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Benchmarking,[object Object],FarhadZargari, MD, PhD,[object Object],drzargari@gmail.com,[object Object],July 2010,[object Object]
Outline,[object Object],Benchmarking Definition,[object Object],Benchmarking Background,[object Object],Why Benchmarking?,[object Object],Benchmarking, Dimensions & Types,[object Object],Survey,[object Object],Benchmarking Process,[object Object],Benchmarking Essentials,[object Object],Benchmarking Costs,[object Object],Benchmarking Ethics,[object Object],Benchmarking Pitfalls,[object Object],References,[object Object]
Definition,[object Object]
What is Benchmarking?,[object Object],Benchmarking is the process of improving performance by continuously identifying, understanding, and adapting outstanding practices found inside and outside the organization.,[object Object]
What is Benchmarking?,[object Object],Benchmarking is the process of comparing one's business processes and performance metrics to industry bests and/or best practices from other industries.,[object Object],Why are others better ?,[object Object],How are others better ? ,[object Object],What can we learn ? ,[object Object],How can we catch up ? ,[object Object],How can we become the best in our sector ? ,[object Object]
What is Benchmarking?,[object Object],Benchmarking is an improvement process that is used to identify best practice within a peer group and facilitate it’s incorporation into your organization. Studying best practices provides the greatest opportunity for gaining a strategic, operational, and financial advantage.,[object Object]
What is Benchmarking?,[object Object],Benchmarking is the continuous search for and adaptation of significantly better practices that leads to superior performance by investigating the performance and practices of other organizations (benchmark partners). In addition, it can create a culture to facilitate the change process.,[object Object]
What is Benchmarking?,[object Object],Best practice refers to techniques, methods or processes that are more effective at delivering a desired outcome.Japanese Word “DANTOTSU” means striving to be the best of the best, captures the essence  of Benchmarking. ,[object Object],Incorporating best practice into your organization can lead to greater efficiency and effectiveness and a happier customer.,[object Object]
What is Benchmarking?,[object Object],Benchmarking means to measure the best practices of leading businesses, and learn and adapt them for use in your business. ,[object Object],Benchmarking isMaking Best Practices Your Daily Practice.,[object Object]
What is Benchmarking?(J. McEvilly-2008),[object Object],[object Object],[object Object]
Operational Definition of Benchmarking ,[object Object],Comparing business processes, not only performance measures,[object Object],A structured technique,[object Object],Benchmarking is a technique of identifying, ,[object Object],understanding and adapting superior practices,[object Object], from organizations locally and world wide to,[object Object],improve performance and achieve ,[object Object],priority business results.,[object Object],Improvement, not evaluation,[object Object],External focus,[object Object],Learn from others,[object Object]
What is Benchmarking?,[object Object],Benchmarking goes beyond comparisons with competitors to understanding the practices that lie behind the performance gaps. More and more organizations are realizing how much more can be achieved if there is more collaboration between them and leaders in an industry.,[object Object]
What is Benchmarking?,[object Object],Benchmarking is not a method for 'copying' the practices of competitors, but a way of seeking superior process performance by looking outside the industry.,[object Object],When Benchmarking a System, Adapt What You Find,            Don’t Just Copy It,[object Object]
What is Benchmarking?,[object Object],Benchmarking = Copying,[object Object],Conditions are never identical,[object Object],You can pick up critical variables and apply them …,[object Object],Create a system – a comprehensive set of reinforcing practices that are responsible for success,[object Object]
What is Benchmarking?,[object Object],Benchmarking is not just making changes and improvements for the sake of making changes, benchmarking is about adding value. Benchmarking makes it possible to gain competitive superiority rather than competitive parity.,[object Object]
What is Benchmarking?,[object Object],Benchmarking enables organizations to assess their own performance, compare it with that of others, analyse the gap between the two, identify and make fundamental changes in specific areas, in order to improve and enhance their own performance.  ,[object Object]
