This document provides an overview of benchmarking. It defines benchmarking as continuously measuring and comparing business processes against other leading organizations to identify areas for improvement. The document discusses the history and origins of benchmarking, why organizations benchmark, different types of benchmarking, and the benchmarking process. It provides numerous definitions and examples of benchmarking from different industries to illustrate how benchmarking can lead to process and performance improvements.
دراسة حالة مختصرة حول شركة جازي الجزائر ، وذلك حول مزيج التسويقي الخاص بها إضافة إلى إقتباس من دراسة ميدانية حول سلوك المستهلك و تأثره بالعلاقات العامة ، العرض تم تقديمه في مقياس سلوك المستهلك في تخصص التسويق ماستر جامعة سيدي بلعباس
étude de cas Djezzy Algérie , Marketing Mix Djezzy .
International business management essay globalizationBobby Darmawan
It is very hard to determine whether globalization is a good or bad thing. But after reviewing some literature, I would have to say that globalization is a good thing, despite all the critics. The most important thing is the usage of globalization to promote end of poverty.
دراسة حالة مختصرة حول شركة جازي الجزائر ، وذلك حول مزيج التسويقي الخاص بها إضافة إلى إقتباس من دراسة ميدانية حول سلوك المستهلك و تأثره بالعلاقات العامة ، العرض تم تقديمه في مقياس سلوك المستهلك في تخصص التسويق ماستر جامعة سيدي بلعباس
étude de cas Djezzy Algérie , Marketing Mix Djezzy .
International business management essay globalizationBobby Darmawan
It is very hard to determine whether globalization is a good or bad thing. But after reviewing some literature, I would have to say that globalization is a good thing, despite all the critics. The most important thing is the usage of globalization to promote end of poverty.
إن تبني التخطيط بالسيناريوهات سيقود المؤسسة من مجرد التقيد بمستقبل واحد له مجموعة واحدة ومحددة من الفرص والتهديدات إلي تخطيط يفتح آفاقا مختلفة فيها عدة احتمالات مستقبلية مع مجموعة كبيرة من التهديدات والفرص وبذلك يكون الاستعداد أفضل لظروف البيـئة الخارجية والتي تتطلب منظور أوسع نتيجة لكثرة وسرعة التغيرات المختلفة ..
* يهدف هذا الكتاب لشرح مفهوم التخطيط بالسناريوهات خطوة بخطوة ويتضمن الكتاب شرحا عن تقنية GBN 2X2 وكذلك شرح لطريقة جامعة أوكسفورد مع أمثلة تطبيقية كما تضمن الكتاب فصلا عن أهم المفاهيم المرتبطة بموضوع التخطيط بالسيناريوهات و ما لها من أهمية في نجاح عملية تصميم وتشكيل السيناريوهات المختلفة ..
حقيبة تدريبية صممت ليبدأ الشاب تجارته من الصفر
احتوت على أحدث المعلومات والمهارات في تأسيس الاعمال التجارية
ضمن برنامج تأهيل الأعمال الذي يستهدف الشباب في كافة مناطق المملكة العربية السعودية
من الشهيد يوسف العظمه تموز 1920
الى الشهيد داوود راجحه 2012
ستظل سورية مولد ومصنع للابطال
كل قرية ستنبت راجحة
وكل بلدة ستنبت اصف
وكل زيتونة ستنبت تركماني جديد
ومحال ان ينتهي الزيتون
ولن تنتهي الولادات السورية
سوريا منبت الرجال لم ولن تتوقف البطوله
مخطئ من يظن أنهم الوحيدين من حموا سوريا كل مواطن عربي سوريا هو حامي لها كل حسب موقعه نحن 23 مليون مستعدين للدفاع عن سوريا وحمل السلاح لتطهير الوطن من الارهابيين ودعاة الطائفيه والوقوف بوجه الصهاينه ومن في دربهم
في أحد الأيام هناك عملية استهدفت كل وزراء ايران وأعضاء مجلس الشورى فيها ولم يبقى من القيادات الاالقليل وصمد الايرانيون ووصلوا لما هم عليه الان
فداكي سوريا كلنا فداكي سوريا
عبد الرحمن تيشوري
Internal audit ARABIC course PART II Jamal Nassar 2013 v3 المراجعة الداخلي...Jamal Nassar
كورس باللغة العربية عن خطوات المراجعة الداخلية واساسياتها... يعنى بهذا الكورس المبتدئين والاشخاص الذين ليس لهم خلفيه في هذا المجال.
اعداد وتحضير جمال نصار الهمداني
مدرب متخصص في الاستراتيجية وادارة الاعمال
وكذلك يقدم دورات في الادارة والتواصل عبر الثقافات مع شركة بروكفيلد العالمية حاليا مقيم في ماليزيا
للمزيد
www.JamalNassar.com Email: tojamalnassar@gmail.com
This is an internal Audit mostly in Arabic.
إدارة المخاطر هى تنظيم متكامل يهدف إلى مجابهة الخطر بأفضل الوسائل وأقل التكاليف وذلك عن طريق اكتشاف الخطر وتحليله وقياسه وتحديد وسائل مجابهته مع اختيار أنسبها لتحقيق الهدف المطلوب”.
والهدف الأساسى والرئيسى لإدارة المخاطر هو وضع سياسة ذات معالم محددة لمواجهة الخسائر المتوقعة أو الحد من وقوع هذه الخسائر، ويسمى الشخص القائم بإدارة المخاطر بمدير المخاطر وتعتبر وظيفة مدير المخاطار من الوظائف الهامة فى المشروع وهى لا تقل أهمية عن وظيفة المدير المالى أو المدير الإدارى، وبالتالى أصبحت إدارة الأخطار إحدى الوظائف الإدارية الهامة بالمشروع.
This Presentation describes the Application of SWOT analysis and TWOS Matrix a strategic tools of companies.
