Benchmarking
Using Benchmarking
to Achieve Improved Process Performance
Prepared By
Reza Seifollahy
2011
WHAT IS THE GOAL OF THIS
COURSE?
Why we are here?
December 2011 Benchmarking Ver01 2
December 2011 Benchmarking Ver01 3
NO mobile phones or pagers switched on
during training sessions please
WHAT IS THE PURPOSE OF A
COMPANY?
December 2011 Benchmarking Ver01 4
Towards the Organizations’ goals
Companies use different methods:
• PDCA (Deming/Shewhart Cycle)
• Reengineering
• Strateg...
Management Tools used in 2006
December 2011 6Benchmarking Ver01
TQM In US Consist of several Tools:
• Benchmarking
• Outsourcing
• Reduced Cycle Time
• Continuous Improvement
December 20...
December 2011 Benchmarking Ver01 8
Definition
from Webster’s Collegiate Dictionary:
Benchmark (n.)
• a mark on a permanent...
History
• Product comparison & improvement
through reverse engineering in 1950s
by the Japanese.
• 1960s benchmarking goes...
Benchmarking:
• A systematic process of comparison of an
Organization’s performance with others to
identify areas & method...
Benchmarking
• Xerox(1979):
– The Continuous Process of Measuring
Products, Services and Practices against the
Toughest Co...
Benchmarking
• James Harrington:
– Benchmarking is creating better solutions
upon a firm knowledge base. It is not
Copying...
Benchmarking
• Benchmarking is the process of identifying
"best practice" in relation to both products
(including) and the...
Benchmarking
• Also referred to as "best practice
benchmarking" or "process
benchmarking", it is a process used in
managem...
December 2011 Benchmarking Ver01 15
Outline
• Why Benchmark?
• Selecting Targets
• Terminology
• Cost/Benefit Analysis
• K...
December 2011 Benchmarking Ver01 16
Why Benchmark?
+ Identify opportunities
+ Set realistic but aggressive goals
+ Challen...
December 2011 Benchmarking Ver01 17
Comparing Scenarios
December 2011 Benchmarking Ver01 18
Selecting Benchmarking Targets
December 2011 Benchmarking Ver01 19
Evaluating Targets
• Is this process important to our
customers?
• Would improvements ...
What we do in Benchmarking?
Starting With your own Mission statement, a
Company must honestly analyze its current
Procedur...
The 12 stage methodology
consisted of
1. Select subject ahead
2. Define the process
3. Identify potential
partners
4. Iden...
December 2011 Benchmarking Ver01 22
Terminology
Types of Benchmarking
• Internal
– Comparisons between yourself and simila...
December 2011 Benchmarking Ver01 23
Terminology
Types of Benchmarking
• Process benchmarking - the initiating firm focuses...
December 2011 Benchmarking Ver01 24
Terminology
Types of Benchmarking
• Product benchmarking - the process of designing ne...
December 2011 Benchmarking Ver01 25
“Benchtrending”
• The latest approach to
benchmarking performance
• Continuous monitor...
December 2011 Benchmarking Ver01 26
Cost/Benefits Analysis
Costs
• Costs associated with conducting a
benchmarking study:
...
December 2011 Benchmarking Ver01 27
Leveraging the Benefits
December 2011 Benchmarking Ver01 28
Keys to Successful Benchmarking
What You Need to Make Benchmarking Effective
• Focus o...
December 2011 Benchmarking Ver01 29
When You Shouldn’t
Benchmark
• You aren’t targeting a process or it isn’t critical to ...
December 2011 Benchmarking Ver01 30
Understanding the Current
Process
Doing Your “Homework”
• Use process mapping tools to...
