Your SlideShare is downloading. ×
0
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Benchmarking total quality management
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Benchmarking total quality management

6,209

Published on

This ppt relates to the subject Total Quality Management. Bench marking is explained here with the examples.

This ppt relates to the subject Total Quality Management. Bench marking is explained here with the examples.

Published in: Business, Technology
0 Comments
5 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
6,209
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
328
Comments
0
Likes
5
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. Presented By: Rehan Ehsan THE UNIVERSITY OF LAHORE (LAHORE SCHOOL OF ACCOUNTING & FINANCE) CONTACT: +92 321 8880397 rehan.ehsan89@gmail.com 1
  • 2. TOPIC: BENCHMARKING 2
  • 3. Definition Benchmarking is the systematic search for best practices, innovative ideas, and highly effective operating procedures.  it is the common sense proportion to learn from others what they do right and then imitate it to avoid reinventing the wheel. 3
  • 4. Introduction and use:        Benchmarking is an increasingly effective popular tool. It is used extensively both manufacturing and service organizations, including Xerox AT&T Motorola Ford Toyota 4
  • 5. Benchmarking is common elements of quality standards, such as the Chrysler, Ford, and General Motors Quality System Requirements. 5
  • 6. Reasons to Benchmark   For functions that are critical to the business mission, organizations must continue to innovate ass well as Imitate. Benchmarking enhances innovation by requiring organizations to constantly scan the external environment and to use the information obtained to improve the process. Potentially useful technologies breakthroughs can be located and adopted early In our words we can say that benchmarking is to enhance business and improve its quality. 6
  • 7. Dia: What is our Performance level ? How do we do it ? What are others` Performance levels ? How did they get there ? Creative Adaptation Breakthrough performance 7
  • 8. Types of benchmarking:  There are three main types of benchmarking: Internal Competitive and Process 8
  • 9. Process of benchmarking:  The following six steps contains the core techniques: Decide what to benchmark Understand current performance Plan Study others Learn from data Use the findings 9
  • 10. Decide what to benchmark ? Benchmarking can be applied to the any business or production process. 10
  • 11. Understanding current performance: To compare practices to outside benchmarks, it is first necessary to thoroughly understand and documents the current process of your organization that where you stand. 11
  • 12. Planning Once internal process is understood and documented, it is possible to make decisions about how to conduct the study. The team should be decided that what type of benchmarking to be preformed. Benchmarking planning is a learning process. 12
  • 13. Studying others  Benchmarking studies look for two types of information: A description of how best in class processes are practices and the measurable results of these practices 13
  • 14. When most people thinks of learn benchmarking they generally think of conducting original research through sites visits and interviews. 14
  • 15. Learn from the data:  Learning from the data collected in a benchmarking study involves answering a series of questions: Is there a gap between the organizations performance and the performance of the best-inclass organizations ? What is the gap ? How much is it ? Why is there a gap ? What does the best-in-class do differently that is better ? If best-in-class practices were adopted, what would be the resulting improvement ? 15
  • 16. Its main objective is to determine from overall effect on the internal operation of adapting the best-inclass practice. In other words, what is the size of the gap and what are the appropriate benchmark metrics and objectives ? 16
  • 17. Using the findings: Benchmarking is the waste of time if change does not occurs as a result. To effect the change, the findings must be communicated to the people within the organization who can enable improvement. The findings must be translated to GOALS and OBJECTIVES and ACTION PLANS must be developed to implement new process. 17
  • 18.  The generic steps for the development and execution of action plans are: Specify tasks Sequence tasks Determine resource needs Establish task schedule Assign responsibility for each task Describe expected results Specify methods for monitoring results. 18
  • 19. Goals and objectives should be consistent with the execution of the action plan so that the end result is process superiority. The best results are obtained when process owners fully participate in the design and execution of the plan. 19
  • 20. Thank you so much for being a part of my presentation. 20

×