By Mohamed Tantawy, MBA, PMP
Business Architect, Integral
mtantawy@integralmea.com
Follow us on
#integralmea | #تعريب_العلوم
Facebook: www.facebook.com/integralmea
Linked-In: https://www.linkedin.com/company/integral-mea
YouTube: https://www.youtube.com/channel/UCehwoq-soBWNOWvf7T16ivQ
Web site: www.integralmea.com
Blog: http://blog.integralmea.com
بحث مقدم عن اعداد قيادات الصف الثاني يناقش مفهوم قيادات الصف الثاني وكذلك معوقات اعاداده وكذلكك الاسس التي يقوم عليها اعداد الصف الثاني وايضا يوضح طرقق اعداد الصف الثاني
Fyrirlestur um gerð markaðsstefnu og markaðsáætlunar, með áherslu á greiningu og nýtingu á tólum markaðsfræðinnar. Kynningin var haldin í EHÍ fyrir Skólastofu Ímark í október 2009.
Fjallar um hlutverk áætlana og hvers vegna þær eru ekki framkvæmdar. Einnig um nokkrar af algengustu aðferðunum sem notaðar eru í innri og ytri greiningu fyrirtækja.
تطورات الألفية الجديدة، التكنولوجية والعولمة فرضت عوامل ومتغيرات جديدة لتحقيق إدارة التميز.
وإدارة التميز، هي جهود تنظيمية مخططة تهدف إلى تحقيق الميزات التنافسية الدائمة للمنظمة. لأن السمة الدائمة للعصر الحالي هو التغيير في كل شئ وعلى كل مستوى وطول الوقت والثابت الوحيد هو التغيير لأننا نعيش في عصر المنظمات الذكية Smart Orgs ،
والجودة الشاملة TQM ، والعاملون ذوي القدرة على الابتكار والإبداع.
ادراة, اعمال, الاجتماع, الكتب, تحميل, علم, كتب, والقراءء
01/11/2016
مفهوم الإدارة التنفيذية في المشاريع والمؤسساتالجزء الاولExecutive Manage...A. M. Wadi Qualitytcourse
المحاضرة الاولى في دورة - اعداد مدير تنفيذي ناجح - حيث يعد مصطلح الإدارة التنفيذية من المصطلحات الحديثة في عالم إدارة الأعمال و بالطبع من التركيب اللغوي للمصطلح يستنتج أنه يخص كل فرد له علاقة بتنفيذ الإجراءات المخططة مسبقاً لتحقيق أهداف محددة.
ولكن في ظل تعقيدات سوق العمل و تداخل الإجراءات و العمليات ظهرت الحاجة إلى الإعداد البشري الجيد فترادفت مع مصطلح " الإدارة التنفيذية" مصطلحات مثل "التنمية البشرية" ، "مهارات التواصل و فهم الآخر" ، "فن الحوار"
Benchmarking is the process of improving performance by continuously identifying, understanding, and adapting outstanding practices found inside and outside the organization.
إن تبني التخطيط بالسيناريوهات سيقود المؤسسة من مجرد التقيد بمستقبل واحد له مجموعة واحدة ومحددة من الفرص والتهديدات إلي تخطيط يفتح آفاقا مختلفة فيها عدة احتمالات مستقبلية مع مجموعة كبيرة من التهديدات والفرص وبذلك يكون الاستعداد أفضل لظروف البيـئة الخارجية والتي تتطلب منظور أوسع نتيجة لكثرة وسرعة التغيرات المختلفة ..
* يهدف هذا الكتاب لشرح مفهوم التخطيط بالسناريوهات خطوة بخطوة ويتضمن الكتاب شرحا عن تقنية GBN 2X2 وكذلك شرح لطريقة جامعة أوكسفورد مع أمثلة تطبيقية كما تضمن الكتاب فصلا عن أهم المفاهيم المرتبطة بموضوع التخطيط بالسيناريوهات و ما لها من أهمية في نجاح عملية تصميم وتشكيل السيناريوهات المختلفة ..
حقيبة تدريبية صممت ليبدأ الشاب تجارته من الصفر
احتوت على أحدث المعلومات والمهارات في تأسيس الاعمال التجارية
ضمن برنامج تأهيل الأعمال الذي يستهدف الشباب في كافة مناطق المملكة العربية السعودية
من الشهيد يوسف العظمه تموز 1920
الى الشهيد داوود راجحه 2012
ستظل سورية مولد ومصنع للابطال
كل قرية ستنبت راجحة
وكل بلدة ستنبت اصف
وكل زيتونة ستنبت تركماني جديد
ومحال ان ينتهي الزيتون
ولن تنتهي الولادات السورية
سوريا منبت الرجال لم ولن تتوقف البطوله
مخطئ من يظن أنهم الوحيدين من حموا سوريا كل مواطن عربي سوريا هو حامي لها كل حسب موقعه نحن 23 مليون مستعدين للدفاع عن سوريا وحمل السلاح لتطهير الوطن من الارهابيين ودعاة الطائفيه والوقوف بوجه الصهاينه ومن في دربهم
في أحد الأيام هناك عملية استهدفت كل وزراء ايران وأعضاء مجلس الشورى فيها ولم يبقى من القيادات الاالقليل وصمد الايرانيون ووصلوا لما هم عليه الان
فداكي سوريا كلنا فداكي سوريا
عبد الرحمن تيشوري
Internal audit ARABIC course PART II Jamal Nassar 2013 v3 المراجعة الداخلي...Jamal Nassar
كورس باللغة العربية عن خطوات المراجعة الداخلية واساسياتها... يعنى بهذا الكورس المبتدئين والاشخاص الذين ليس لهم خلفيه في هذا المجال.
اعداد وتحضير جمال نصار الهمداني
مدرب متخصص في الاستراتيجية وادارة الاعمال
وكذلك يقدم دورات في الادارة والتواصل عبر الثقافات مع شركة بروكفيلد العالمية حاليا مقيم في ماليزيا
للمزيد
www.JamalNassar.com Email: tojamalnassar@gmail.com
This is an internal Audit mostly in Arabic.
إدارة المخاطر هى تنظيم متكامل يهدف إلى مجابهة الخطر بأفضل الوسائل وأقل التكاليف وذلك عن طريق اكتشاف الخطر وتحليله وقياسه وتحديد وسائل مجابهته مع اختيار أنسبها لتحقيق الهدف المطلوب”.