December 2011 Benchmarking Ver01 31
The Benchmarking Process
APQC’s Four-Phase Model
December 2011 Benchmarking Ver01 32
Planning Phase
PLAN
1. Form (and train, if needed) benchmarking team
2. Analyze and do...
December 2011 Benchmarking Ver01 33
Collection Phase
1. Secondary research based on select/sort criteria
2. Evaluate resul...
December 2011 Benchmarking Ver01 34
Collection Phase
1. Compare your current performance data to your
partners' data
– Sor...
December 2011 Benchmarking Ver01 35
Adapting Improvements
1. Implement the plan
2. Monitor and report progress
 Celebrat...
December 2011 Benchmarking Ver01 36
Tools of Benchmarking
• Process mapping
• Process performance
measurements
• Project m...
December 2011 Benchmarking Ver01 37
Process Mapping
Instructions for Building a Top-Down Flowchart
December 2011 Benchmarking Ver01 38
Process Definition
Key to Effective Benchmarking
What’s the Process of
Checking into a...
December 2011 Benchmarking Ver01 39
December 2011 Benchmarking Ver01 40
Product/Process Map
• Think of yourself as the product.
Then...
– Walk the process and...
December 2011 Benchmarking Ver01 41
Defining Work
A step may be non-value-added but necessary if:
It is required by law,...
December 2011 Benchmarking Ver01 42
Process Performance
Measurements
• Tied to customer expectations
• Aligned with strate...
December 2011 Benchmarking Ver01 43
Project Management
• Project management techniques are
useful in
– Planning the benchm...
December 2011 Benchmarking Ver01 44
Questionnaire Design
• Keep the questionnaire simple (no more than 2 pages).
• Determi...
December 2011 Benchmarking Ver01 45
Questionnaire Design
• Answer the questionnaire about your own process.
• Ask yourself...
December 2011 Benchmarking Ver01 46
Interviewing Skills
• Be prepared. Know your own process and its performance
measureme...
December 2011 Benchmarking Ver01 47
Interviewing Skills
• Gather facts, but be open to hearing opinions.
• Be candid about...
December 2011 Benchmarking Ver01 48
Observation Skills
• Site visits provide opportunities to observe the
enablers in plac...
December 2011 Benchmarking Ver01 49
Benchmarking Etiquette
• Don't ask for data that you aren't willing to provide in
retu...
December 2011 Benchmarking Ver01 50
Illegal Benchmarking Practices
• Submitting phony requests for information in order to...
December 2011 Benchmarking Ver01 51
Identifying Candidate Partners
December 2011 Benchmarking Ver01 52
Where Do You Start the Search
for the Best?
• Focus on the process, not the company
– ...
December 2011 Benchmarking Ver01 53
December 2011 Benchmarking Ver01 54
Screening Potential Partners
What characteristics in a potential benchmarking
partner ...
December 2011 Benchmarking Ver01 55
Tapping into “Hidden”
Resources
• Resources that are internally accessible
– Library d...
December 2011 Benchmarking Ver01 56
Making Contact
• Initial contact must establish expectations
– Mutual benefit
– Effect...
December 2011 Benchmarking Ver01 57
Establishing a Relationship
with
Benchmarking Partners• Process-specific information m...
December 2011 Benchmarking Ver01 58
Preparing for a Site Visit
• Get agreement on the agenda
• Send a confirmation letter ...
December 2011 Benchmarking Ver01 59
During Site Visits
• Pay attention during introductions (names,
responsibilities, expe...
December 2011 Benchmarking Ver01 60
Learning From the Best
Translating Information into Action
• Analyze the data and insi...
December 2011 Benchmarking Ver01 61
Sample Summary
December 2011 Benchmarking Ver01 62
Last Steps
• Send a letter of appreciation
• Ensure that any concerns your partner rai...
Thank you For Your
Attention
seifollahy@irantraining.org
Upcoming SlideShare
Loading in …5
×

Benchmarking ver01

1,545 views

Published on

Benchmarking is a management tool to achieve excellence.