What is Benchmarking?,[object Object],Benchmarking is a tool for continuous improvement of the management of processes in companies to help them to gain world leadership. ,[object Object],Benchmark Purpose and Quality Maturity,[object Object],Quality Maturity,[object Object],World-class Leadership,[object Object],III,[object Object],Best-in-firm,[object Object],I,[object Object],Learning from success,[object Object],VI,[object Object],National leadership,[object Object],II,[object Object],Borrowing ideas,[object Object],IV,[object Object],Beating industry standards,[object Object],V,[object Object],Best-in-class,[object Object]
What is Benchmarking?,[object Object],In Japan, benchmarking is a part of their manager's job descriptions (Boxwell, 1994). This is one of the ways that the Japanese are able to keep up with and surpass others in industries such as automobiles, motorcycles, electronics, etc.,[object Object]
What is Benchmarking?,[object Object],Benchmarking is critical to formulating a knowledge-based plan of action to achieve objectives. A benchmark is a standard that provides a measuring-stick for relative performance. ,[object Object],US Department of Energy,[object Object]
Benchmark ,[object Object],A benchmark is an organization recognized for its exemplary operational performance.  ,[object Object],There are many benchmarks in the world including:,[object Object],Processes,[object Object],Design,[object Object],Training,[object Object],Service,[object Object],Rapid product development,[object Object]
Benchmarking and Industries,[object Object],Relationship between benchmarking and industry type (According to one research done in the UK ):,[object Object]
Benchmarking and Organization Size,[object Object],Moreover a tendency of benchmarking activity is a function of size. A larger organization is more likely to be benchmarking than a smaller one.,[object Object]
Actual Benchmarking Examples,[object Object],Target Firm,[object Object],Improvement Sought,[object Object],Initiator,[object Object],Indy 500 pit crews,[object Object],Faster plane turnaround time,[object Object],Southwest Airlines,[object Object],L. L. Bean,[object Object],Warehousing operations,[object Object],Xerox,[object Object],Las Vegas Casinos,[object Object],Employee theft reduction,[object Object],IBM,[object Object]
Benchmarking ,[object Object],is a tool for total quality management (TQM).,[object Object]
Benchmarking is basically learning from others.,[object Object]
Benchmarkingis the practice of being humble enough to admit that someone else is better at something and wise enough to try and learn how to match and even surpass them at it.”,[object Object],American Productivity and Quality Center-1988,[object Object]
What is Benchmarking?,[object Object],At its simplest, benchmarking means:,[object Object],"Improving ourselves by learning from others.",[object Object]
Background,[object Object]
Background of Benchmarking,[object Object],[object Object],[object Object]
Background of Benchmarking,[object Object],However, these traditional performance improvement trends seem not to be sufficient for the highly competitive markets (Juran, 1993). A significant technique facilitating improvement of organizational performance at a competitive environment is benchmarking. (Juran, 1993).,[object Object]
Background of Benchmarking,[object Object],In other words external environment and market conditions change rapidly; goal setting which is internally focused can’t be true reflection of customer’s expectations.,[object Object],Out-Ward,[object Object],Vision,[object Object]
Background of Benchmarking,[object Object],Customers’ expectations are highly liquid and are driven by standards set by best performer.  Any product or service just below these standards may not catch the eyes of customer.,[object Object]
Continuous and Breakthrough Improvement,[object Object],Highly ,[object Object],Competitive ,[object Object],Situation,[object Object],Continuous,[object Object],Improvement,[object Object],Improvement,[object Object],Breakthrough,[object Object],Improvement,[object Object],Benchmarking,[object Object],Accelerates,[object Object],Innovation,[object Object],and Change,[object Object],Continuous,[object Object],Improvement,[object Object],Time,[object Object]
Background of Benchmarking,[object Object],Benchmarking was originally defined by              D.T. Kearns, the CEO of Xerox Corporation,  in 1981 as the continuous process of measuring products, services, and practices against the  toughest competitors or non-competitors who is the leader in their industry (Kolarik, 1995).,[object Object]
Why,[object Object],Benchmarking?,[object Object]
Why Benchmarking?,[object Object],Survival lies in emulating best and not in lagging behind.  Bench marking is time and cost efficient because it involves imitation and adaptation rather than pure invention. Prevents the “Re-inventing the wheel”.,[object Object]
Why Benchmarking?,[object Object],Benchmarking gives us the chance of gaining:,[object Object],Better Awareness of Ourselves (Us),[object Object],What we are doing,[object Object],How we are doing it,[object Object],How well we are doing it,[object Object],Better Awareness of the Best (Them),[object Object],What they are doing,[object Object],How they are doing it,[object Object],How well they are doing it,[object Object]
