Bench marking
•Download as PPTX, PDF•
1 like•52 views
Benchmarking involves comparing a company's processes and performance metrics to industry best practices. It is done in key areas like quality, time, and cost. Companies identify top performers in their industry or similar industries and compare their results and processes to find areas for improvement. There are several types of benchmarking, including process, financial, performance, strategic, functional, and product benchmarking. Benchmarking is also used in the public and nursing sectors to improve services and identify best practices over time.
Report
Share
Report
Share
Recommended
Benchmarking
Benchmarking is the process of continually searching for the best methods, practices and processes, and either adopting or adapting their good features and implementing them to become the “best of the best.” It is a continuous process of investigation that provides valuable information by learning from others through a pragmatic search for ideas. There are different types of benchmarking including process, financial, performance, product, strategic, functional, and best-in-class benchmarking. Benchmarking follows key principles such as providing mutual benefit, focusing on functional similarities and comparable properties, using systematic measurement and objective/reliable data.
Benchmarking
Benchmarking is the process of continually searching for the best methods, practices and processes, and either adopting or adapting their good features and implementing them to become the “best of the best.” It is a continuous process of investigation that provides valuable information by learning from others through a pragmatic search for ideas. There are different types of benchmarking including process, financial, performance, product, strategic, functional, and best-in-class benchmarking. Benchmarking follows key principles such as providing mutual benefit, focusing on functional similarities and comparable properties, using systematic measurement and objective/reliable data.
Benchmarking
This paper, published by the LMJ desrcribes the benefits on Benchmarking with comments from those who have used Lean Benchmarking sucessfully
104performance measurementandbenchmarking
The document discusses performance measurement in purchasing, defining it as the quantitative or qualitative assessment over time of achieving goals related to purchasing economics, efficiency, and effectiveness. It notes difficulties in measuring purchasing performance due to lack of clear definitions and standards. Finally, it discusses approaches to measuring purchasing performance like accounting, auditing, benchmarking, and management by objectives, providing examples of benchmarking criteria.
Benchmarking
Benchmarking is a process that compares business processes and performance metrics to industry best practices. It involves identifying high-performing companies in the same or similar industries and comparing one's own processes and performance to learn best practices. Benchmarking has been extended from comparing strategies to comparing technical products and is used widely in industries like automotive manufacturing. There are various benchmarking methodologies but they generally involve identifying areas for improvement, finding comparable processes in other industries, identifying leaders, surveying them, visiting to identify practices, and implementing improvements.
Benchmarking
Benchmarking is the process of comparing business processes and performance metrics to best practices from other industries. The key dimensions typically measured are quality, time and cost. Management identifies high performing companies in the target industry or other industries with similar processes. They study the targets' processes and results to learn why those companies are successful and how their own processes and performance can be improved. There are various types of benchmarking including process, performance, strategic, internal and external benchmarking. The overall goal is to continuously improve practices and increase performance.
Beanchmarketing
Benchmarking is the process of identifying and measuring best practices to evaluate an organization's performance and identify areas for improvement. It involves examining both internal business units and external competitors or leaders in other industries. The goal is to understand where an organization excels and where others perform similar functions better in order to implement changes that close performance gaps. There are different types of benchmarking that focus on strategies, processes, functions or specific business units depending on the goals. An effective benchmarking process involves understanding current performance, analyzing others, comparing performance, and implementing steps to improve.
BALANCE SCORECARD
ALL THE DETAILS ARE MENTIONED IN THE DOCUMENT RELATED TO ALL 4 PERSPECTIVES OF BSC.
-REFERRED MAINLY FOR STRATEGIC COST MANAGEMENT.
-INCLUDES ALL THE EXPLANATION WITH APPROPRIATE EXAMPLES & CASE STUDY
Recommended
Benchmarking
Benchmarking is the process of continually searching for the best methods, practices and processes, and either adopting or adapting their good features and implementing them to become the “best of the best.” It is a continuous process of investigation that provides valuable information by learning from others through a pragmatic search for ideas. There are different types of benchmarking including process, financial, performance, product, strategic, functional, and best-in-class benchmarking. Benchmarking follows key principles such as providing mutual benefit, focusing on functional similarities and comparable properties, using systematic measurement and objective/reliable data.
Benchmarking
Benchmarking is the process of continually searching for the best methods, practices and processes, and either adopting or adapting their good features and implementing them to become the “best of the best.” It is a continuous process of investigation that provides valuable information by learning from others through a pragmatic search for ideas. There are different types of benchmarking including process, financial, performance, product, strategic, functional, and best-in-class benchmarking. Benchmarking follows key principles such as providing mutual benefit, focusing on functional similarities and comparable properties, using systematic measurement and objective/reliable data.
Benchmarking
This paper, published by the LMJ desrcribes the benefits on Benchmarking with comments from those who have used Lean Benchmarking sucessfully
104performance measurementandbenchmarking
The document discusses performance measurement in purchasing, defining it as the quantitative or qualitative assessment over time of achieving goals related to purchasing economics, efficiency, and effectiveness. It notes difficulties in measuring purchasing performance due to lack of clear definitions and standards. Finally, it discusses approaches to measuring purchasing performance like accounting, auditing, benchmarking, and management by objectives, providing examples of benchmarking criteria.
Benchmarking
Benchmarking is a process that compares business processes and performance metrics to industry best practices. It involves identifying high-performing companies in the same or similar industries and comparing one's own processes and performance to learn best practices. Benchmarking has been extended from comparing strategies to comparing technical products and is used widely in industries like automotive manufacturing. There are various benchmarking methodologies but they generally involve identifying areas for improvement, finding comparable processes in other industries, identifying leaders, surveying them, visiting to identify practices, and implementing improvements.