Published in: Business, Technology
  • Be the first to comment

Benchmarking ver01

  1. 1. Benchmarking Using Benchmarking to Achieve Improved Process Performance Prepared By Reza Seifollahy 2011
  2. 2. WHAT IS THE GOAL OF THIS COURSE? Why we are here? December 2011 Benchmarking Ver01 2
  3. 3. December 2011 Benchmarking Ver01 3 NO mobile phones or pagers switched on during training sessions please
  4. 4. WHAT IS THE PURPOSE OF A COMPANY? December 2011 Benchmarking Ver01 4
  5. 5. Towards the Organizations’ goals Companies use different methods: • PDCA (Deming/Shewhart Cycle) • Reengineering • Strategic Management / BSC • Lean Production /TPS /JIT • TQM • Management Systems Standards • 5S December 2011 Benchmarking Ver01 5
  6. 6. Management Tools used in 2006 December 2011 6Benchmarking Ver01
  7. 7. TQM In US Consist of several Tools: • Benchmarking • Outsourcing • Reduced Cycle Time • Continuous Improvement December 2011 Benchmarking Ver01 7
  8. 8. December 2011 Benchmarking Ver01 8 Definition from Webster’s Collegiate Dictionary: Benchmark (n.) • a mark on a permanent object indicating elevation and serving as a reference in topographical surveys and tidal observations • a point of reference from which measurements may be made • something that serves as a standard by which others may be measured
  9. 9. History • Product comparison & improvement through reverse engineering in 1950s by the Japanese. • 1960s benchmarking goes through inter-firm comparison(IFC) in UK. • Xerox Co. in 1979 to regain its lost market share from Japanese competitors. • Growing popularity ever since. December 2011 Benchmarking Ver01 9
  10. 10. Benchmarking: • A systematic process of comparison of an Organization’s performance with others to identify areas & methods of improvement. • Comparison undertaken for results, strategies & processes. • Benchmarking is the process of comparing the cost, time or quality of what one organization does against what another organization does. • The result is often a business case for making changes in order to make improvements. December 2011 Benchmarking Ver01 10
  11. 11. Benchmarking • Xerox(1979): – The Continuous Process of Measuring Products, Services and Practices against the Toughest Competitors or Those Companies recognized as Industry Leaders. December 2011 Benchmarking Ver01 11
  12. 12. Benchmarking • James Harrington: – Benchmarking is creating better solutions upon a firm knowledge base. It is not Copying the Best. • Benchmarking is a strategic and analytical process of continuously measuring an organization's products, services and practices against a recognized leader in the studied area for the purpose of improving business performance. December 2011 Benchmarking Ver01 12
  13. 13. Benchmarking • Benchmarking is the process of identifying "best practice" in relation to both products (including) and the processes by which those products are created and delivered. The search for "best practice" can taker place both inside a particular industry, and also in other industries (for example - are there lessons to be learned from other industries?). December 2011 Benchmarking Ver01 13
  14. 14. Benchmarking • Also referred to as "best practice benchmarking" or "process benchmarking", it is a process used in management and particularly strategic management, in which organizations evaluate various aspects of their processes in relation to best practice, usually within their own sector. December 2011 Benchmarking Ver01 14
  15. 15. December 2011 Benchmarking Ver01 15 Outline • Why Benchmark? • Selecting Targets • Terminology • Cost/Benefit Analysis • Keys to Successful Benchmarking • The Benchmarking Process • Tools of Benchmarking • Identifying Candidate Partners • The Site Visit and Beyond
  16. 16. December 2011 Benchmarking Ver01 16 Why Benchmark? + Identify opportunities + Set realistic but aggressive goals + Challenge internal paradigms on what is possible + Understand methods for improved processes + Uncover strengths within your organization + Learn from the leaders’ experiences + Better prioritize and allocate resources Performance Improvement
  17. 17. December 2011 Benchmarking Ver01 17 Comparing Scenarios
  18. 18. December 2011 Benchmarking Ver01 18 Selecting Benchmarking Targets
  19. 19. December 2011 Benchmarking Ver01 19 Evaluating Targets • Is this process important to our customers? • Would improvements in this process support our business goals and objectives? • Is the process owner committed to making changes in this process? (Do we know who the process owner is?)