Why Benchmarking,[object Object],Performance,[object Object],Improvement,[object Object],Meeting,[object Object],Quality ,[object Object],Standards,[object Object],Creative,[object Object],Thinking,[object Object],Benchmarking,[object Object],Innovation,[object Object],In ,[object Object],Management,[object Object],Methods,[object Object],Keep Pace with,[object Object],Science  and,[object Object],Technology,[object Object],Changes,[object Object],Cope with,[object Object],Competitive ,[object Object],Markets,[object Object],Meeting ,[object Object],Customers,[object Object],Expectations,[object Object]
Three Major Benefits of Benchmarking,[object Object],Product and Process Improvement,[object Object],Cost Reduction,[object Object],Competitive Strategy,[object Object]
Product and Process Improvement,[object Object],In general, by implementing benchmarking activity, organizations can improve their operation process (Slack et al, 2001). For instance, South African Breweries plc had encountered the problem of poor employee skill, which is a significant difficulty to implement the world-class processes. As such, they decided to benchmark strategy from an organization in Geneva. They, consequently, attained the solution (Slack et al, 2001).,[object Object]
Cost Reduction,[object Object],Benchmarking facilitates a reduction of operation costs (Delpachitra et al, 2002). For example, benchmarking helped Australian Financial Institutes to reduce operation costs by outsourcing some operation and alternating distribution channels (Delpachitra et al, 2002).,[object Object]
Competitive Strategy,[object Object],The most significant benefit from benchmarking is that it helps the organization planning and implementing competitive strategies (Kolarik, 1995). In other words, as benchmarking provides an ability to compare and learn from the best practices in any particular industry, organizations can develop their system to achieve competitive advantages or eliminate their competitive disadvantages. ,[object Object]
Competitive Strategy,[object Object],Build core competencies that will help to sustain competitive advantage,[object Object],Access to a variety of markets,[object Object],Perceived benefit of product or service will increase,[object Object],Product or service is hard to imitate,[object Object],Low-cost leader,[object Object],Target specific shift in strategy,[object Object],Entering new markets,[object Object],Developing new products,[object Object],To create a firm more adaptable to change,[object Object]
Why Benchmarking?,[object Object],Benchmarking stimulates seeking new ways of doing things and promotes a culture that is receptive to fresh approaches and ideas. ,[object Object],Benchmarking provides opportunities for staff to learn new skills and be involved in the transformation process from the outset. ,[object Object]
Why Benchmarking?,[object Object],It is an effective ‘wake-up call’ and helps to make a strong case for change.,[object Object],Offers practical ways in which step changes in performance can be achieved by learning from others who have already undertaken comparable changes.,[object Object]
Benchmarking Becoming More Common,[object Object],There are three reasons that benchmarking is becoming more commonly used in industry (Boxwell, 1994). ,[object Object],Benchmarking is a more efficient way to make improvements. Managers can eliminate trials and errors. ,[object Object],Benchmarking speeds up organization’s ability to make improvements. Today, time is of the essence.,[object Object],Benchmarking has the ability to bring your performance up as a whole significantly. ,[object Object]
Why Benchmarking?,[object Object],Those who benchmark do not have to reinvent the wheel (Parker, 1996).,[object Object]
When organizations want to improve their performance, they benchmark.,[object Object]
Benchmarking,,[object Object],Dimensions & Types,[object Object]
Dimensions of Benchmarking,[object Object],Benchmarking encompasses Total Quality aspects of the organization leading to Business Excellence:,[object Object],Vision and,[object Object],  Mission,[object Object],Management ,[object Object],Systems,[object Object],Leadership ,[object Object],Style,[object Object],Benchmarking,[object Object],Organizational ,[object Object],Structure,[object Object],Employee ,[object Object],Behavior,[object Object]
What to Benchmark?,[object Object],In practice, selecting the appropriate activity to benchmark is significant to an effectiveness of benchmarking (Peppard, 1999). As noted by Porter (1985), the process or activities in value chain, which are primary activities (inbound and outbound logistics, operations, marketing and sales, and service) and support activities (firm infrastructure, human resource management, technology development and procurement) should be considered for benchmarking.,[object Object]