Benchmarking
Benchmarking is the process of comparing business processes and performance metrics to best practices from other industries. The key dimensions typically measured are quality, time and cost. Management identifies high performing companies in the target industry or other industries with similar processes. They study the targets' processes and results to learn why those companies are successful and how their own processes and performance can be improved. There are various types of benchmarking including process, performance, strategic, internal and external benchmarking. The overall goal is to continuously improve practices and increase performance.
Beanchmarketing
Benchmarking is the process of identifying and measuring best practices to evaluate an organization's performance and identify areas for improvement. It involves examining both internal business units and external competitors or leaders in other industries. The goal is to understand where an organization excels and where others perform similar functions better in order to implement changes that close performance gaps. There are different types of benchmarking that focus on strategies, processes, functions or specific business units depending on the goals. An effective benchmarking process involves understanding current performance, analyzing others, comparing performance, and implementing steps to improve.
BALANCE SCORECARD
ALL THE DETAILS ARE MENTIONED IN THE DOCUMENT RELATED TO ALL 4 PERSPECTIVES OF BSC.
-REFERRED MAINLY FOR STRATEGIC COST MANAGEMENT.
-INCLUDES ALL THE EXPLANATION WITH APPROPRIATE EXAMPLES & CASE STUDY
Operations strategy and competitiveness
The document discusses operations strategy and its role in supporting business strategy. It explains that an operations strategy specifies how organizational resources will be used to achieve business goals. An operations strategy focuses on the specific capabilities that give a competitive edge, such as cost, quality, time, and flexibility. The document provides examples of how companies can compete based on these different dimensions through their operations strategies and functions.
TRANSFER PRICING
This document discusses transfer pricing, which refers to the prices charged for goods, services, or assets transferred between divisions within the same company. It covers several key points:
1. Transfer pricing is important for performance evaluation and goal congruence between divisions. Various transfer pricing methods can be used, including cost-plus, negotiated prices, and market prices.
2. The choice of transfer pricing method impacts divisional behavior and incentives. Cost-based methods may not incentivize cost reductions, while market prices promote competitiveness.
3. Internationally, transfer prices must comply with the arm's length principle of being comparable to prices charged between unrelated parties. Application of this standard varies between countries.
Types of Benchmarking in Total Quality Management
The document discusses different types of benchmarking used in total quality management including process, financial, performance, product, strategic, and functional benchmarking. It then outlines the typical procedure for benchmarking which involves identifying problem areas, finding other industries with similar processes, identifying leading organizations, surveying companies for measures and practices, visiting best practice companies, and implementing new practices.
Benchmarking
The document discusses benchmarking, which involves comparing performance metrics to other organizations in order to identify areas for improvement. It outlines the history and definition of benchmarking, as well as different types (e.g. internal vs. external). A typical benchmarking process involves planning, data collection, analysis, implementation, and monitoring. Various tools are used in benchmarking, including balanced scorecards, gap analysis, and data envelopment analysis. While benchmarking provides a way to improve performance, it also faces challenges in securing sponsorship, defining scope and metrics, establishing standards, and deriving meaningful results.
Benchmarkingzen1
An explanantion of the process and uses of benchmarking to improve business performance. Contact a.sharma@zenithllp.com for further info.
Value Engineering And Value Analysis
Value analysis and value engineering are techniques used to identify unnecessary costs in products, processes, and services. Value analysis is traditionally used after development to analyze existing offerings, while value engineering is used during design and development stages. Both use a team approach and function analysis methodology to reliably deliver necessary functions at the lowest total cost over the lifecycle in order to maximize value for the customer. Larry Miles is considered the founder of these techniques which he developed at GE in the 1940s and which have since been widely adopted.
Operations strategy
operations strategy
,
positioning the firm
,
strategic decisions in operations
,
effective ways to deploy strategy
Value analysis and business model (vers. 2014)
This document provides an overview of value analysis and business models. It begins with recapping key concepts from the previous lesson on market and costs. It then discusses perceived value and how companies like Gillette, 3M, and A-Style create additional perceived value to justify higher costs. Next, it covers business models like freemium, advertising, and low-cost. The document concludes by explaining the business model canvas and its nine components: value proposition, customer segments, channels, customer relationships, revenue streams, key resources, key partners, key activities, and cost structure.
Oranisation appraissal and strategy formulation
This document discusses strategic management and the strategy formulation process. It outlines the five steps of strategy formulation: 1) developing a strategic vision, mission, and values, 2) setting objectives, 3) crafting a strategy to achieve objectives, 4) executing the strategy, and 5) evaluating the internal and external environment and adjusting. It also discusses analyzing the internal and external environment, qualitative and quantitative strategic analysis tools, setting strategic objectives, and the importance of implementing and evaluating strategies.
operations strategy and competitiveness
The document discusses strategic planning and operations strategy. It provides an overview of the strategic planning process, including preparing a mission statement, creating a vision, setting goals, formulating strategies, designing tactics, evaluating performance, and measuring results. It also discusses different types of operations strategies such as competing on price, quality, time, and flexibility. Examples are provided of strategic plans for individuals and companies. The document also covers topics like measuring productivity, types of productivity measures, and ways to improve productivity.