والهدف الأساسى والرئيسى لإدارة المخاطر هو وضع سياسة ذات معالم محددة لمواجهة الخسائر المتوقعة أو الحد من وقوع هذه الخسائر، ويسمى الشخص القائم بإدارة المخاطر بمدير المخاطر وتعتبر وظيفة مدير المخاطار من الوظائف الهامة فى المشروع وهى لا تقل أهمية عن وظيفة المدير المالى أو المدير الإدارى، وبالتالى أصبحت إدارة الأخطار إحدى الوظائف الإدارية الهامة بالمشروع.
This Presentation describes the Application of SWOT analysis and TWOS Matrix a strategic tools of companies.
By Mohamed Tantawy, MBA, PMP
Business Architect, Integral
mtantawy@integralmea.com
Follow us on
#integralmea | #تعريب_العلوم
Facebook: www.facebook.com/integralmea
Linked-In: https://www.linkedin.com/company/integral-mea
YouTube: https://www.youtube.com/channel/UCehwoq-soBWNOWvf7T16ivQ
Web site: www.integralmea.com
Blog: http://blog.integralmea.com
بحث مقدم عن اعداد قيادات الصف الثاني يناقش مفهوم قيادات الصف الثاني وكذلك معوقات اعاداده وكذلكك الاسس التي يقوم عليها اعداد الصف الثاني وايضا يوضح طرقق اعداد الصف الثاني
Fyrirlestur um gerð markaðsstefnu og markaðsáætlunar, með áherslu á greiningu og nýtingu á tólum markaðsfræðinnar. Kynningin var haldin í EHÍ fyrir Skólastofu Ímark í október 2009.
Fjallar um hlutverk áætlana og hvers vegna þær eru ekki framkvæmdar. Einnig um nokkrar af algengustu aðferðunum sem notaðar eru í innri og ytri greiningu fyrirtækja.
تطورات الألفية الجديدة، التكنولوجية والعولمة فرضت عوامل ومتغيرات جديدة لتحقيق إدارة التميز.
وإدارة التميز، هي جهود تنظيمية مخططة تهدف إلى تحقيق الميزات التنافسية الدائمة للمنظمة. لأن السمة الدائمة للعصر الحالي هو التغيير في كل شئ وعلى كل مستوى وطول الوقت والثابت الوحيد هو التغيير لأننا نعيش في عصر المنظمات الذكية Smart Orgs ،
والجودة الشاملة TQM ، والعاملون ذوي القدرة على الابتكار والإبداع.
ادراة, اعمال, الاجتماع, الكتب, تحميل, علم, كتب, والقراءء
01/11/2016
مفهوم الإدارة التنفيذية في المشاريع والمؤسساتالجزء الاولExecutive Manage...A. M. Wadi Qualitytcourse
المحاضرة الاولى في دورة - اعداد مدير تنفيذي ناجح - حيث يعد مصطلح الإدارة التنفيذية من المصطلحات الحديثة في عالم إدارة الأعمال و بالطبع من التركيب اللغوي للمصطلح يستنتج أنه يخص كل فرد له علاقة بتنفيذ الإجراءات المخططة مسبقاً لتحقيق أهداف محددة.
ولكن في ظل تعقيدات سوق العمل و تداخل الإجراءات و العمليات ظهرت الحاجة إلى الإعداد البشري الجيد فترادفت مع مصطلح " الإدارة التنفيذية" مصطلحات مثل "التنمية البشرية" ، "مهارات التواصل و فهم الآخر" ، "فن الحوار"
Benchmarking is the process of improving performance by continuously identifying, understanding, and adapting outstanding practices found inside and outside the organization.
Bechmarking- Total Quality Management (TQM)Rehan Ehsan
This presentation covers basics of Benchmarking in the eye of Total Quality Management and customer satisfaction with examples. After Reading this, one should be uble to understand and deliver the best knowledge about benchmarking.
This is Bench Marking Poster.
1.What is Bench Marking?
2.Benefits of Bench Marking
3.Types of Bench Marking
4.Bench Marking Process
5.Advantage and Disadvantage of Bench Marking
The Internet of Things (IoT) is a revolutionary concept that connects everyday objects and devices to the internet, enabling them to communicate, collect, and exchange data. Imagine a world where your refrigerator notifies you when you’re running low on groceries, or streetlights adjust their brightness based on traffic patterns – that’s the power of IoT. In essence, IoT transforms ordinary objects into smart, interconnected devices, creating a network of endless possibilities.
Here is a blog on the role of electrical and electronics engineers in IOT. Let's dig in!!!!
For more such content visit: https://nttftrg.com/
Saudi Arabia stands as a titan in the global energy landscape, renowned for its abundant oil and gas resources. It's the largest exporter of petroleum and holds some of the world's most significant reserves. Let's delve into the top 10 oil and gas projects shaping Saudi Arabia's energy future in 2024.
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
Water billing management system project report.pdfKamal Acharya
Our project entitled “Water Billing Management System” aims is to generate Water bill with all the charges and penalty. Manual system that is employed is extremely laborious and quite inadequate. It only makes the process more difficult and hard.
The aim of our project is to develop a system that is meant to partially computerize the work performed in the Water Board like generating monthly Water bill, record of consuming unit of water, store record of the customer and previous unpaid record.
We used HTML/PHP as front end and MYSQL as back end for developing our project. HTML is primarily a visual design environment. We can create a android application by designing the form and that make up the user interface. Adding android application code to the form and the objects such as buttons and text boxes on them and adding any required support code in additional modular.
MySQL is free open source database that facilitates the effective management of the databases by connecting them to the software. It is a stable ,reliable and the powerful solution with the advanced features and advantages which are as follows: Data Security.MySQL is free open source database that facilitates the effective management of the databases by connecting them to the software.
Harnessing WebAssembly for Real-time Stateless Streaming PipelinesChristina Lin
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Hybrid optimization of pumped hydro system and solar- Engr. Abdul-Azeez.pdffxintegritypublishin
Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
6th International Conference on Machine Learning & Applications (CMLA 2024)ClaraZara1
6th International Conference on Machine Learning & Applications (CMLA 2024) will provide an excellent international forum for sharing knowledge and results in theory, methodology and applications of on Machine Learning & Applications.
4. Dr. Zargari
What is Benchmarking?
Benchmarking is the process of improving
performance by continuously identifying,
understanding, and adapting outstanding practices
found inside and outside the organization.
5. Dr. Zargari
What is Benchmarking?