  20. 20. What we do in Benchmarking? Starting With your own Mission statement, a Company must honestly analyze its current Procedures & determine areas for improvement. Carefully Select Competitors worthy of Partnership (i.e. Xerox vs. L. L. Bean) Devise Strategy for Implementing a new Program. The Key to successful Benchmarking lies in Analysis.
  21. 21. The 12 stage methodology consisted of 1. Select subject ahead 2. Define the process 3. Identify potential partners 4. Identify data sources 5. Collect data and select partners 6. Determine the gap 7. Establish process differences 8. Target future performance 9. Communicate 10. Adjust goal 11. Implement 12. Review/recalibrate. December 2011 Benchmarking Ver01 21
  22. 22. December 2011 Benchmarking Ver01 22 Terminology Types of Benchmarking • Internal – Comparisons between yourself and similar operations within your own organization • Competitive – Comparisons among competitors for a specific product • Functional – Comparisons to similar functions within the same industry • Generic – Comparisons of processes independent of industry or overall functions
  23. 23. December 2011 Benchmarking Ver01 23 Terminology Types of Benchmarking • 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. • Financial benchmarking - performing a financial analysis and comparing the results in an effort to assess your overall competitiveness. • Performance benchmarking - allows the initiator firm to assess their competitive position by comparing products and services with those of target firms.
  24. 24. December 2011 Benchmarking Ver01 24 Terminology Types of Benchmarking • Product benchmarking - 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. • Strategic benchmarking - involves observing how others compete. This type is usually not industry specific meaning it is best to look at other industries. • Functional benchmarking - a company will focus its benchmarking on a single function in order 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.
  25. 25. December 2011 Benchmarking Ver01 25 “Benchtrending” • The latest approach to benchmarking performance • Continuous monitoring of specific process performance with a select group of benchmarking partners
  26. 26. December 2011 Benchmarking Ver01 26 Cost/Benefits Analysis Costs • Costs associated with conducting a benchmarking study: – Direct labor for team members – Data gathering/data analysis – Research to identify potential benchmarking partners – Publication and distribution of final report • Costs occasionally associated with conducting a benchmarking study: – Training on specific skills and tools – Long-distance telephone and fax charges – Travel expenses – Consultant fees for third-party competitive benchmarking And, of course, implementation costs! Benefits • Improving processes critical to our business - Enhanced customer satisfaction - Cost reduction - Cycle time reduction - Enhanced employee satisfaction • Establishing market-driven goals • Gaining professional development and personal enthusiasm from seeing "the best" in action • Identifying additional opportunities for improvement beyond the scope of the benchmarking project • Establishing professional contacts • Challenging "the way it's always been done" • Becoming more competitive • Shortening the process improvement cycle itself (accelerated learning)
  27. 27. December 2011 Benchmarking Ver01 27 Leveraging the Benefits
  28. 28. December 2011 Benchmarking Ver01 28 Keys to Successful Benchmarking What You Need to Make Benchmarking Effective • Focus on the processes that are critical to your business • Desire to use benchmarking in conjunction with strategic planning • Willingness to admit that you’re not the best • Openness to new ideas from potentially unexpected sources • Commitment to provide resources and to overcome resistance to change • Recognition given to successful benchmarking teams • Understanding of the benchmarking process • Communication to the organization about the objectives of the benchmarking project
  29. 29. December 2011 Benchmarking Ver01 29 When You Shouldn’t Benchmark • You aren’t targeting a process or it isn’t critical to the business • You don’t know what your customers require from your process • Key stakeholders aren’t involved in the benchmarking project • Inadequate resources have been committed • You have an unreasonable fear of sharing information with benchmarking partners • There are no up-front plans for implementing your findings • You haven’t done your ―homework‖ before contacting benchmarking partners • You’re benchmarking an organization rather than a process • There is a strong resistance to change (NIH syndrome) • When you are expecting results instantaneously