Order Winning
This document discusses order winning criteria and distinguishes them from order qualifiers. Order qualifiers are the minimum requirements needed to be considered as a supplier, while order winners are the criteria that actually result in winning an order when competitors have met the qualifiers. Some key order winning criteria discussed are price, delivery (speed and reliability), quality, ability to meet demand increases, and product range. The document emphasizes the importance of identifying and prioritizing the most important order winning criteria for a company's products in order to focus manufacturing efforts.
Strategic Cost Management
Activity-based costing (ABC) assigns overhead costs to products and services based on their use of resources such as machine hours or labor hours. It was developed to more accurately assign indirect costs than traditional costing methods. ABC identifies activities performed in an organization and assigns costs to these activities using cost drivers. The costs of activities are then assigned to products or services based on their use of each activity. This provides managers with more accurate product costs to make better-informed decisions.
Operations strategy
This document provides an overview of a management systems operations strategy course. It includes discussions on competitive priorities and operations performance objectives like quality, speed, dependability, flexibility and cost. It discusses how the meaning and importance of these objectives can vary across different industries and companies. It also covers topics like developing an operations strategy through reconciling market requirements with operations resources, capabilities and processes. Trade-offs between objectives and building competitive capabilities over time are also summarized. The instructor engages participants in exercises to analyze specific companies' market needs, resources and how to develop focused strategies.
Operation strategy and competitiveness
The document discusses operation and supply strategy. It defines operation strategy as setting policies and plans for using a firm's resources to support its long-term competitive strategy. Operation strategy involves strategic decisions about planning, quality control, and organizing the operations function. It also discusses several competitive dimensions firms consider, including cost, quality, delivery speed and reliability, flexibility, and other product-specific criteria. Firms must decide which dimensions are most critical and focus resources accordingly, as excelling at all dimensions simultaneously is not possible due to trade-offs. The document also outlines frameworks for developing manufacturing and service operation strategies that fit with a firm's overall corporate strategy.
Manufacturing strategy
Manufacturing strategy aims to achieve competitive advantages through effective decision making and use of manufacturing strengths. It links market requirements to manufacturing objectives. Competitive priorities like cost, quality, flexibility and delivery are important dimensions that can be order winners or qualifiers. A manufacturing strategy is formulated through assessing current performance, developing action plans, and implementing those plans. The process involves conducting a SWOT analysis, identifying core competencies, and determining appropriate competitive priorities for the business.
Operations Strategy-A Literature Review
This document provides a literature review on operations strategy. It discusses four main points: 1) There are multiple accepted methods for developing an operations strategy, including top-down, bottom-up, and integrated approaches. 2) There is more literature on the content of operations strategies than the process. 3) Linking corporate and operations strategies improves company performance. 4) Recent research and a changing business environment have increased the importance of operations strategy for organizations.
What is a Strategy? Michael Porter - Harvard Business Review
This document discusses the concept of strategy. It defines strategy as creating a unique and valuable market position through choosing different activities than competitors. This requires trade-offs to not do everything. Strategy relies on unique activities and fit among activities to create sustainability. Operational effectiveness alone is not a strategy. Leaders must define the strategy, make trade-offs, and forge fit among activities.
Value Analysis and Value Engineering in Material Management
From here u can know the importance of value analysis, its characteristics, its area of application, value tests, and its process...and so on
Operation Strategy for Compititors PIM SAT
This document discusses strategies for competitiveness. It defines competitiveness as how effectively an organization meets customer wants and needs compared to others offering similar goods or services. Key factors that determine competitiveness are identified as price, product/service, flexibility, quality, and time to perform activities. The document then provides examples of different strategies such as low cost, scale-based, specialization, and flexibility. It discusses why some organizations fail and stresses the importance of determining customer needs and meeting expectations. Finally, it discusses the relationships between mission, goals, strategies, and tactics in planning and decision making.
Benchmarking
Benchmarking is the process of continually searching for the best methods, practices and processes, and either adopting or adapting their good features and implementing them to become the “best of the best.” It is a continuous process of investigation that provides valuable information by learning from others through a pragmatic search for ideas. There are different types of benchmarking including process, financial, performance, product, strategic, functional, and best-in-class benchmarking. Benchmarking follows principles such as ensuring mutual benefit, focusing on similarities, using systematic measurement, and relying on accurate data.
Benchmarking
Benchmarking is the process of continually searching for the best methods, practices and processes, and either adopting or adapting their good features and implementing them to become the “best of the best.” It is a continuous process of investigation that provides valuable information by learning from others through a pragmatic search for ideas. There are different types of benchmarking including process, financial, performance, product, strategic, functional, and best-in-class benchmarking. Benchmarking follows key principles such as providing mutual benefit, focusing on functional similarities and comparable properties, using systematic measurement and objective/reliable data.
Benchmarking
Benchmarking is the process of continually searching for the best methods, practices and processes, and either adopting or adapting their good features and implementing them to become the “best of the best.” It is a continuous process of investigation that provides valuable information by learning from others through a pragmatic search for ideas. There are different types of benchmarking including process, financial, performance, product, strategic, functional, and best-in-class benchmarking. Benchmarking follows key principles such as providing mutual benefit, focusing on functional similarities and comparable properties, using systematic measurement and objective/reliable data.
More Related Content
What's hot
Operations strategy and competitiveness
The document discusses operations strategy and its role in supporting business strategy. It explains that an operations strategy specifies how organizational resources will be used to achieve business goals. An operations strategy focuses on the specific capabilities that give a competitive edge, such as cost, quality, time, and flexibility. The document provides examples of how companies can compete based on these different dimensions through their operations strategies and functions.