Benchmarking is the process of comparing one's
business processes and performance metrics to
industry bests and/or best practices from other
industries.
Why are others better ?
How are others better ?
What can we learn ?
How can we catch up ?
How can we become the best in our sector ?
6. Dr. Zargari
What is Benchmarking?
Benchmarking is an improvement process that is
used to identify best practice within a peer group
and facilitate it’s incorporation into your
organization. Studying best practices provides the
greatest opportunity for gaining a strategic,
operational, and financial advantage.
7. Dr. Zargari
What is Benchmarking?
Benchmarking is the continuous search for and
adaptation of significantly better practices that
leads to superior performance by investigating the
performance and practices of other organizations
(benchmark partners). In addition, it can create a
culture to facilitate the change process.
8. Dr. Zargari
What is Benchmarking?
Best practice refers to techniques, methods or
processes that are more effective at delivering a
desired outcome.Japanese Word “DANTOTSU”
means striving to be the best of the best, captures
the essence of Benchmarking.
Incorporating best practice into your organization
can lead to greater efficiency and effectiveness
and a happier customer.
9. Dr. Zargari
What is Benchmarking?
Benchmarking means to measure the best
practices of leading businesses, and learn and
adapt them for use in your business.
Benchmarking is
Making Best Practices Your Daily
Practice.
10. Benchmarking has three main features:
Dr. Zargari
What is Benchmarking? (J. McEvilly-2008)
Continuous method of measuring and
comparing a firm’s business processes
against those of another firm.
Discover performance gaps between
one’s own processes and those of
leading firms.
Incorporate leading firm’s processes
into one’s own strategy to fill the
gaps and improve performance.
11. Dr. Zargari
What is Benchmarking?
“An organization’s ability to evaluate its practices
against specific business strategies and objectives is
critical to leveraging its knowledge capital” (Harper,
1996). Information is there for organizations and it
should be evaluated, used, and shared. This is one
of the primary goals of benchmarking.
12. Operational Definition of Benchmarking
Dr. Zargari
Comparing business processes,
not only performance measures
A structured technique
Benchmarking is a technique of identifying,
understanding and adapting superior practices
from organizations locally and world wide to
improve performance and achieve
priority business results.
Learn from others External focus Improvement, not evaluation
13. Dr. Zargari
What is Benchmarking?
Benchmarking goes beyond comparisons with
competitors to understanding the practices that lie
behind the performance gaps. More and more
organizations are realizing how much more can be
achieved if there is more collaboration between
them and leaders in an industry.
14. Dr. Zargari
What is Benchmarking?
Benchmarking is not a method for 'copying' the
practices of competitors, but a way of seeking
superior process performance by looking outside
the industry.
When Benchmarking a System,
Adapt What You Find,
Don’t Just Copy It
15. Dr. Zargari
What is Benchmarking?
Benchmarking = Copying
Conditions are never identical
You can pick up critical variables and apply them …
Create a system – a comprehensive set of
reinforcing practices that are responsible for
success
16. Dr. Zargari
What is Benchmarking?
Benchmarking is not just making changes and
improvements for the sake of making changes,
benchmarking is about adding value.
Benchmarking makes it possible to gain
competitive superiority rather than competitive
parity.
17. Dr. Zargari
What is Benchmarking?
Benchmarking enables organizations to assess
their own performance, compare it with that of
others, analyse the gap between the two, identify
and make fundamental changes in specific areas,
in order to improve and enhance their own
performance.
18. Dr. Zargari
What is Benchmarking?
Benchmarking is a tool for continuous
improvement of the management of processes in
companies to help them to gain world leadership.
Benchmark Purpose and Quality Maturity
I
Learning
from
success
VI
National
leadership
II
Borrowing
ideas
III
Best-in-firm
IV
Beating
industry
standards
V
Best-in-class
Quality
Maturity
19. Dr. Zargari
What is Benchmarking?
In Japan, benchmarking is a part of their
manager's job descriptions (Boxwell, 1994). This is
one of the ways that the Japanese are able to keep
up with and surpass others in industries such as
automobiles, motorcycles, electronics, etc.
20. Dr. Zargari
What is Benchmarking?
Benchmarking is critical to formulating a
knowledge-based plan of action to achieve
objectives. A benchmark is a standard that
provides a measuring-stick for relative
performance.
US Department of Energy
21. Dr. Zargari
Benchmark
A benchmark is an organization recognized for its
exemplary operational performance.
There are many benchmarks in the world including:
Toyota for
Intel for
Motorola for
Scandinavian Airlines for
Honda for
Processes
Design
Training
Service
Rapid product development
22. Dr. Zargari
Benchmarking and Industries
Relationship between benchmarking and industry
type (According to one research done in the UK ):
23. Dr. Zargari
Benchmarking and Organization Size
Moreover a tendency of benchmarking activity is a
function of size. A larger organization is more
likely to be benchmarking than a smaller one.
24. Initiator Improvement Sought Target Firm
Southwest Airlines Faster plane turnaround time Indy 500 pit crews
Xerox Warehousing operations L. L. Bean
Dr. Zargari
Actual Benchmarking Examples
IBM Employee theft reduction Las Vegas Casinos
30. Dr. Zargari
Background of Benchmarking
The term benchmarking was first used by cobblers
to measure people's feet for shoes. They would
place someone's foot on a "bench" and mark it out
to make the pattern for the shoes.
31. Dr. Zargari
Background of Benchmarking
Traditionally, the organizations used to enhance
their products and performance by focusing on their
internal functional activities (Kolarik, 1995). The
organization, for example, may use techniques such
as Quality Function Deployment to achieve their
customer satisfaction.
32. Dr. Zargari
Background of Benchmarking
However, these traditional performance
improvement trends seem not to be sufficient for
the highly competitive markets (Juran, 1993). A
significant technique facilitating improvement of
organizational performance at a competitive
environment is benchmarking. (Juran, 1993).
33. Dr. Zargari
Background of Benchmarking
In other words external environment and market
conditions change rapidly; goal setting which is
internally focused can’t be true reflection of
customer’s expectations.
In-ward
Vision
Out-Ward
Vision
34. Dr. Zargari
Background of Benchmarking
Customers’ expectations are highly liquid and are
driven by standards set by best performer. Any
product or service just below these standards may
not catch the eyes of customer.