Types of Benchmarking,[object Object],On the basis of “What” is being compared with other organizations and “Who”  is being compared with our organization, we can classify benchmarking. ,[object Object],“What” is being compared with other organizations,[object Object],Who”  is being compared with our organization,[object Object],vs.,[object Object]
Types of Benchmarking,[object Object],On the basis of “What” is being compared with other organizations we have four main types. These four major types of benchmarking are evolutionary beginning with product, through to functional (performance), process and strategic benchmarking. ,[object Object],Strategic,[object Object],Process,[object Object],Performance,[object Object],Product,[object Object]
Types of Benchmarking,[object Object],On the basis of “Who”  is being compared with our organization, we have these categories:,[object Object],Best of the Best,[object Object],Best in Class,[object Object],International,[object Object],Generic,[object Object],Internal vs. External,[object Object]
What,[object Object]
1-Product Benchmarking,[object Object],The process of designing new products or upgrades to current ones. This process can sometimes involve reverse engineering which is taking apart competitors products to find strengths and weaknesses.,[object Object]
1-Product Benchmarking,[object Object],Many firms perform productbenchmarking whendesigning new productsor upgrades to currentproducts. Providing an external perspective on opportunities to improve products, technology, manufacturing and support processes, the product development process, and engineering practices are core activities of product benchmarking.,[object Object]
Performance benchmarking focuses on assessing competitive positions through comparing the products and services of other competitors. When dealing with performance benchmarking, organizations want to look at where their product or services are in relation to competitors on the basis of things such as reliability, quality, speed, and other product or service characteristics.,[object Object],2-Performance Benchmarking,[object Object]
Assessing relative level of performance in key areas or activities in comparison with others in the same sector and finding ways of closing gaps in performance.,[object Object],2-Performance Benchmarking,[object Object]
Process benchmarking focuses on the day-to-day operations of the organization. It is the task of improving the way processes performed every day. Some examples of work processes that could utilize process benchmarking are the customer complaint process, the billing process, the order fulfillment process, and the recruitment process (Bogan, 1994).,[object Object],3-Process Benchmarking,[object Object]
“Process Benchmarking" is generally higher-level and less number-intensive than metrics.,[object Object],Demonstrate how top performing companies accomplish the specific process in question. ,[object Object],Takes form of research, surveys/interviews, and site visits. ,[object Object],By identifying how others perform the same functional task or objective, firms gain insight and ideas they may not otherwise achieve. ,[object Object],A true value-added feature of benchmarking,[object Object],3-Process Benchmarking,[object Object]
Process benchmarking - the initiating firm focuses its observation and investigation of business processes with a goal of identifying and observing the best practices from one or more benchmark firms. Activity analysis will be required where the objective is to benchmark cost and efficiency; increasingly applied to back-office processes where outsourcing may be a consideration.,[object Object],3-Process Benchmarking,[object Object]
3-Process Benchmarking,[object Object],Wisdom from “Texas Instruments”:,[object Object],“Unless you change the process, why would you expect the results to change”,[object Object]
By process benchmarking companies achieve improvements in key processes to obtain quick benefits. This provides an analysis of best practice processes and functions irrespective of industry or sector.,[object Object],3-Process Benchmarking,[object Object]
Strategic benchmarking deals with top management. It deals with long term results. Strategic benchmarking focuses on how companies compete. This form of benchmarking looks at what strategies the organizations are using to make them successful. This is the type of benchmarking technique that most Japanese firms use (Bogan, 1994). This is due to the fact that the Japanese focus on long term results.,[object Object],4-Strategic Benchmarking,[object Object]
This is concerned with comparing different companies' strategies and assessing the success of those strategies in the marketplace.Analyzes the strategies with particular reference to:,[object Object],strategic intent,[object Object],core competencies,[object Object],process capability,[object Object],product line,[object Object],strategic alliances,[object Object],technology portfolio,[object Object],4-Strategic Benchmarking,[object Object]