TRANSFER PRICING
This document discusses transfer pricing, which refers to the prices charged for goods, services, or assets transferred between divisions within the same company. It covers several key points:
1. Transfer pricing is important for performance evaluation and goal congruence between divisions. Various transfer pricing methods can be used, including cost-plus, negotiated prices, and market prices.
2. The choice of transfer pricing method impacts divisional behavior and incentives. Cost-based methods may not incentivize cost reductions, while market prices promote competitiveness.
3. Internationally, transfer prices must comply with the arm's length principle of being comparable to prices charged between unrelated parties. Application of this standard varies between countries.
Types of Benchmarking in Total Quality Management
The document discusses different types of benchmarking used in total quality management including process, financial, performance, product, strategic, and functional benchmarking. It then outlines the typical procedure for benchmarking which involves identifying problem areas, finding other industries with similar processes, identifying leading organizations, surveying companies for measures and practices, visiting best practice companies, and implementing new practices.
Benchmarking
The document discusses benchmarking, which involves comparing performance metrics to other organizations in order to identify areas for improvement. It outlines the history and definition of benchmarking, as well as different types (e.g. internal vs. external). A typical benchmarking process involves planning, data collection, analysis, implementation, and monitoring. Various tools are used in benchmarking, including balanced scorecards, gap analysis, and data envelopment analysis. While benchmarking provides a way to improve performance, it also faces challenges in securing sponsorship, defining scope and metrics, establishing standards, and deriving meaningful results.
Benchmarkingzen1
An explanantion of the process and uses of benchmarking to improve business performance. Contact a.sharma@zenithllp.com for further info.
Value Engineering And Value Analysis
Value analysis and value engineering are techniques used to identify unnecessary costs in products, processes, and services. Value analysis is traditionally used after development to analyze existing offerings, while value engineering is used during design and development stages. Both use a team approach and function analysis methodology to reliably deliver necessary functions at the lowest total cost over the lifecycle in order to maximize value for the customer. Larry Miles is considered the founder of these techniques which he developed at GE in the 1940s and which have since been widely adopted.
Operations strategy
operations strategy
,
positioning the firm
,
strategic decisions in operations
,
effective ways to deploy strategy
Value analysis and business model (vers. 2014)
This document provides an overview of value analysis and business models. It begins with recapping key concepts from the previous lesson on market and costs. It then discusses perceived value and how companies like Gillette, 3M, and A-Style create additional perceived value to justify higher costs. Next, it covers business models like freemium, advertising, and low-cost. The document concludes by explaining the business model canvas and its nine components: value proposition, customer segments, channels, customer relationships, revenue streams, key resources, key partners, key activities, and cost structure.
Oranisation appraissal and strategy formulation
This document discusses strategic management and the strategy formulation process. It outlines the five steps of strategy formulation: 1) developing a strategic vision, mission, and values, 2) setting objectives, 3) crafting a strategy to achieve objectives, 4) executing the strategy, and 5) evaluating the internal and external environment and adjusting. It also discusses analyzing the internal and external environment, qualitative and quantitative strategic analysis tools, setting strategic objectives, and the importance of implementing and evaluating strategies.
operations strategy and competitiveness
The document discusses strategic planning and operations strategy. It provides an overview of the strategic planning process, including preparing a mission statement, creating a vision, setting goals, formulating strategies, designing tactics, evaluating performance, and measuring results. It also discusses different types of operations strategies such as competing on price, quality, time, and flexibility. Examples are provided of strategic plans for individuals and companies. The document also covers topics like measuring productivity, types of productivity measures, and ways to improve productivity.
Order Winning
This document discusses order winning criteria and distinguishes them from order qualifiers. Order qualifiers are the minimum requirements needed to be considered as a supplier, while order winners are the criteria that actually result in winning an order when competitors have met the qualifiers. Some key order winning criteria discussed are price, delivery (speed and reliability), quality, ability to meet demand increases, and product range. The document emphasizes the importance of identifying and prioritizing the most important order winning criteria for a company's products in order to focus manufacturing efforts.
Strategic Cost Management
Activity-based costing (ABC) assigns overhead costs to products and services based on their use of resources such as machine hours or labor hours. It was developed to more accurately assign indirect costs than traditional costing methods. ABC identifies activities performed in an organization and assigns costs to these activities using cost drivers. The costs of activities are then assigned to products or services based on their use of each activity. This provides managers with more accurate product costs to make better-informed decisions.
Operations strategy
This document provides an overview of a management systems operations strategy course. It includes discussions on competitive priorities and operations performance objectives like quality, speed, dependability, flexibility and cost. It discusses how the meaning and importance of these objectives can vary across different industries and companies. It also covers topics like developing an operations strategy through reconciling market requirements with operations resources, capabilities and processes. Trade-offs between objectives and building competitive capabilities over time are also summarized. The instructor engages participants in exercises to analyze specific companies' market needs, resources and how to develop focused strategies.
Operation strategy and competitiveness
The document discusses operation and supply strategy. It defines operation strategy as setting policies and plans for using a firm's resources to support its long-term competitive strategy. Operation strategy involves strategic decisions about planning, quality control, and organizing the operations function. It also discusses several competitive dimensions firms consider, including cost, quality, delivery speed and reliability, flexibility, and other product-specific criteria. Firms must decide which dimensions are most critical and focus resources accordingly, as excelling at all dimensions simultaneously is not possible due to trade-offs. The document also outlines frameworks for developing manufacturing and service operation strategies that fit with a firm's overall corporate strategy.
