"Trends and Strategies for Benchmarking and Best Practice Sharing" by Dr. Holger Kohl
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share

"Trends and Strategies for Benchmarking and Best Practice Sharing" by Dr. Holger Kohl

  • 1,148 views
Uploaded on

Presentation on "Trends and Strategies for Benchmarking and Best Practice Sharing" by Dr. Holger Kohl during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7......

Presentation on "Trends and Strategies for Benchmarking and Best Practice Sharing" by Dr. Holger Kohl during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai

More in: Education , Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
1,148
On Slideshare
1,148
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
19
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. 6th International Benchmarking Conference Trends and Strategies for Benchmarking and Best Practice Sharing Dubai, 06th March 2012 Dr.-Ing. Holger Kohl Deputy Director Corporate Management Head of Department Business Excellence Methods Fraunhofer IPK Berlin - Germany Fraunhofer IPK, Berlin
  • 2. Agenda 1 The Fraunhofer Gesellschaft 2 Benchmarking Introduction 3 Framework Benchmarking 4 Diagnostic Benchmarking for SMEs 5 Benchmarking of Intellectual Capital Fraunhofer IPK, Berlin
  • 3. The Fraunhofer-Gesellschaft The Fraunhofer-Gesellschaft undertakes applied research of direct utility to private and public enterprise and of wide benefit to society. Our Customers:  Industry  Service sector  Public administration Fraunhofer IPK, Berlin
  • 4. The Fraunhofer-Gesellschaftin Germany Itzehoe Rostock Lübeck Bremerhaven Bremen Hannover Berlin Potsdam 60 Institutes Braunschweig Magdeburg Teltow Cottbus Oberhausen Halle Dortmund Schkopau Leipzig Duisburg Schmallenberg Dresden St. Augustin Jena Aachen Euskirchen Chemnitz Wachtberg Ilmenau Darmstadt Würzburg Erlangen St. Ingbert Kaiserslautern Fürth Nürnberg Saarbrücken Karlsruhe Pfinztal Ettlingen Stuttgart Freising Freiburg München Holzen Holzkirchen Efringen- Kirchen Fraunhofer IPK, Berlin
  • 5. From a small association to the leading organization forapplied research in Europe 17 150 Number of institutes 58 60 Staff 12 800 47 47 9 200 37 7 980 33 6 390 27 27 3 477 19 19 2 213 1 675 1 250 9 700 135 20 0 1 3 49 54 59 64 69 74 79 84 89 94 99 04 09 49 54 59 64 69 74 79 84 89 94 99 04 09 Budget 1617 in € (millions) 1069 710 580 350 180 0 0,2 2 8 17 52 95 49 54 59 64 69 74 79 84 89 94 99 04 09© Fraunhofer
  • 6. The Profile of the Fraunhofer-Gesellschaft 60 Institutes 7 Groups: 18.500 Employees • Information and Communication Technology ca. 1,9 billion Euro • Life Sciences Budget • Microelectronics • Light & Surfaces • Production • Materials and Components - MATERIALS • Defense and Security  Fraunhofer IPK, Berlin
  • 7. Itzehoe Rostock LübeckFraunhofer IPK in Berlin Bremerhaven Oldenburg Bremen Hannover Berlin Potsdam Teltow Braunschweig Magdeburg Cottbus Oberhausen Paderborn Halle Dortmund Schkopau Leipzig Duisburg Kassel Schmallenberg Dresden St. Augustin Erfurt Jena Freiberg Aachen Euskirchen Gießen Chemnitz Wachtberg IlmenauCorporate Management Darmstadt Würzburg Bayreuth Erlangen Management of Intellectual Capital St. Ingbert Bronnbach Kaiserslautern Fürth Nürnberg Management of Innovation Systems Saarbrücken Karlsruhe Pfinztal Benchmarking Ettlingen Stuttgart Straubing Balanced Scorecard Freiburg Augsburg Freising Garching Corporate Planning and Logistics Holzen Oberpfaffenhofen München Prien Knowledge Management Efringen- Kirchen Holzkirchen Process Management Sustainability Management  Fraunhofer IPK, Berlin
  • 8. Fraunhofer Research Units Worldwide  Fraunhofer IPK, Berlin
  • 9. Fraunhofer USA CentersHeadquarters: Plymouth, Michigan Sustainable Energy Systems (CSE) Boston, MA Manufacturing Innovation (CMI) East Lansing, MI Plymouth, MI Newark, DE Coatings and Laser Applications (CCL) Laser Technology (CLT) College Park, MD Molecular Biotechnology (CMB) Experimental Software Engineering (CESE) Digital Media Technologies  Fraunhofer IPK, Berlin
