Too many companies suffer because they refuse to
believe others can do better
Were in a race without a finish line
Continuous Process Improvement
You can always improve

Leadership Through Quality

Focus on:
Quality
Solving problems
Benchmark

Employee to analyze role

Leadership Through Quality

Competition
Dont focus too closely on the competitor.
Surpass their ability

Customer Satisfaction
Customer satisfaction was important to Xerox
How are other companies satisfying customers?
What can Xerox do to satisfy customers?

Benchmarking for Xerox


Different stages

Planning
Analysis
Integration
Action

Stage One: Planning

What needs to be benchmarked?


Identify what to benchmark against
Set up plan for gathering information

Stage 2: Analysis

Decide what advantages the competitor has over


your company
Evaluate the performance

Stage 3: Implementation

Create goals
Find means to achieve these goals

Stage 4: Action

Take action on these goals


Review these actions often
Ensure the company is accepting the change

Class Exercise
Get into your teams to discuss your company
Benchmarking your company
1) Choose one thing to benchmark within your company.
2) What/Who would you benchmark against?
3) What information would you gather/how could you gather
the information?
4) What information are you hoping to learn from the
information?
5) How could you use the findings?

References

Besterfield, D., H., Michna, C., B., Besterfield,


D., H., & Sacre, M., B. (2003). Total Quality
Management: Information Technology.
New Jersey: Prentice Hall

Baker, Sunny PhD. Campbell, Michael, PMP (2007). Project Management. Alpha Books: Penguin Group.

Bohan, George P. (1995). Focus the Strategy to Achieve Results, Quality


Progress (July 1195): 89-92.

benchmark. (2009). In Merriam-Webster Online Dictionary.


Retrieved April 21, 2009, from http://www.merriam-webster.com/dictionary/benchmark

Camp, Robert C. (1993). A Bible for Benchmarking, by Xerox. Financial Executive, 9(4), 23-27. Retrieved February 13,
2009, from Business Source Elite database.

Port, O., Smith, G. (1992). Beg, Borrowand Benchmark [Electronic Version]. BusinessWeek, 3295, 74-75.

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