Manufacturing strategy
Manufacturing strategy aims to achieve competitive advantages through effective decision making and use of manufacturing strengths. It links market requirements to manufacturing objectives. Competitive priorities like cost, quality, flexibility and delivery are important dimensions that can be order winners or qualifiers. A manufacturing strategy is formulated through assessing current performance, developing action plans, and implementing those plans. The process involves conducting a SWOT analysis, identifying core competencies, and determining appropriate competitive priorities for the business.
Operations Strategy-A Literature Review
This document provides a literature review on operations strategy. It discusses four main points: 1) There are multiple accepted methods for developing an operations strategy, including top-down, bottom-up, and integrated approaches. 2) There is more literature on the content of operations strategies than the process. 3) Linking corporate and operations strategies improves company performance. 4) Recent research and a changing business environment have increased the importance of operations strategy for organizations.
What is a Strategy? Michael Porter - Harvard Business Review
This document discusses the concept of strategy. It defines strategy as creating a unique and valuable market position through choosing different activities than competitors. This requires trade-offs to not do everything. Strategy relies on unique activities and fit among activities to create sustainability. Operational effectiveness alone is not a strategy. Leaders must define the strategy, make trade-offs, and forge fit among activities.
Value Analysis and Value Engineering in Material Management
From here u can know the importance of value analysis, its characteristics, its area of application, value tests, and its process...and so on
Operation Strategy for Compititors PIM SAT
This document discusses strategies for competitiveness. It defines competitiveness as how effectively an organization meets customer wants and needs compared to others offering similar goods or services. Key factors that determine competitiveness are identified as price, product/service, flexibility, quality, and time to perform activities. The document then provides examples of different strategies such as low cost, scale-based, specialization, and flexibility. It discusses why some organizations fail and stresses the importance of determining customer needs and meeting expectations. Finally, it discusses the relationships between mission, goals, strategies, and tactics in planning and decision making.
What's hot (19)
What is a Strategy? Michael Porter - Harvard Business Review
What is a Strategy? Michael Porter - Harvard Business Review
Value Analysis and Value Engineering in Material Management
Value Analysis and Value Engineering in Material Management
Similar to Bench marking
Benchmarking
Benchmarking is the process of continually searching for the best methods, practices and processes, and either adopting or adapting their good features and implementing them to become the “best of the best.” It is a continuous process of investigation that provides valuable information by learning from others through a pragmatic search for ideas. There are different types of benchmarking including process, financial, performance, product, strategic, functional, and best-in-class benchmarking. Benchmarking follows principles such as ensuring mutual benefit, focusing on similarities, using systematic measurement, and relying on accurate data.
Benchmarking
Benchmarking is the process of continually searching for the best methods, practices and processes, and either adopting or adapting their good features and implementing them to become the “best of the best.” It is a continuous process of investigation that provides valuable information by learning from others through a pragmatic search for ideas. There are different types of benchmarking including process, financial, performance, product, strategic, functional, and best-in-class benchmarking. Benchmarking follows key principles such as providing mutual benefit, focusing on functional similarities and comparable properties, using systematic measurement and objective/reliable data.
Benchmarking
Benchmarking is the process of continually searching for the best methods, practices and processes, and either adopting or adapting their good features and implementing them to become the “best of the best.” It is a continuous process of investigation that provides valuable information by learning from others through a pragmatic search for ideas. There are different types of benchmarking including process, financial, performance, product, strategic, functional, and best-in-class benchmarking. Benchmarking follows key principles such as providing mutual benefit, focusing on functional similarities and comparable properties, using systematic measurement and objective/reliable data.
Benchmarking
This document discusses benchmarking in the pharmaceutical industry. It defines benchmarking as continuously measuring products, services, and practices against leaders in the industry to improve performance. The document outlines the benefits of benchmarking, including better awareness of strengths and weaknesses, performance improvement, and keeping up with changes in science and technology. It also describes different types of benchmarking, such as strategic, performance, process, internal, competitive, external, functional, and generic benchmarking.
Benchmarking (titto sunny)
Benchmarking is the process of comparing business processes and performance metrics to other organizations considered best practices. It involves identifying top performance of other companies and using it as a standard to improve one's own performance. There are different types of benchmarking including internal, competitive, and external benchmarking. The benchmarking process involves planning, searching for benchmark partners, observing their processes, analyzing data to identify performance gaps, and adapting improvements. Benchmarking helps improve performance but requires significant resources and companies may be reluctant to share information.
Benchmarking
Using this tool is one of my day to day activity, so important in any field of management. Benchmarking provide the output with accurate , enhanced result
Hotel benchmarking
The document discusses benchmarking, which is defined as the process of comparing business processes and performance metrics to industry best practices for the purpose of self-improvement. It outlines different types of benchmarking including strategic, process, functional, and competitive benchmarking. The benchmarking process typically involves identifying problem areas, finding organizations with superior performance to study, surveying them to understand metrics and practices, visiting top performers, and implementing improvements. Benchmarking is presented as a continuous process of measuring performance against leaders to drive organizational development.
bench marking in detail in health care industry
This document defines benchmarking and describes its objectives, types, and process. Benchmarking is defined as measuring an organization's internal processes and comparing them to best practices from other top performing organizations. The objectives of benchmarking include goal setting, motivating employees, and identifying areas for improvement. There are different types of benchmarking based on what is compared (products, processes, strategies) and who it is compared to (internal departments, competitors, industry leaders). The benchmarking process involves planning, analysis, integration, action, and achieving maturity through continuous improvement.