  • 10. Fraunhofer USA partners withleading Academic InstitutionsCenter for Coatings and Laser Applications  Michigan State University, East Lansing, MICenter for Experimental Software Engineering  University of Maryland, College Park, MDCenter for Laser Technology  University of Michigan, Ann Arbor, MICenter for Manufacturing Innovation  Boston University, Boston, MACenter for Molecular Biotechnology  University of Delaware, Newark, DECenter for Sustainable Energy Systems  Massachusetts Institute of Technology (MIT), Cambridge, MA  Fraunhofer IPK, Berlin
  • 11. Representative Office Middle East  Since April 2007 in Dubai Tasks:  Building up business relations and cooperations in the Middle East  Strategic priority regions: The United Arab Emirates and Egypt  Fields of technology: Energy, construction and logistics  Fraunhofer IPK, Berlin
  • 12. Selected References in MENA Countries Country Project Name Customer Development of the Dubai medium–term economic plan for Department of Economic the period 2011-2015 Development Dubai (DED) Strategic Planning for the Dubai Institute of Technology Dubai Institute of Technology (DIT) / (DIT) and Development of its Business Plan Dubai TechnoPark (TP) Implementation Plans and Concepts for the Dubai Institute Dubai Institute of Technology (DIT) / of Technology (DIT) Dubai TechnoPark (TP) Masdar is partnering with Fraunhofer, to build a facade test MASDAR City, Abu Dhabi centre within Masdar City, the low-carbon, low-energy city based in Abu Dhabi Evaluation and International Benchmarking of the Arabic Ministry of Higher Education and Republic of Egypt’s Innovation System Scientific Research (MHESR) Development of the long-term Innovation Plan for the Arabic Ministry of Higher Education and Republic of Egypt Scientific Research (MHESR)  Fraunhofer IPK, Berlin
  • 13. Dubai Institute of Technology (DIT)  Planning and Implementation of self- financing research eco-system in Dubai (> 100 Research Institutes)  In the first phase of establishment (2009-2015) , DIT will cover an area of ca. 1 sqkm²  For the second phase (2015+) an overall area of > 5 sqkm² is planned  Overall Investment > 2 billion €  Return on Investments < 10 years  Fraunhofer IPK, Berlin
  • 14. Dubai Institute of Technology (DIT)Location  Fraunhofer IPK, Berlin
  • 15. Development of the Dubai Institute of Technology (DIT)DIT was founded in 2008 to support Dubai in becoming a leading place in the worldfor R&D activities. Fraunhofer IPK supported DIT in creating an Ecosystem thatsupports Science, Technology & Innovation to lead the region towards a value-basedsustainable knowledge economy. Res earch Area M ajor Top ics  W ater Desalination . W W ater  W ater T reatm ent  Integrated W ater M anagem ent Research Institutes  M edic al Technol ogi es Universities H H ealth  B iotechnology  Health Management  Renewable S ourc es of Energy E E nergy  S ustainable Fossil Fuels  E nergy Efficiency M anagem ent  P roduction T echnol ogy E E ngineering  S ustainable Manufacturing  E ngineeri ng Managem ent  Intell igent T ransport S ystem s L Logistics/Mobility  G lobal Logistics  Logistic Managem ent  Fraunhofer IPK, Berlin
  • 16. Agenda 1 The Fraunhofer Gesellschaft 2 Benchmarking Introduction 3 Framework Benchmarking 4 Diagnostic Benchmarking for SMEs 5 Benchmarking of Intellectual Capital Fraunhofer IPK, Berlin
  • 17. Common Definition of Benchmarking Benchmarking is a systematic and – frequently – continuous process for measuring own performance against Best Practice in order to identify improvement potential. Potential for = improvement Benchmark Performance Participant 1 P2 P3 P4 “Best Practice” Fraunhofer IPK, Berlin
  • 18. Management Trends and Practices 2009Source: Bain & Company: Management Tools and Trends 2009 Fraunhofer IPK, Berlin
  • 19. Historic milestones in BenchmarkingEarly application First usage in Current BM of the main idea other spheres Developmentearly 20th century 1950 - 1970 1979 - 1999 XeroxHenry Ford Ohno Toyota (BM as a mgmt(assembly line) (JIT) concept)  Fraunhofer IPK, Berlin
  • 20. Historic milestones in BenchmarkingEarly application First usage in Current BM of the main idea other spheres Developmentearly 20th century 1950 - 1970 1979 - 1999 XeroxHenry Ford Ohno Toyota (BM as a mgmt(assembly line) (JIT) concept)  Fraunhofer IPK, Berlin
  • 21. Agenda 1 The Fraunhofer Gesellschaft 2 Benchmarking Introduction 3 Framework Benchmarking 4 Diagnostic Benchmarking for SMEs 5 Benchmarking of Intellectual Capital Fraunhofer IPK, Berlin