36. Dr. Zargari
Background of Benchmarking
Benchmarking was originally defined by
D.T. Kearns, the CEO of Xerox Corporation, in
1981 as the continuous process of measuring
products, services, and practices against the
toughest competitors or non-competitors who is
the leader in their industry (Kolarik, 1995).
38. Dr. Zargari
Why Benchmarking?
Survival lies in emulating best and not in lagging
behind. Bench marking is time and cost efficient
because it involves imitation and adaptation
rather than pure invention. Prevents the “Re-inventing
the wheel”.
39. Dr. Zargari
Why Benchmarking?
Benchmarking gives us the chance of gaining:
Better Awareness of Ourselves (Us)
What we are doing
How we are doing it
How well we are doing it
Better Awareness of the Best (Them)
What they are doing
How they are doing it
How well they are doing it
40. Dr. Zargari
Why Benchmarking
.
.
.
.
Meeting
Quality
Standards
Benchmarking
Cope with
Competitive
Markets
Keep Pace with
Science and
Technology
Changes
Innovation
In
Management
Methods
Performance
Improvement
Creative
Thinking
Meeting
Customers
Expectations
41. Three Major Benefits of Benchmarking
Dr. Zargari
Product and Process Improvement
Cost Reduction
Competitive Strategy
42. Dr. Zargari
Product and Process Improvement
In general, by implementing benchmarking
activity, organizations can improve their operation
process (Slack et al, 2001). For instance, South
African Breweries plc had encountered the
problem of poor employee skill, which is a
significant difficulty to implement the world-class
processes. As such, they decided to benchmark
strategy from an organization in Geneva. They,
consequently, attained the solution (Slack et al,
2001).
43. Dr. Zargari
Cost Reduction
Benchmarking facilitates a reduction of operation
costs (Delpachitra et al, 2002). For example,
benchmarking helped Australian Financial
Institutes to reduce operation costs by
outsourcing some operation and alternating
distribution channels (Delpachitra et al, 2002).
44. Dr. Zargari
Competitive Strategy
The most significant benefit from benchmarking is
that it helps the organization planning and
implementing competitive strategies (Kolarik,
1995). In other words, as benchmarking provides
an ability to compare and learn from the best
practices in any particular industry, organizations
can develop their system to achieve competitive
advantages or eliminate their competitive
disadvantages.
45. Dr. Zargari
Competitive Strategy
Build core competencies that will help to sustain
competitive advantage
Access to a variety of markets
Perceived benefit of product or service will increase
Product or service is hard to imitate
Low-cost leader
Target specific shift in strategy
Entering new markets
Developing new products
To create a firm more adaptable to change
46. Dr. Zargari
Why Benchmarking?
Benchmarking stimulates seeking new ways of doing things
and promotes a culture that is receptive to fresh approaches
and ideas.
Benchmarking provides opportunities for staff to learn new
skills and be involved in the transformation process from the
outset.
47. Dr. Zargari
Why Benchmarking?
It is an effective ‘wake-up call’ and helps to make a strong
case for change.
Offers practical ways in which step changes in performance
can be achieved by learning from others who have already
undertaken comparable changes.
48. Benchmarking Becoming More Common
There are three reasons that benchmarking is
Dr. Zargari
becoming more commonly used in industry
(Boxwell, 1994).
Benchmarking is a more efficient way to make
improvements. Managers can eliminate trials and
errors.
Benchmarking speeds up organization’s ability to make
improvements. Today, time is of the essence.
Benchmarking has the ability to bring your
performance up as a whole significantly.
49. Dr. Zargari
Why Benchmarking?
Those who benchmark do not
have to reinvent the wheel
(Parker, 1996).
52. Dr. Zargari
Dimensions of Benchmarking
Benchmarking
encompasses Total
Quality aspects of
the organization
leading to Business
Excellence:
Vision and
.
Mission
.
Benchmarking
Organizational
. .
Structure
Employee
Behavior
Management
Systems
Leadership
Style
53. Dr. Zargari
What to Benchmark?
In practice, selecting the appropriate activity to
benchmark is significant to an effectiveness of
benchmarking (Peppard, 1999). As noted by Porter
(1985), the process or activities in value chain,
which are primary activities (inbound and
outbound logistics, operations, marketing and
sales, and service) and support activities (firm
infrastructure, human resource management,
technology development and procurement)
should be considered for benchmarking.
54. Dr. Zargari
Types of Benchmarking
On the basis of “What” is being compared with
other organizations and “Who” is being compared
with our organization, we can classify
benchmarking.
“What” is being
compared with
other
organizations
vs. Who” is being
compared with
our organization
55. Dr. Zargari
Types of Benchmarking
On the basis of “What” is being compared with
other organizations we have four main types.
These four major types of benchmarking are
evolutionary beginning with product, through to
functional (performance), process and strategic
benchmarking.
Performance
Product
Process
Strategic
56. Dr. Zargari
Types of Benchmarking
On the basis of “Who” is being compared with our
organization, we have these categories:
Generic
Internal vs. External
Best in Class
International
Best of the Best
58. 1-Product Benchmarking
The process of designing new products or
Dr. Zargari
upgrades to current ones. This process can
sometimes involve reverse engineering which is
taking apart competitors products to find
strengths and weaknesses.
59. 1-Product Benchmarking
Many firms perform product benchmarking when
Dr. Zargari
designing new products or upgrades to current
products. Providing an external perspective on
opportunities to improve products, technology,
manufacturing and support processes, the product
development process, and engineering practices
are core activities of product benchmarking.
60. 2-Performance Benchmarking
Performance benchmarking focuses on assessing
Dr. Zargari
competitive positions through comparing the
products and services of other competitors. When
dealing with performance benchmarking,
organizations want to look at where their product
or services are in relation to competitors on the
basis of things such as reliability, quality, speed,
and other product or service characteristics.
61. 2-Performance Benchmarking
Assessing relative level of performance in key
Dr. Zargari
areas or activities in comparison with others in the
same sector and finding ways of closing gaps in
performance.