Benchmarking
This presentation slide was created using various internet resources that are no longer accessible. The author shares the slide for knowledge purposes only, and warns that it should not be used as a reference source to avoid plagiarism issues. Viewers are advised to find the original sources if using any of the content.
Bpr 04 Benchmarking
The document discusses benchmarking, which involves identifying and adapting outstanding processes from other organizations to improve performance. It defines benchmarking and describes different types, including strategic, performance, process, functional, internal, and external benchmarking. Benchmarking comparisons, frameworks, sources of information, outcomes, and industry practices are outlined. Examples are given of companies that significantly improved through benchmarking, such as Xerox increasing sales 152-328% and Marriott improving guest check-in by 500%. Best practices from highly admired companies are also discussed.
BENCHMARKING.pptx
it is good tool for comparison of two organization for best performance ,to develop the organization ,and achive the organization goal
Benchmarking
Benchmarking is a process that allows to measure how a company is performing against top-performing organizations worldwide. By doing so, companies gain insights into the practices and strategies that set these outstanding companies apart.
Benchmarking.pptx
Benchmarking is comparing business processes and performance metrics to industry best practices. There are different types of benchmarking including internal, which looks within a company, external, which compares to other organizations, process benchmarking to compare operational performance, and strategic benchmarking to decide best practices for organizational goals. The advantages are identifying improvement areas, understanding customers better, and setting goals. Disadvantages can include insufficient information, decreased results, and lack of understanding.
Benchmarking In Total Quality Management
This ppt explained the basic concept and history of benchmarking in total quality management. Also explains the objectives, types of benchmarking and the process involved in benchmarking.
Lecture 3 benchmarking in quality system
Benchmarking is a process of comparing business processes and performance metrics to industry best practices from other organizations. It is used to identify areas for improvement and adopt strategies to achieve superior performance. There are different types of benchmarking including process, financial, performance, product, and strategic benchmarking. The benchmarking process involves identifying focus areas, finding organizations with leading practices, surveying their measures and practices, visiting them to identify best practices, and implementing improvements. Benchmarking is an important tool for quality management and enhancing organizational performance and competitiveness.
Benchmarking | Arrelic Insights
Benchmarking is the process of measuring products, services, and processes against those of organizations known to be leaders in one or more aspects of their operations.
It is a way of discovering what is the best performance being achieved – whether in a particular company, by a competitor or by an entirely different industry. This information can then be used to identify gaps in an organization’s processes in order to achieve a competitive advantage.
Benchmarking can help you identify areas, systems, or processes for improvements—either incremental improvements or dramatic improvements.
Benchmarking, Introduction, Defination, Reasons, Benefits and types of be...
Benchmarking, Introduction of benchmarking , Defination of benchmarking, Reasons for benchmarking, Benefits of benchmarking, Types of benchmarking
Benchmarking.pptx
This document discusses benchmarking, which is measuring a company's performance against other leading companies in the industry. It outlines the benchmarking process and various types of benchmarking, such as internal, external, competitive, and global benchmarking. Benchmarking helps companies discover gaps, improve performance and efficiency, and learn best practices from others. Direct benefits include analyzing the company, comparing to others, defining best practices, and identifying areas for improvement. While benchmarking can vary in complexity, it allows organizations to learn from indirect competitors.
Benchmarking
This document discusses benchmarking and provides details on:
- The purpose of benchmarking is to improve products/processes to better meet customer needs by learning from others.
- There are different types of benchmarking including internal, industry, competitive, and process benchmarking.
- The benchmarking process typically involves 7 stages from identifying key success factors to gather information and compare performance to implement changes.
Benchmarking
Benchmarking is a process of comparing business processes and performance metrics to industry bests and best practices from other companies. It is used to identify opportunities for improvement, set targets, and learn from the strategies and successes of top performers. Some key benefits include improved products, processes and costs, enhanced competitive strategies, and better resource allocation. Companies like Xerox have developed detailed benchmarking models involving comprehensive planning, analysis, integration of goals, action planning, and ensuring benchmarking is embedded in regular management practices. When Xerox rigorously benchmarked competitors, it identified major gaps and efficiencies and was able to dramatically improve customer satisfaction, lower costs, and boost financial performance.
Similar to Bench marking (20)
Benchmarking, Introduction, Defination, Reasons, Benefits and types of be...
Benchmarking, Introduction, Defination, Reasons, Benefits and types of be...
More from PREETHYDAVID
Pulmonary Tuberculosis - Phthisis[1].pptx
Mycobacterium tuberculosis is a bacterium that causes tuberculosis (TB). It can infect the lungs forming lesions called tubercles that may heal or progress to necrosis, spreading through the bloodstream, lymphatic system, or bronchi. Symptoms include a persistent cough with bloody sputum and weight loss. Diagnosis involves testing sputum smears and cultures for acid-fast bacilli, a tuberculin skin test, and chest x-rays. Treatment consists of a combination of oral antibiotics taken daily for 6 months under the DOTS strategy to promote completion and prevent drug-resistant strains. Prevention includes isolation, vaccination, proper ventilation, and completing the full medication course.