  30. 30. December 2011 Benchmarking Ver01 30 Understanding the Current Process Doing Your “Homework” • Use process mapping tools to define your current process • Identify customer expectations for your process • Determine current process performance • Use analysis tools to understand the causes for inefficiencies in the process (hint: you don’t have to wait to make improvements) • Identify targets based on analysis
  31. 31. December 2011 Benchmarking Ver01 31 The Benchmarking Process APQC’s Four-Phase Model
  32. 32. December 2011 Benchmarking Ver01 32 Planning Phase PLAN 1. Form (and train, if needed) benchmarking team 2. Analyze and document the current process a. Identify the area of focus b. Identify the critical success factors (CSF)s for the area c. Develop measures for the CSFs 3. Establish scope of benchmarking study 4. Develop purpose statement 5. Develop criteria for benchmarking partners 6. Identify target benchmarking partners 7. Define a data collection plan and determine how the data will be used/ managed/distributed 8. Identify how implementation of improvements will be accomplished
  33. 33. December 2011 Benchmarking Ver01 33 Collection Phase 1. Secondary research based on select/sort criteria 2. Evaluate results and identify potential partners 3. Develop data collection instruments 4. Pilot data collection instruments internally 5. Identify and contact best practice partners and enlist participation 6. Screen partners and evaluate for best “fit” with criteria 7. Develop detailed questionnaire 8. Conduct detailed investigation a. Detailed questionnaire b. Follow-up telephone interviews c. Site visits
  34. 34. December 2011 Benchmarking Ver01 34 Collection Phase 1. Compare your current performance data to your partners' data – Sort and compile data – Make your performance data comparable (normalize) – Identify gaps 2. Identify operational best practices and enablers – What are participants doing that you are not doing – How do they do it (enablers) 3. Formulate strategy to close the gaps – Assess adaptability of practices and enablers – Identify opportunities for improvement 4. Develop implementation plan
  35. 35. December 2011 Benchmarking Ver01 35 Adapting Improvements 1. Implement the plan 2. Monitor and report progress  Celebrate ! ! !  (Acknowledge the benchmarking team) 3. Document the study - Communicate the results (internally and to benchmarking partners) - Assist in the internal transfer of best practices 4. Plan for continuous improvement – Identify new benchmarking opportunities – Set new goals
  36. 36. December 2011 Benchmarking Ver01 36 Tools of Benchmarking • Process mapping • Process performance measurements • Project management • Questionnaire design • Interviewing skills • Observation skills • Etiquette and legal issues
  37. 37. December 2011 Benchmarking Ver01 37 Process Mapping Instructions for Building a Top-Down Flowchart
  38. 38. December 2011 Benchmarking Ver01 38 Process Definition Key to Effective Benchmarking What’s the Process of Checking into a hotel? (hint … the customer defines it)
  39. 39. December 2011 Benchmarking Ver01 39
  40. 40. December 2011 Benchmarking Ver01 40 Product/Process Map • Think of yourself as the product. Then... – Walk the process and see what happens to you – Identify each activity – Determine if you are being operated on, transported, inspected, waiting, or stored – Determine how far you were moved – Determine how long each activity took – Determine what value-added work was done on you – Summarize the information
  41. 41. December 2011 Benchmarking Ver01 41 Defining Work A step may be non-value-added but necessary if: It is required by law, regulation, or contract It is required for health, safety,environmental, or ethical considerations A step is value-added if: • The customer recognizes the value, • It changes the product, and • It’s done right the first time EPA OHSAS ISO IEEE
  42. 42. December 2011 Benchmarking Ver01 42 Process Performance Measurements • Tied to customer expectations • Aligned with strategic objectives • Clearly reflective of the process (not overly influenced by other factors) • Data easily obtained and understood • Can be monitored over time • Examples: – Cycle time – Rejects per month – Costs
  43. 43. December 2011 Benchmarking Ver01 43 Project Management • Project management techniques are useful in – Planning the benchmarking study – Developing the implementation plan • Tasks • Resources • Schedule
  44. 44. December 2011 Benchmarking Ver01 44 Questionnaire Design • Keep the questionnaire simple (no more than 2 pages). • Determine the intent of the questionnaire (1) screen potential benchmarking partners, or (2) obtain specific process-related information from selected partner(s) • Briefly explain the study’s purpose and how their responses will be used. • Be specific about the process under study. (hint: include a simple process map) • Use neutral language. Don't ask questions that presuppose the answer. • Test the questionnaire internally on people who are unfamiliar with your project. – Are the questions clear? Do the responses really address your issues?