62. 3-Process Benchmarking
Process benchmarking focuses on the day-to-day
Dr. Zargari
operations of the organization. It is the task of
improving the way processes performed every
day. Some examples of work processes that could
utilize process benchmarking are the customer
complaint process, the billing process, the order
fulfillment process, and the recruitment process
(Bogan, 1994).
63. 3-Process Benchmarking
“Process Benchmarking" is generally higher-level
Dr. Zargari
and less number-intensive than metrics.
Demonstrate how top performing companies
accomplish the specific process in question.
Takes form of research, surveys/interviews, and site
visits.
By identifying how others perform the same functional
task or objective, firms gain insight and ideas they may
not otherwise achieve.
A true value-added feature of benchmarking
64. 3-Process Benchmarking
Process benchmarking - the initiating firm focuses
Dr. Zargari
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.
65. Dr. Zargari
3-Process Benchmarking
Wisdom from “Texas Instruments”:
“Unless you change the process,
why would you expect the
results to change”
66. 3-Process Benchmarking
By process benchmarking companies achieve
Dr. Zargari
improvements in key processes to obtain quick
benefits. This provides an analysis of best practice
processes and functions irrespective of industry or
sector.
67. 4-Strategic Benchmarking
Strategic benchmarking deals with top
Dr. Zargari
management. It deals with long term results.
Strategic benchmarking focuses on how
companies compete. This form of benchmarking
looks at what strategies the organizations are
using to make them successful. This is the type of
benchmarking technique that most Japanese firms
use (Bogan, 1994). This is due to the fact that the
Japanese focus on long term results.
68. 4-Strategic Benchmarking
This is concerned with comparing different
Dr. Zargari
companies' strategies and assessing the success of
those strategies in the marketplace. Analyzes the
strategies with particular reference to:
strategic intent
core competencies
process capability
product line
strategic alliances
technology portfolio
69. 4-Strategic Benchmarking
Strategic benchmarking is a proactive analysis of
Dr. Zargari
emerging trends and options in different markets,
processes, technologies and distributions which
could significantly affect the strategic direction of
economies. It is the broadest form of
benchmarking and involves observing how others
compete. This type is usually not industry specific,
meaning it is best to look at other industries.
71. 1-Internal Benchmarking
This refers to the analysis and comparison of one
Dr. Zargari
or more units within the same organization. It is
often the case when organizations have an in-house
best practice area.
Sharing opinions
between
departments within
the same
organization.
Advantage:
Easier to implement
Easier to access data
Disadvantage:
External ideas blocked
72. 1-External Benchmarking
Where examples of good practices can be found in
Dr. Zargari
other organizations and there is a lack of good
practices within internal business units.
Comparison with external organizations leads to
discovery of new ideas, methods, products and
services.
The gap between
internal and external
practices displays the
way where to change
and if there is any need
to change.
Advantage:
Helps to measure one’s own
performance
Helps to search for best practices
Disadvantage:
Takes time
Requires support
Legal/ethical issues
Industrial espionage
73. 2-Generic Benchmarking
Comparisons of business process or functions that
Dr. Zargari
are very similar, regardless of industry.
74. 3-Best-in-class Benchmarking
Best-In-Class
Dr. Zargari
Generally, initiator firms will choose to benchmark the
best-in-class.
Best-in-class refers to those firms or organizations that
have been recognized as the best in an industry based
on some criterion.
Objective
The objective of best-in-class is to provide a basis for
continual improvement.
75. 4-Best of the best Benchmarking
Best-of-the-Best
Dr. Zargari
After becoming a best-in-class firm, it may be difficult
to gain new insight and information from direct
competitors.
Therefore, the next level of improvement is called
best-of-the best or best-in-the-world.
Don’t limit your effort to players
inside the industry only!
77. Dr. Zargari
Types of Benchmarking
There are several other classifications for
benchmarking, based on partner type, adoption
level and target process, etc. Following are the
most used types:
Internal
External
Competitive
Functional
Generic
78. 1-Competitive Benchmarking
Competitive benchmarking is the most difficult
Dr. Zargari
type of benchmarking to practice. For obvious
reasons, organizations are not interested in
helping a competitor by sharing information. This
form of benchmarking is measuring the
performance, products, and services of an
organization against its direct or indirect
competitors in its own industry. Competitive
benchmarking starts as basic reverse engineering
and then expands into benchmarking.
79. 1-Competitive Benchmarking
Competitive benchmarking is an analysis of
Dr. Zargari
strategies, processes and practices with
competitors and companies in the same industry.
Therefore, it is industry or business type specific.
It is especially beneficial to organizations
managing a specialized type of operation.
80. 1-Competitive Benchmarking
Competitive Benchmarking is the continuous
Dr. Zargari
measurement of the company’s products,
services, processes and practices against the
standards of best competitors and other
companies who are recognized as leaders. It is also
important to remember when using competitive
benchmarking that the goal is to focus on your
direct competitors and not the industry as a
whole.
81. 2-Functional Benchmarking
Functional benchmarking - a company will focus its
Dr. Zargari
benchmarking on a single function to improve the
operation of that particular function. Complex
functions such as Human Resources, Finance and
Accounting and Information and Communication
Technology are unlikely to be directly comparable
in cost and efficiency terms and may need to be
disaggregated into processes to make valid
comparison.
82. 2-Functional Benchmarking
Comparative research to seek world-class
Dr. Zargari
excellence by comparing business performance
not only against competitors but also against the
best businesses operating in a different industry.
Comparing functions
Advantage:
Discovering innovative
practices
Disadvantage:
Not suitable for every
organization or every function
83. 3-Collaborative Benchmarking
Benchmarking, originally described as a formal
Dr. Zargari
process by Rank Xerox, is usually carried out by
individual companies. Sometimes it may be carried
out collaboratively by groups of companies (e.g.
subsidiaries of a multinational in different
countries). One example is that of the Dutch
municipally-owned water supply companies,
which have carried out a voluntary collaborative
benchmarking process since 1997 through their
industry association.
84. 3-Collaborative Benchmarking
With collaborative benchmarking, information is
Dr. Zargari
shared between groups of firms. It is a
brainstorming session among organizations. It is
important to realize that not all collaborative
efforts are considered benchmarking. It is
sometimes called “data sharing."
85. 4-Financial Benchmarking
Performing a financial analysis and comparing the
Dr. Zargari
results in an effort to assess your overall
competitiveness and productivity.