Virus Indexing methods
This document discusses various nucleic acid-based methods for virus indexing and detection in plants. It describes techniques like RT-PCR, multiplex PCR, immuno-capture PCR, real-time PCR, nucleic acid spot hybridization, and DNA microarray technology that can be used to detect viral genomes from crude or purified plant samples. Reverse transcriptase PCR is commonly used to detect gene expression and identify infections. Multiplex PCR allows simultaneous detection of multiple viruses. Real-time PCR provides reliable and sensitive quantification of plant viruses. Nucleic acid spot hybridization is suitable for testing large numbers of samples for detection of viruses like BBTV. DNA microarrays can detect a wide range of plant viruses and identify new pathogens through hybridization patterns
Stm and afm ppt
Scientists Gerd Binning and Heinrich Rohrer developed the scanning tunneling microscope, which uses quantum tunneling effects to image surfaces at the atomic level. The microscope uses a sharp tip, made of tungsten or platinum-iridium, that is brought very close to a surface. As the tip is raster scanned over the surface, changes in its tunneling current allow for a 3D map of the surface at the atomic scale of 0.1 nm. This breakthrough enabled direct observation of materials at the microscopic level and had applications in fields like biomedical research and protein studies.
Dna replication in virus ppt
Viruses replicate inside host cells by first attaching to and entering the cell. They then release their genome and use the host cell's machinery to produce new viral components. The virus assembles inside the cell and is released, either through cell lysis or budding, to infect new host cells. Key steps in the viral replication cycle include attachment, entry, genome release, replication, assembly, and exit from the host cell.
Pericardial diseases part ii
This document discusses cardiac tamponade and pericardial diseases. Cardiac tamponade occurs when fluid accumulates in the pericardial space, increasing pressure and compressing the heart. Common causes include malignancy, idiopathic pericarditis, renal failure, cardiac surgery/trauma, tuberculosis, and hemopericardium. Accumulated fluid under high pressure compresses the cardiac chambers and impairs filling, leading to increased venous pressures and decreased cardiac output. Clinical features include hypotension, elevated jugular venous pressure, muffled heart sounds, and pulsus paradoxus. Management involves relieving symptoms, improving heart function, and saving the patient's life through interventions like diuretics, dig
Pericardial diseases part i
This document provides an overview of pericardial diseases including pericarditis, constrictive pericarditis, pericardial effusion, and cardiac tamponade. It discusses the anatomy and functions of the pericardium, defines different types of pericardial diseases, and describes their etiology, pathophysiology, clinical manifestations, diagnostic evaluation, management, complications, and nursing care considerations. The document aims to review and define key aspects of pericardial diseases for medical professionals.
Gantt chart
The document discusses Gantt charts, which are a type of bar chart used to illustrate a project schedule. It provides details on the history, definition, uses, construction, purposes and limitations of Gantt charts. Specifically, Gantt charts were developed in 1917 by Henry Gantt to help plan, coordinate and track tasks in a project. They show the tasks on the vertical axis and time on the horizontal to help visualize the timeline and dependencies of a project. Modern software also allows indicating task dependencies in Gantt charts.
Pert n gantt
The PERT (Program Evaluation and Review Technique) is a statistical tool used in project management to schedule, organize, and coordinate tasks. It involves identifying activities, determining their sequence and duration, and constructing a network diagram to visualize the project plan. A critical path is determined which shows the shortest time needed to complete the project. PERT allows uncertainty in activity times and the plan can be updated as the project progresses. It is useful for predicting deliverables, planning resources, and evaluating performance. Nurse managers can use PERT to schedule work and assign tasks to nurses to help reduce patient hospital stays.
Myocardial infarction
Myocardial Infarction- Heart ailment.
Etiology-Diagnosis-Pathophysiology-Riskfactors-Symptoms-Treatment-Medication
Stages of seed development
This document summarizes the stages of seed development, including pollination and fertilization, seed coat development, endosperm development, embryo development, seed growth and maturation. It discusses the key stages and processes in the development of monocot and dicot seeds, including pro-embryo formation, suspensor and embryo development, endosperm formation types, physiological and biochemical changes during seed maturation, and environmental factors that influence development. Physiological maturity is defined as the stage of maximum dry weight accumulation when there is no further increase in seed dry weight.
Map based cloning
Map-based cloning is a technique used to identify the genetic cause of a mutant phenotype by isolating overlapping DNA segments that progress along the chromosome toward a candidate gene. The process involves initially identifying a marker close to the gene of interest and then saturating the region with additional markers. Large populations are screened to find markers that rarely recombine with the gene. Genomic libraries are screened to find clones containing the markers, and chromosomal walking is used to obtain flanking markers on a single clone. DNA fragments between the markers are tested to rescue the wild-type phenotype and identify the candidate gene.
Marker assisted foreground & background selection in soybean
This document describes the development of near-isogenic lines (NILs) in soybean containing a recessive bacterial leaf pustule resistance gene (rxp) introgressed from donor parent SS2-2 into two recurrent parents, Hwangkeumkong and Taekwangkong. The researchers performed three rounds of backcrossing followed by two generations of selfing. They used marker-assisted selection with over 100 SSR markers to select plants with the highest percentage of recurrent parent genome. The resulting NILs will be used to map and characterize the rxp gene through transcript analysis when infected with the bacterial pathogen.
More from PREETHYDAVID (12)
Marker assisted foreground & background selection in soybean
Marker assisted foreground & background selection in soybean
Recently uploaded
A Classical Text Review on Basavarajeeyam
Basavarajeeyam is a Sreshta Sangraha grantha (Compiled book ), written by Neelkanta kotturu Basavaraja Virachita. It contains 25 Prakaranas, First 24 Chapters related to Rogas& 25th to Rasadravyas.