Strategic benchmarking is a proactive analysis of emerging trends and options in different markets, processes, technologies and distributions which could significantly affect the strategic direction of economies.  It is the broadest form of benchmarking and involves observing how others compete. This type is usually not industry specific, meaning it is best to look at other industries.,[object Object],4-Strategic Benchmarking,[object Object]
Who,[object Object]
This refers to the analysis and comparison of one or more units within the same organization. It is often the case when organizations have an in-house best practice area.,[object Object],1-Internal Benchmarking,[object Object],Sharing opinions between departments within the same organization.,[object Object],Advantage:,[object Object],Easier to implement,[object Object],Easier to access data,[object Object],Disadvantage:,[object Object],External ideas blocked,[object Object]
Where examples of good practices can be found in other organizations and there is a lack of good practices within internal business units. Comparison with external organizations leads to discovery of new ideas, methods, products and services. ,[object Object],1-External Benchmarking,[object Object],The gap between internal and external practices displays the way where to change and if there is any need to change.,[object Object],Advantage:,[object Object],Helps to measure one’s own performance,[object Object],Helps to search for best practices,[object Object],Disadvantage:,[object Object],Takes time,[object Object],Requires support,[object Object],Legal/ethical issues,[object Object],Industrial espionage,[object Object]
Comparisons of business process or functions that are very similar, regardless of industry.  ,[object Object],2-Generic Benchmarking,[object Object]
3-Best-in-class Benchmarking,[object Object],Best-In-Class,[object Object],Generally, initiator firms will choose to benchmark the best-in-class.,[object Object],Best-in-class refers to those firms or organizations that have been recognized as the best in an industry based on some criterion.,[object Object],Objective,[object Object],The objective of best-in-class is to provide a basis for continual improvement.,[object Object]
Best-of-the-Best,[object Object],After becoming a best-in-class firm, it may be difficult to gain new insight and information from direct competitors.,[object Object],Therefore, the next level of improvement is called best-of-the best or best-in-the-world.,[object Object],4-Best of the best Benchmarking,[object Object],Don’t limit your effort to players inside the industry only! ,[object Object]
Other,[object Object],Types of ,[object Object],Benchmarking,[object Object]
Types of Benchmarking,[object Object],There are several other classifications for benchmarking, based on partner type, adoption level and target process,  etc. Following are the most used types:,[object Object],Internal,[object Object],External,[object Object],Competitive,[object Object],Functional ,[object Object],Generic,[object Object]
Competitive benchmarking is the most difficult type of benchmarking to practice. For obvious reasons, organizations are not interested in helping a competitor by sharing information. This form of benchmarking is measuring the performance, products, and services of an organization against its direct or indirect competitors in its own industry. Competitive benchmarking starts as basic reverse engineering and then expands into benchmarking. ,[object Object],1-Competitive Benchmarking,[object Object]
Competitive benchmarking is an analysis of strategies, processes and practices with competitors and companies in the same industry.  Therefore, it is industry or business type specific.  It is especially beneficial to organizations managing a specialized type of operation.,[object Object],1-Competitive Benchmarking,[object Object]
Competitive Benchmarking is the continuous measurement of the company’s  products, services, processes and practices against the standards of best competitors and other companies who are recognized as leaders. It is also important to remember when using competitive benchmarking that the goal is to focus on your direct competitors and not the industry as a whole.,[object Object],1-Competitive Benchmarking,[object Object]
Functional benchmarking - a company will focus its benchmarking on a single function to improve the operation of that particular function. Complex functions such as Human Resources, Finance and Accounting and Information and Communication Technology are unlikely to be directly comparable in cost and efficiency terms and may need to be disaggregated into processes to make valid comparison.,[object Object],2-Functional Benchmarking,[object Object]