  • 22. Prices of selected Working Material and Land within the GCC (2010 average prices) Fraunhofer IPK, Berlin
  • 23. Prices of selected Working Material within the GCC (2010 average prices) Fraunhofer IPK, Berlin
  • 24. International Comparison of Change of Container Traffic Fraunhofer IPK, Berlin
  • 25. Logistics Performance Index Fraunhofer IPK, Berlin
  • 26. LPI 2010 - Changes in the Logistics Environment since 2005 Fraunhofer IPK, Berlin
  • 27. Logistics Global Infrastructure Performance Index Fraunhofer IPK, Berlin
  • 28. Agenda 1 The Fraunhofer Gesellschaft 2 Benchmarking Introduction 3 Framework Benchmarking 4 Diagnostic Benchmarking for SMEs 5 Benchmarking of Intellectual Capital  Fraunhofer IPK, Berlin
  • 29. Productivity Crisis at SMEs Main Productivity-Problems in Germany  74% management failure - 45% deficient planning and control - 17% deficient surveillance and leadership - 12% deficient communication as well as - deficient qualification - IT problems - deficient working moral The Added Value at German SMEs could annually be improved by € 200 billionSource: Czipin & Proudfoot Consulting GmbH Fraunhofer IPK, Berlin
  • 30. The BenchmarkIndex Benchmarking for SMEs Criteria for using the Analysis of the overall enterprise BenchmarkIndex  max. 100 Mio. € annual turnover  max. 500 employees Finance- Customer- Process- Innovation- perspective perspective perspective perspective  all branches are possible Benchmarking-Criteria: Validation of Data  annual turnover  number of employees worldwide largest SME-Benchmarking-Database  location (> 100.000 SMEs)  standard industrial classification code (SIC-Code) Report and Plan for To do´s Fraunhofer IPK, Berlin
  • 31. The balanced scorecard used in the BenchmarkIndex Financials Business…. Current performance ? Customers Vision & goals ? Processes Strategy ? Plans ? Learning & Growth Fraunhofer IPK, Berlin
  • 32. Is the company innovative ? Financials Customers Innovation Processes Fraunhofer IPK, Berlin
  • 33. BenchmarkIndex Distribution Worldwide 2011 Germany UK Netherlands Czech Lithuania Republic Ireland Poland USA Slovak Republic South-Korea > 80.000 Austria Financial Data China - Beijing > 25.000 Portugal Benchmarking-Data Spain Malaysia Italy Singapore BiH South-Africa Greece Australia Fraunhofer IPK, Berlin
  • 34. Agenda 1 The Fraunhofer Gesellschaft 2 Benchmarking Introduction 3 Framework Benchmarking 4 Diagnostic Benchmarking for SMEs 5 Benchmarking of Intellectual Capital  Fraunhofer IPK, Berlin
  • 35. Why Measuring Intellectual Capital (IC)? Would you have invested? The organizational value consists of tangible and intangible assets, which are mostly undocumented in traditional accounting systems Investors (Rating according to Basel II) demand plausible evidence of corporate values. Companies in knowledge- intensive fields have difficulties in proving their value to investors. Legal regulations commit organisations to legitimate their intangible assets. Microsoft Corporation 1978 (Austrian UOG, IAS 38, DRS 12 and 5)  Fraunhofer IPK, Berlin
  • 36. What is an Intellectual Capital Statement? Definition Intellectual Capital Statement (ICS): An Intellectual Capital Statement is an instrument for the focused description and development of theD Intellectual Capital in an organisation. It shows the interdependencies between the organisational aims, the business processes, the Intellectual Capital (IC) and the business success and describes these elements by means of indicators. Intellectual capital (IC) is defined as “existing knowledge of an organisation that contributes to future success” and is subdivided into three categories:  Human Capital (HC), e.g. qualification, leadership, motivation  Structural Capital (SC), e.g. innovation, knowledge transfer  Relational Capital (RC), e.g. relations to customers, partners  Fraunhofer IPK, Berlin
  • 37. The InCaS Framework: ICS Structural Model Business environment (Possibilities & risks) Organization Intellectual capitalInitial Human Structural Relational Other Externalsituation capital capital capital resources impact Business- Measures Business Vision Strategy Business processes success knowledge Knowledge processes  Fraunhofer IPK, Berlin