Best Ayurvedic medicine for Gas and Indigestion
Here is the updated list of Top Best Ayurvedic medicine for Gas and Indigestion and those are Gas-O-Go Syp for Dyspepsia | Lavizyme Syrup for Acidity | Yumzyme Hepatoprotective Capsules etc
Artificial Intelligence Symposium (THAIS)
Artificial Intelligence Symposium (THAIS). Parc Taulí. Sabadell
REGULATION FOR COMBINATION PRODUCTS AND MEDICAL DEVICES.pptx
It includes regulation of combination products and medical devices. FDA and industry liaisons.
Adhd Medication Shortage Uk - trinexpharmacy.com
The UK is currently facing a Adhd Medication Shortage Uk, which has left many patients and their families grappling with uncertainty and frustration. ADHD, or Attention Deficit Hyperactivity Disorder, is a chronic condition that requires consistent medication to manage effectively. This shortage has highlighted the critical role these medications play in the daily lives of those affected by ADHD. Contact : +1 (747) 209 – 3649 E-mail : sales@trinexpharmacy.com
Clinic ^%[+27633867063*Abortion Pills For Sale In Tembisa Central
Clinic ^%[+27633867063*Abortion Pills For Sale In Tembisa Central Clinic ^%[+27633867063*Abortion Pills For Sale In Tembisa CentralClinic ^%[+27633867063*Abortion Pills For Sale In Tembisa CentralClinic ^%[+27633867063*Abortion Pills For Sale In Tembisa CentralClinic ^%[+27633867063*Abortion Pills For Sale In Tembisa Central
Post-Menstrual Smell- When to Suspect Vaginitis.pptx
Do you have abnormal smell after periods? It may be vaginitis. Do not worry, herbal medicine Fuyan Pill can help you get a cure.
Part II - Body Grief: Losing parts of ourselves and our identity before, duri...
Learn about body grief and ways to cope with it. We will also explore methods to heal from this challenging experience.
Integrating Ayurveda into Parkinson’s Management: A Holistic Approach
Explore the benefits of combining Ayurveda with conventional Parkinson's treatments. Learn how a holistic approach can manage symptoms, enhance well-being, and balance body energies. Discover the steps to safely integrate Ayurvedic practices into your Parkinson’s care plan, including expert guidance on diet, herbal remedies, and lifestyle modifications.
Hemodialysis: Chapter 4, Dialysate Circuit - Dr.Gawad
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Journal Article Review on Rasamanikya
Rasamanikya is a excellent preparation in the field of Rasashastra, it is used in various Kushtha Roga, Shwasa, Vicharchika, Bhagandara, Vatarakta, and Phiranga Roga. In this article Preparation& Comparative analytical profile for both Formulationon i.e Rasamanikya prepared by Kushmanda swarasa & Churnodhaka Shodita Haratala. The study aims to provide insights into the comparative efficacy and analytical aspects of these formulations for enhanced therapeutic outcomes.
Recently uploaded (20)
Tests for analysis of different pharmaceutical.pptx
Tests for analysis of different pharmaceutical.pptx
REGULATION FOR COMBINATION PRODUCTS AND MEDICAL DEVICES.pptx
REGULATION FOR COMBINATION PRODUCTS AND MEDICAL DEVICES.pptx
Clinic ^%[+27633867063*Abortion Pills For Sale In Tembisa Central
Clinic ^%[+27633867063*Abortion Pills For Sale In Tembisa Central
Post-Menstrual Smell- When to Suspect Vaginitis.pptx
Post-Menstrual Smell- When to Suspect Vaginitis.pptx
CHEMOTHERAPY_RDP_CHAPTER 6_Anti Malarial Drugs.pdf
CHEMOTHERAPY_RDP_CHAPTER 6_Anti Malarial Drugs.pdf
Part II - Body Grief: Losing parts of ourselves and our identity before, duri...
Part II - Body Grief: Losing parts of ourselves and our identity before, duri...
Integrating Ayurveda into Parkinson’s Management: A Holistic Approach
Integrating Ayurveda into Parkinson’s Management: A Holistic Approach
Hemodialysis: Chapter 4, Dialysate Circuit - Dr.Gawad
Hemodialysis: Chapter 4, Dialysate Circuit - Dr.Gawad
Bench marking
- 2. DEFINITION OBenchmarking is the process of comparing one's business processes and performance matrices to industry bests or best practices from other companies.
- 3. DIMENSIONS ODimensions typically measured are quality, time and cost. OIn the process of best practice benchmarking, management identifies the best firms in their industry, or in another industry where similar processes exist, and compares the results and processes of those studied (the "targets") to one's own results and processes.
- 4. CYCLE
- 5. TYPES O Process benchmarking - the initiating firm focuses its observation and investigation of project processes with a goal of identifying and observing the best practices from one or more benchmark firms. O Financial benchmarking - performing a financial analysis and comparing the results in an effort to assess your overall competitiveness and productivity.
- 6. O Performance benchmarking - allows the initiator firm to assess their competitive position by comparing products and services with those of target firms. O Strategic benchmarking - involves observing how others compete. This type is usually not industry specific, meaning it is best to look at other industries.
- 7. O Functional benchmarking - a company will focus its benchmarking on a single function to improve the operation of that particular function. O Benchmarking in the public sector - functions as a tool for improvement and innovation in public administration, where state organizations invest efforts and resources to achieve quality, efficiency and effectiveness of the services they provide.
- 8. O 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.
- 9. IN NURSING O Benchmarking in Nursing is defined as the process by which the quest for best practice is identified and pursued over a period of time for reliable and better performance. Subjects that can be benchmarked in nursing industry include strategies, operations and processes.
- 10. THANK YOU