Comparative research to seek world-class excellence by comparing business performance not only against competitors but also against the best businesses operating in a different industry. ,[object Object],2-Functional Benchmarking,[object Object],Comparing functions,[object Object],Advantage:,[object Object],Discovering innovative practices,[object Object],Disadvantage:,[object Object],Not suitable for every organization or every function,[object Object]
Benchmarking, originally described as a formal process by Rank Xerox, is usually carried out by individual companies. Sometimes it may be carried out collaboratively by groups of companies (e.g. subsidiaries of a multinational in different countries). One example is that of the Dutch municipally-owned water supply companies, which have carried out a voluntary collaborative benchmarking process since 1997 through their industry association. ,[object Object],3-Collaborative Benchmarking,[object Object]
With collaborative benchmarking, information is shared between groups of firms. It is a brainstorming session among organizations. It is important to realize that not all collaborative efforts are considered benchmarking. It is sometimes called “data sharing.",[object Object],3-Collaborative Benchmarking,[object Object]
Performing a financial analysis and comparing the results in an effort to assess your overall competitiveness and productivity.,[object Object],4-Financial Benchmarking,[object Object]
Benchmarking Methodology,[object Object],Best Practice,[object Object],Overlap,[object Object],Competitive,[object Object],•	Industry leaders,[object Object],•	Top performers withsimilar operatingcharacteristics,[object Object],Functional,[object Object],Internal,[object Object],•	Top performersregardless of industry,[object Object],•	Aggressive innovatorsutilizing newtechnology,[object Object],•	Top performers within company,[object Object],•	Top facilities within company,[object Object],Look for Benchmarking  Opportunities Everywhere,[object Object]
Commonly Benchmarked Performance Measures,[object Object]
Commonly Benchmarked Performance Measures,[object Object]
Commonly Benchmarked Performance Measures,[object Object]
Commonly Benchmarked Performance Measures,[object Object]
Commonly Benchmarked Performance Measures,[object Object]
Survey,[object Object]
Survey (Slide 1 of 3),[object Object],In 2008, a comprehensive survey on benchmarking was commissioned by The Global Benchmarking Network, a network of benchmarking centers representing 22 countries. Over 450 organizations responded from over 40 countries. The results showed that:,[object Object]
Survey (Slide 2 of 3),[object Object],Mission and Vision Statements and Customer (Client) Surveys are the most used (by 77% of organizations of 20 improvement tools, followed by SWOT analysis(72%), and Informal Benchmarking (68%). Performance Benchmarking was used by (49%) and Best Practice Benchmarking by (39%).,[object Object]
Survey (Slide 3 of 3),[object Object],The tools that are likely to increase in popularity over the next three years are Performance Benchmarking, Informal Benchmarking, SWOT, and Best Practice Benchmarking. Over 60% of organizations that are not currently using these tools indicated they are likely to use them in the next three years.,[object Object]
Top-10 Benchmarked Business Processes,[object Object]
TOP-10 Benchmarking Organizations ,[object Object],The following is a ranking of organizations that are heavily engaged in benchmarking. These organizations have implemented internal benchmarking methodologies to support their entire organizations' efforts to improve their products and services.,[object Object],These organizations are excellent role models for you to learn how to deploy benchmarking throughout your workgroup, department, division or entire organization. They are leaders!,[object Object]
TOP-10 Benchmarking Organizations ,[object Object]
Benchmarking,[object Object],Process,[object Object]
Benchmarking in Business Excellence Model,[object Object],Vision,[object Object],Mission,[object Object],Objectives ,[object Object],Areas to be Addressed,[object Object],Measurement  Indicators,[object Object],QUALITYINITIATIVES,[object Object],ISO,[object Object],Benchmarking,[object Object],Quality Circles,[object Object],BSC,[object Object],KM,[object Object],5S,[object Object],Six Sigma,[object Object],Suggestion Schemes,[object Object],Kaizen,[object Object],Professional Circles,[object Object]
Parties to Benchmarking Relationship,[object Object],There are two parties to each benchmarking relationship: an initiator firm and a target firm.,[object Object],The initiator firm is the firm that initiates contact and studies the other firm.,[object Object],The target firm is the firm that is being studied (also called the benchmarking partner).  ,[object Object],Initiator,[object Object],Target,[object Object]
Benchmarking Process,[object Object],There are various methods of benchmarking and a variety of methodologic processes  in benchmarking mechanisms and  implementation. Some important organizations have developed their own benchmarking process.,[object Object]
Analyze,[object Object],[object Object]