  • 38. Standard IC Factors Human Capital  Professional Competence  Social Competence  Employee Motivation  Leadership Ability Structural Capital  Internal Co-operation and Knowledge Transfer  Management Instruments  IT and Explicit Knowledge  Product Innovation  Process Optimisation and Innovation  Corporate Culture Relational Capital  Customer Relationships  Supplier Relationships  Public Relationships  Investor RelationshipsPatente  Relationships to Co-operation Partners  Fraunhofer IPK, Berlin
  • 39. Main Results of the German ICS Pilot Projectwww.akwissensbilanz.org  Efficient method to start IC Management in SMEs.  Intellectual Capital Statements (ICS) were implemented in 50 SMEs from different regions and sectors.  Guideline for ICS implementation in German and English language published, more than 100.000 copies distributed.  Software “Wissensbilanz-Toolbox” available since July 2006, more than 50.000 copies distributed.  Financial Times and Commerzbank Award 2005 for one of the first 14 Pilot- SME  30 Roadshows for entrepreneurs with more than 1.000 participants.  More than 500 users and trainers trained  Fraunhofer IPK, Berlin
  • 40. Fields of Use and Benefits of ICS  Diagnosis: ICS as an instrument for analysing strengths and weaknesses of strategic IC factors.  Decision Support : ICS as an instrument for prioritising fields of improvement with highest impact.  Optimisation & Innovation: ICS as an instrument for implementing actions for organisational development.  Internal Communication: ICS as an instrument for enhancing transparency and employees’ involvement.  Monitoring & Risk Management: ICS as an instrument for controlling strategic risks and measuring success of actions.  Reporting: ICS as an instrument for communicating corporate value to stakeholders.  Fraunhofer IPK, Berlin
  • 41. Intellectual Capital Benchmarking Finding Best in Class Performers IC Management Portfolio (Sector Service, N=27) Structural Capital 13% develope stabilise Structural Capital SC-1 Internal co-operation and knowledge transfer SC-2 Management instruments SC-4B SC-3 Information technology and explicit (Best in Class) knowledge SC-4 Product innovation SC-4A SC-5 Process optimisation and innovationRelative Influence SC-6 Corporate culture SC-1A SC-1SC-2 SC-4 7% SC-4 SC-4 Ø Sector Services SC-6 SC-5 SC-4A SC-4A Company A SC-3 SC-6A SC-4B Company B (Best in SC-4B (Best in Class) Class) SC-3A SC-5A analyse no need for action 0% 18% 56% 93% Average Assessment  Fraunhofer IPK, Berlin
  • 42. Impact of ICS on Financial Analysts’ Assessment of Future Earnings Potential Case A Case B100% Negative Negative Neutral Neutral90%80%70%60%50%40%30% Neutral20%10% Positive Neutral Positive Positive 0% Without intellectual capital With intellectual capital Without intellectual capital With intellectual capital report report report report  Fraunhofer IPK, Berlin
  • 43. Summary of Results inIC Benchmarking Report Structural Capital - View Your assessment compared to your peer group based on standard IC Factors (N=42) 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 70,00 Internal co-operation and Internal co-operation knowledge transfer and knowdege transfer (SC-1) Management Instruments Management instruments (SC-2) 86,67 Information technology and Information technology innovation and innovation (SC-3) 23,33 Product innovation Product innovation (SC-4) Process optimisation and 90,00 innovation Process optimisation and innovation (SC-5) 82,50 Corporate culture (SC-6) Corporate culture Chart SC-1 SC-2 SC-3 SC-4 SC-5 SC-6 Your Assessment 70,0 N.v. 86,6 23,3 90,0 82,5 Your Rank 10/37 N.v. 4/27 25/25  Fraunhofer IPK, Berlin 1/31 6/31 Upper result 86,67 90,00 91,67 92,50 90,00 95,00 Upper Quartile limit 70,00 70,75 84,17 76,67 73,33 70,00
  • 44. Thanks for Attention Dr.-Ing. Holger Kohl Deputy Director Corporate Management Head of Department Business Excellence Benchmarking Guideline for Best Practice Methods Comparisons Fraunhofer IPK Eds.: Mertins, Kai; Kohl, Holger Pascalstraße 8-9 Mit Beiträgen namhafter Experten! 10587 Berlin, Germany Wissensbilanzen  holger.kohl@ipk.fraunhofer.de Intellektuelles Kapital erfolgreich nutzen  +49(0)30 / 390 06 168 und entwickeln  +49(0)30 / 393 25 03 Hrsg.: Mertins, Alwert, Heisig Beiträge von über 20 namhaften http://www.benchmarking.fhg.de Experten! http://www.um.ipk.fhg.de Fraunhofer IPK, Berlin