86. Dr. Zargari
Benchmarking Methodology
Look for Benchmarking Opportunities Everywhere
Competitive
• Industry leaders
• Top performers with
similar operating
characteristics
Functional
• Top performers
regardless of industry
• Aggressive innovators
utilizing new
technology
Internal
• Top performers
within company
• Top facilities
within company
Best Practice
Overlap
87. Commonly Benchmarked Performance Measures
Dr. Zargari
Financial Ratios
Productivity Ratios
Customer-related Results
Operating Results
Human Resource Measures
Quality Measures
Market Share Data
Structural Measures
88. Commonly Benchmarked Performance Measures
Dr. Zargari
Financial Ratios: Such as ROA or ROI are
probably the easiest to obtain and
compare.
Productivity Ratios: Are useful in
measuring the extent to which a firm
effectively uses the scarce resources that
are available to it.
89. Commonly Benchmarked Performance Measures
Dr. Zargari
Customer-related Results: Include
customer satisfaction and comparisons of
customer satisfaction relative to
competitors.
Operating Results: Might include cycle
times, waste reduction measures, value-added
measures, and lead time.
90. Commonly Benchmarked Performance Measures
Dr. Zargari
Human Resource Measures: May include
employee satisfaction measures, training
expenditures, turnover, and absenteeism.
Quality Measures: These can include
conformance-based quality information
such as reject rates, capability information,
performance information, or other
measures.
91. Commonly Benchmarked Performance Measures
Dr. Zargari
Market Share Data: Includes shares in the
different markets served by the firm.
Structural Measures: Include objectives,
policies, and procedures followed by a
firm.
93. Dr. Zargari
Survey (Slide 1 of 3)
In 2008, a comprehensive survey on benchmarking
was commissioned by The Global Benchmarking
Network, a network of benchmarking centers
representing 22 countries. Over 450 organizations
responded from over 40 countries. The results
showed that:
94. Dr. Zargari
Survey(Slide 2 of 3)
Mission and Vision Statements and Customer
(Client) Surveys are the most used (by 77% of
organizations of 20 improvement tools, followed
by SWOT analysis(72%), and Informal
Benchmarking (68%). Performance Benchmarking
was used by (49%) and Best Practice
Benchmarking by (39%).
95. Dr. Zargari
Survey(Slide 3 of 3)
The tools that are likely to increase in popularity
over the next three years are Performance
Benchmarking, Informal Benchmarking, SWOT,
and Best Practice Benchmarking. Over 60% of
organizations that are not currently using these
tools indicated they are likely to use them in the
next three years.
96. Top-10 Benchmarked Business Processes
Dr. Zargari
Business Process Ranking
EMPLOYEE RECOGNITION 1
PROCESS IMPROVEMENT MANAGEMENT 2
PROCUREMENT PURCHASING 3
MANAGEMENT OPERATIONS POLICY LEADERSHIP 4
BENCHMARKING 5
EMPLOYEE DEVELOPMENT TRAINING 6
MARKETING 7
ASSET MANAGEMENT 8
BALANCED SCORECARD 9
CORPORATE GOVERNANCE 10
97. Dr. Zargari
TOP-10 Benchmarking Organizations
The following is a ranking of organizations that are
heavily engaged in benchmarking. These
organizations have implemented internal
benchmarking methodologies to support their
entire organizations' efforts to improve their
products and services.
These organizations are excellent role models for
you to learn how to deploy benchmarking
throughout your workgroup, department, division
or entire organization. They are leaders!
98. Dr. Zargari
TOP-10 Benchmarking Organizations
Organization Ranking
Xerox 1
U.S. Army 2
Corning 3
Abu Dhabi Food Control Authority 4
Internal Revenue Service 5
United Technologies 6
DynMcDermott 7
Dubai Municipality 8
Dubai Chamber of Commerce and Industry 9
Allergan 10
100. ISO
Dr. Zargari
Benchmarking in Business Excellence
Model
Vision
Mission
Objectives
Areas to be Addressed
Measurement Indicators
QUALITY INITIATIVES
Kaizen
Benchmarking
Six Sigma
Quality Circles
Suggestion Schemes
Professional Circles
5S
KM BSC
101. Dr. Zargari
Parties to Benchmarking Relationship
There are two parties to each benchmarking
relationship: an initiator firm and a target firm.
The initiator firm is the firm that initiates contact and
studies the other firm.
The target firm is the firm that is being studied (also
called the benchmarking partner).
Initiator Target
102. Dr. Zargari
Benchmarking Process
There are various methods of benchmarking and a
variety of methodologic processes in
benchmarking mechanisms and implementation.
Some important organizations have developed
their own benchmarking process.
103. Dr. Zargari
General Benchmarking Process
Plan
•Select Process
•Understand Process
•Select Partners
Act
•Communicate actions
•Develop improvement
plan
•Implement
•Review Progress
Analyze
•Collect Data
•Establish the gap
•Identify process changes
•Target future goals
104. A Benchmarking Process
Dr. Zargari
1. IDENTIFY WHAT IS TO BE BENCHMARKED
2. IDENTIFY COMPARATIVE COMPANIES
3. DETERMINE DATA COLLECTION METHOD
AND COLLECT DATA
4. DETERMINE CURRENT PERFORMANCE "GAP"
5. PROJECT FUTURE PERFORMANCE LEVELS
6. COMMUNICATE BENCHMARK FINDINGS
AND GAIN ACCEPTANCE
7. ESTABLISH FUNCTIONAL GOALS
8. DEVELOP ACTION PLANS
9. IMPLEMENT SPECIFIC ACTIONS AND
MONITOR PROGRESS
10. RECALIBRATE BENCHMARKS
•LEADERSHIP POSITION ATTAINED
•PRACTICES FULLY INTEGRATED INTO PROCESS
PLANNING
ANALYSIS
INTEGRATION
ACTION
MATURITY
105. Dr. Zargari
Gap Analysis
When done well, benchmarking prominently
reveals gaps between the performance of the
benchmarker and that of a “best practices” leader,
and that leads to developing sustainable
competitive advantage.
106. Dr. Zargari
Gap Analysis (Spider chart)
Current performance of the host
Current performance of the partner
Total customer
satisfaction
Current
performance of the
host for variable ‘K’.