Establish the gap
Identify process changes
Target future goalsPlan,[object Object],[object Object]
Understand Process
Select PartnersAct,[object Object],[object Object]
Develop improvement plan
Implement
Review ProgressGeneral Benchmarking Process,[object Object]
6.  COMMUNICATE BENCHMARK FINDINGS,[object Object],AND GAIN ACCEPTANCE,[object Object],1.  IDENTIFY WHAT IS TO BE BENCHMARKED,[object Object],PLANNING,[object Object],2.  IDENTIFY COMPARATIVE COMPANIES,[object Object],3.  DETERMINE DATA COLLECTION METHOD,[object Object],AND COLLECT DATA,[object Object],4.  DETERMINE CURRENT PERFORMANCE "GAP",[object Object],ANALYSIS,[object Object],A Benchmarking Process,[object Object],5.  PROJECT FUTURE PERFORMANCE LEVELS,[object Object],INTEGRATION,[object Object], 7.  ESTABLISH FUNCTIONAL GOALS,[object Object],8.  DEVELOP ACTION PLANS,[object Object],9.  IMPLEMENT SPECIFIC ACTIONS AND,[object Object],ACTION,[object Object],MONITOR PROGRESS,[object Object],10.  RECALIBRATE BENCHMARKS,[object Object],[object Object]
PRACTICES FULLY INTEGRATED INTO PROCESSMATURITY,[object Object]
Gap Analysis,[object Object],When done well, benchmarking prominently reveals gaps between the performance of the benchmarker and that of a “best practices” leader, and that leads to developing sustainable competitive advantage. ,[object Object]
Gap Analysis (Spider chart),[object Object]
Methodology of Benchmarking,[object Object],AT&T  ,[object Object],Vs  ,[object Object],XEROX,[object Object]
Xerox Experience-1(Brogan, 1994),[object Object],The Xerox of today is not the Xerox of the sixties and seventies. During that time period the organization experienced market erosion from competitors, primarily Japanese. These competitors were marketing higher quality products in the United States at the same price or lower as Xerox. Xerox found that the Japanese were able to assemble quality products at a low price. This was hard for Xerox to grasp because they were the first to develop the photocopy and their name had come to be synonymous with photocopies. ,[object Object]
Xerox Experience-2 (Brogan, 1994),[object Object],How could the Japanese be beating them at their own game? Xerox found that they had to regroup. In doing this they made competitive benchmarking a fundamental part of their operations. Xerox began to study other organizations within and out of their industry. By 1983, Xerox had bench marked more than 230 process performance areas in their operation. Identifying the best processes used by others, Xerox adapted them for their own use. This is how they regained their core competency and strategic advantage in the photocopying industry. ,[object Object]
Xerox 12-Step Benchmarking Process-1,[object Object],Phase 1: Planning,[object Object],1. Identify what to benchmark;,[object Object],2. Identify comparative companies;,[object Object],3. Determine data collection method & collect data.,[object Object],Phase 2: Analysis,[object Object],4. Determine current performance gap;,[object Object],5. Project future performance levels.,[object Object],Phase 3: Integration,[object Object],6. Communicate finding and gain acceptance;,[object Object],7. Establish functional goals.,[object Object]
Xerox 12-Step Benchmarking Process-2,[object Object],Phase 4: Action,[object Object],8. Develop action plans;,[object Object],9. Implement specific actions & monitor progress;,[object Object],10. Recalibrate benchmarks.,[object Object],Phase 5: Maturity,[object Object],11.  Attain leadership position ;,[object Object],12. Fully integrate practices into processes.,[object Object]
Benchmarking
Benchmarking Process-APQC,[object Object],American Productivity & Quality Center defines benchmarking process in four steps:,[object Object],Planning,[object Object],Data collection,[object Object],Analysis,[object Object],Adapting & Improving,[object Object]
Benchmarking Process,[object Object],In benchmarking “metrics" give numerical standards against which a company’s own processes can be compared. Some examples of metric benchmarks are:,[object Object],Finished-product first-pass yield of 97% ,[object Object],Scrap/rework less than 1% of sales ,[object Object],Cycle time less than 25 hours ,[object Object],Customer lead times less than 20 days ,[object Object],Productivity levels of $150,000 or more per employee ,[object Object],Plant-level ROA better than 15%,[object Object]
Benchmarking Process,[object Object],In benchmarking: ,[object Object],Measure what’s needed, not what’s easy.,[object Object],Broad measures of performance fail to give you actionable information.,[object Object],You don’t need a 1000 measures, just find the key indicators that serve as critical factors.,[object Object],Finding balance is important..don’t let a non-benchmarked metric go bad.,[object Object]
Six Principles of Benchmarking,[object Object],Any acceptable benchmarking should have these six features:,[object Object],Comprehensive,[object Object],Credible,[object Object],Comparative,[object Object],Performance-oriented,[object Object],Confidential,[object Object],Continuous assessment,[object Object]