  45. 45. December 2011 Benchmarking Ver01 45 Questionnaire Design • Answer the questionnaire about your own process. • Ask yourself, "What kind of response do I expect from this question, and what will I do with the information when I get it?" Focus on the critical issues. • Don't use acronyms or organization-specific terminology. (No TLAs) • Ask the respondents to forward the questionnaire if others are better able to answer the questions. • Provide a contact from the benchmarking team, and an address (or fax number) where the questionnaires should be returned or issues clarified. • Indicate whether the respondent should expect any further contact from your team. • Thank the participants for their cooperation.
  46. 46. December 2011 Benchmarking Ver01 46 Interviewing Skills • Be prepared. Know your own process and its performance measurements. Be familiar with the questions you will be asking, and have other questions thought out that would help you elicit additional information. • Be sensitive to the protocol and culture of your benchmarking partner. Follow their lead. • Use a standard set of questions with each benchmarking partner, but be flexible in the interview to permit them to share additional information. You might ask, "Is there anything that we've failed to ask you that might be useful to us?" • Practice active listening skills, and listen more than you speak. Never argue--among yourselves or with your partners.
  47. 47. December 2011 Benchmarking Ver01 47 Interviewing Skills • Gather facts, but be open to hearing opinions. • Be candid about the deficiencies of your own process, but don't assign blame. • Be considerate of your benchmarking partners' schedule constraints. Never take more time then you have scheduled unless you are encouraged to do so by your partners. • Thank your partners for their cooperation, and indicate if/when they should expect any further contact from your team.
  48. 48. December 2011 Benchmarking Ver01 48 Observation Skills • Site visits provide opportunities to observe the enablers in place at your benchmarking partners – Resources – Process characteristics – Cultural attributes
  49. 49. December 2011 Benchmarking Ver01 49 Benchmarking Etiquette • Don't ask for data that you aren't willing to provide in return. • Remember that you and your team represent your whole company in the eyes of your benchmarking partners. • Send questions in advance of telephone conversations or site visits. • Inquire up-front about confidentiality issues or topics that are "off-limits." • Never press for information that is not willingly given. • Don't reveal information that other benchmarking partners have given you unless you are certain it was meant to be shared with other companies. • You may offer to share findings of the study, keeping in mind any issues of confidentiality between partner companies. • When in doubt, don't ask!