Benchmarking Process,[object Object],Why businesses are not willing to do multi-step benchmarking?,[object Object],Takes too long often six to nine months,[object Object],Its costly,[object Object],The lessons learned may or may not get translated to practice and improvement ,[object Object],Reports that get shelf space, not action,[object Object],Cumbersome process to complete,[object Object],Limits Flexibility - procedures oriented,[object Object]
Creative Benchmarking*,[object Object],Creative Benchmarking:,[object Object],Start from the customers point of view,[object Object],List each step of the customers buying experience,[object Object],Next, determine which factors most influence customers perception of value at each step,[object Object],Finally, identify companies that excel at each factor – without regard to their industry!,[object Object],* (Derived from the work of Dawn Lacobucci and Christie Nordhielm, Kellogg Graduate School of Management),[object Object]
Fast-Cycle Benchmarking,[object Object],Fast-Cycle Benchmarking is:,[object Object],Less elaborate than traditional multi-step,[object Object],More tactical ,[object Object],What do concrete trucks and pizza have in common?,[object Object],Useful to Identify specific operation problems or opportunities,[object Object],Instead of copying from others, use the data to  stimulate generation of creative ideas,[object Object]
Fast-Cycle Benchmarking,[object Object],Figure out what you are looking for and bring it in.,[object Object],Look for practices that can spark ideas, don’t just replicate what you find.,[object Object],Figure out where benchmarking fits in your tool chest, and make an informed decision about the outcome you are really after.,[object Object]
Fast-Cycle Benchmarking,[object Object],Benchmark companies roughly at your own level!,[object Object],College physics before high school math doesn’t make any sense…,[object Object],Forget the world class company (unless you are one!)..find a firm of similar size and situation as yours,[object Object],Benchmark companies with similar business needs,[object Object],Common concerns promote a more productive exchange or transportability of the information learned,[object Object]
Benchmarking,[object Object],Essentials,[object Object]
Benchmarking Essentials ,[object Object]
Benchmarking Essentials ,[object Object]
Benchmarking Essentials ,[object Object]
Benchmarking,[object Object],Costs,[object Object]
Benchmarking Costs,[object Object],The three main types of costs in benchmarking are:,[object Object],Database ,[object Object],Costs ,[object Object]
Benchmarking Costs,[object Object],Time Costs - Members of the benchmarking team will be investing time in researching problems, finding best practice companies to study, visits, and implementation. This will take them away from their regular tasks for part of each day so additional staff might be required.,[object Object]
Benchmarking Costs,[object Object],Visit Costs - This includes hotel rooms, travel costs, meals, a token gift, and lost labor time.,[object Object]
Benchmarking Costs,[object Object],Benchmarking Database Costs - Organizations that institutionalize benchmarking into their daily procedures find it is useful to create and maintain a database of best practices and the companies associated with each best practice now.,[object Object]
Benchmarking,[object Object],Ethics,[object Object]
Benchmarking Ethics,[object Object],Since the concept of benchmarking can lead to unscrupulous and sometimes unethical behavior, the SPI Council on Benchmarking and the International Benchmarking Clearinghouse have established a general code of conduct (Thompson). The code is as follows:,[object Object]
Benchmarking Code of Conduct,[object Object]
Benchmarking Code of Conduct,[object Object]
Benchmarking,[object Object],Pitfalls,[object Object]
Benchmarking Pitfalls,[object Object],Benchmarking is NOT:,[object Object],Tour visits to other competitors or organizations.,[object Object],Performance measurement, it’s part of benchmarking process. i.e. competitive analysis.,[object Object],A cost-cutting exercise.,[object Object],Imitating others’ practices or processes, it’s “How to” not “What is”.,[object Object],A public relations exercise.,[object Object]
Benchmarking Pitfalls,[object Object],Failure to consider organizational cultures or circumstances leads to a wrong direction.,[object Object],Insufficient preparation usually results in MBWAA (management by wandering around aimlessly!).,[object Object],What are you trying to learn about?,[object Object],Why do you want to learn it?,[object Object],What will you do with it to make your processes better once you have it?,[object Object]
Benchmarking Pitfalls,[object Object]
Benchmarking Pitfalls,[object Object]
When not to Benchmark,[object Object]

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