  50. 50. December 2011 Benchmarking Ver01 50 Illegal Benchmarking Practices • Submitting phony requests for information in order to obtain pricing information • Performing reverse engineering when the product is obtained illegally • Covert photography or tape recording • Violations of Antitrust Law/Unfair Trade Practices – Requesting information from direct competitors on: • Marketing strategies • Sales incentives • Cost or pricing data (other than commercially available price lists) • Contract terms and conditions • Unethical practices – Misrepresenting yourself, your company, or your intentions in obtaining information – Querying job candidates about practices of their present employers – Using information that was given to you for a specific purpose for another reason without first obtaining permission from the benchmarking partner who provided it
  51. 51. December 2011 Benchmarking Ver01 51 Identifying Candidate Partners
  52. 52. December 2011 Benchmarking Ver01 52 Where Do You Start the Search for the Best? • Focus on the process, not the company – All of the processes at world-class companies aren't world-class processes (beware of the ―halo‖ effect) – Even mediocre companies can have a world-class process or two • Weigh the ease of getting access against possible performance compromises – Understand the spectrum from parity (just "different"), to some improvement over the current process, to best practice, to best-in-class or world-class – Decide "best-in-class" or best-in-Cleveland or somewhere in-between
  53. 53. December 2011 Benchmarking Ver01 53
  54. 54. December 2011 Benchmarking Ver01 54 Screening Potential Partners What characteristics in a potential benchmarking partner are important to the process under study?
  55. 55. December 2011 Benchmarking Ver01 55 Tapping into “Hidden” Resources • Resources that are internally accessible – Library databases and literature searches – Employees who have worked at other companies, in other industries – Sales and marketing personnel – Field service personnel – Media attention — articles, shows – Other divisions of your organization • Resources that require external contact – Professional associations – Industry publications – Customers – Suppliers – Seminars and conferences – Universities and alumni associations – Benchmarking clearinghouses – Consultants
  56. 56. December 2011 Benchmarking Ver01 56 Making Contact • Initial contact must establish expectations – Mutual benefit – Effective/disciplined use of information – Cultural fit – Thorough preparation – Willingness to share – Respect for any issues of confidentiality
  57. 57. December 2011 Benchmarking Ver01 57 Establishing a Relationship with Benchmarking Partners• Process-specific information might include – Process map – Physical layout of the process (including floor space) – Quality data – Cycle time data – Pictures of equipment and equipment/materials lists – Associated procedures, forms, standards, and specifications – Customer and supplier requirements – Skills required and the syllabus from associated training – Descriptions of any associated regulations, environmental factors, and healthy and safety data requirements • You may also want to offer the following information about your organization and may want to ask for similar information from your benchmarking partners • Brochures describing the organization – Organization charts – Newsletters
  58. 58. December 2011 Benchmarking Ver01 58 Preparing for a Site Visit • Get agreement on the agenda • Send a confirmation letter (restate your intentions, ensure that the right people are present, and permit your host to review your questions) • Clarify any issues of confidentiality • Ensure that each member of your team understands his/her areas of responsibility
  59. 59. December 2011 Benchmarking Ver01 59 During Site Visits • Pay attention during introductions (names, responsibilities, experience) • Ask to tour the facilities, if possible, in addition to the areas involved in the subject process Clarify the protocol for talking with employees during the tour • Take thorough notes • Use breaks and lunch to build rapport • Be observant; look for the enablers • Be open to “the unexpected”
  60. 60. December 2011 Benchmarking Ver01 60 Learning From the Best Translating Information into Action • Analyze the data and insights gathered from benchmarking partners – Compare process performance measurements – Review goals – Prepare a gap analysis • Understand the factors that contribute to your partners' superior performance – Which can be adopted? – Which can be adapted? • Map the "to-be" process • Use project management skills to identify tasks, resources, and schedule to implement process changes • Identify who must be "sold" on process changes • Implement and monitor process performance
  61. 61. December 2011 Benchmarking Ver01 61 Sample Summary
  62. 62. December 2011 Benchmarking Ver01 62 Last Steps • Send a letter of appreciation • Ensure that any concerns your partner raised have been addressed • When completed, send a courtesy copy of your final report • Capture lessons learned from the benchmarking process itself • Review new process performance to ensure that improvements have been sustained • Identify other candidate processes for benchmarking – Potential for additional exchange with benchmarking partners – Build on success
  63. 63. Thank you For Your Attention seifollahy@irantraining.org

×