Best of the best
(current
performance of
the partner for
variable ‘A’.
108. Dr. Zargari
Xerox Experience-1 (Brogan, 1994)
The Xerox of today is not the Xerox of the sixties and
seventies. During that time period the organization
experienced market erosion from competitors,
primarily Japanese. These competitors were
marketing higher quality products in the United States
at the same price or lower as Xerox. Xerox found that
the Japanese were able to assemble quality products
at a low price. This was hard for Xerox to grasp
because they were the first to develop the photocopy
and their name had come to be synonymous with
photocopies.
109. Dr. Zargari
Xerox Experience-2 (Brogan, 1994)
How could the Japanese be beating them at their own
game? Xerox found that they had to regroup. In doing
this they made competitive benchmarking a
fundamental part of their operations. Xerox began to
study other organizations within and out of their
industry. By 1983, Xerox had bench marked more
than 230 process performance areas in their
operation. Identifying the best processes used by
others, Xerox adapted them for their own use. This is
how they regained their core competency and
strategic advantage in the photocopying industry.
110. Xerox 12-Step Benchmarking Process-1
Phase 1: Planning
Dr. Zargari
1. Identify what to benchmark;
2. Identify comparative companies;
3. Determine data collection method & collect data.
Phase 2: Analysis
4. Determine current performance gap;
5. Project future performance levels.
Phase 3: Integration
6. Communicate finding and gain acceptance;
7. Establish functional goals.
113. Dr. Zargari
Benchmarking Process-APQC
American Productivity & Quality Center defines
benchmarking process in four steps:
Planning
Data collection
Analysis
Adapting & Improving
114. Dr. Zargari
Benchmarking Process
In benchmarking “metrics" give numerical
standards against which a company’s own
processes can be compared. Some examples of
metric benchmarks are:
Finished-product first-pass yield of 97%
Scrap/rework less than 1% of sales
Cycle time less than 25 hours
Customer lead times less than 20 days
Productivity levels of $150,000 or more per employee
Plant-level ROA better than 15%
115. Dr. Zargari
Benchmarking Process
In benchmarking:
Measure what’s needed, not what’s easy.
Broad measures of performance fail to give you
actionable information.
You don’t need a 1000 measures, just find the key
indicators that serve as critical factors.
Finding balance is important..don’t let a non-benchmarked
metric go bad.
116. Dr. Zargari
Six Principles of Benchmarking
Any acceptable benchmarking should have these
six features:
Comprehensive
Credible
Comparative
Performance-oriented
Confidential
Continuous assessment
117. Dr. Zargari
Benchmarking Process
Why businesses are not willing to do multi-step
benchmarking?
Takes too long often six to nine months
Its costly
The lessons learned may or may not get translated to
practice and improvement
Reports that get shelf space, not action
Cumbersome process to complete
Limits Flexibility - procedures oriented
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Creative Benchmarking*
Creative Benchmarking:
Start from the customers point of view
List each step of the customers buying experience
Next, determine which factors most influence
customers perception of value at each step
Finally, identify companies that excel at each factor –
without regard to their industry!
* (Derived from the work of Dawn Lacobucci and Christie Nordhielm, Kellogg Graduate
School of Management)
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Fast-Cycle Benchmarking
Fast-Cycle Benchmarking is:
Less elaborate than traditional multi-step
More tactical
What do concrete trucks and pizza have in common?
Useful to Identify specific operation problems or
opportunities
Instead of copying from others, use the data to
stimulate generation of creative ideas
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Fast-Cycle Benchmarking
Figure out what you are looking for and bring it in.
Look for practices that can spark ideas, don’t just
replicate what you find.
Figure out where benchmarking fits in your tool
chest, and make an informed decision about the
outcome you are really after.
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Fast-Cycle Benchmarking
Benchmark companies roughly at your own level!
College physics before high school math doesn’t
make any sense…
Forget the world class company (unless you are
one!)..find a firm of similar size and situation as yours
Benchmark companies with similar business needs
Common concerns promote a more productive
exchange or transportability of the information learned
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Benchmarking Essentials
Top management support and guidance
Aligning benchmarking with the vision and mission
Thorough process mapping and documentation
Committed and creative benchmarking team
Selection of right benchmarking partner
Flexible mindset to accept change and findings
Integrating benchmarking with other improvement initiatives
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Benchmarking Essentials
Clearly defined purpose
Continual analysis & reassessment
Appropriate benchmarking methodology
Significance of results must be clear
Conclusions must be justified by the data
Investigation must be systematic
A high code of ethics is essential
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Benchmarking Essentials
Must establish & enforce milestones
Must report findings to senior management
Internal training on benchmarking for company personnel is
crucial
Professional benchmarking analysts should support studies
The process must be institutionalized
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Benchmarking Costs
The three main types of costs in benchmarking
are:
Time
Costs
B
Visit
Costs
Database
Costs
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Benchmarking Costs
Time Costs - Members of the benchmarking team
will be investing time in researching problems,
finding best practice companies to study, visits,
and implementation. This will take them away
from their regular tasks for part of each day so
additional staff might be required.
129. Dr. Zargari
Benchmarking Costs
Visit Costs - This includes hotel rooms, travel costs,
meals, a token gift, and lost labor time.
130. Dr. Zargari
Benchmarking Costs
Benchmarking Database Costs - Organizations that
institutionalize benchmarking into their daily
procedures find it is useful to create and maintain
a database of best practices and the companies
associated with each best practice now.
132. Dr. Zargari
Benchmarking Ethics
Since the concept of benchmarking can lead to
unscrupulous and sometimes unethical behavior,
the SPI Council on Benchmarking and the
International Benchmarking Clearinghouse have
established a general code of conduct
(Thompson). The code is as follows:
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Benchmarking Code of Conduct
Do not ask competitors for sensitive information. Do not make them
feel that if the data is not shared the benchmarking process will end. If
you ask the company for sensitive and valuable information, be
prepared to give the same in return.
Use an ethical and unbiased third party such as an
ombudsman or legal advisor for direct competitor advice.
Treat any information obtained from a benchmarking partner as
privileged or “top secret” information. Don't give away any
information or potential trade secrets without permission.
134. Dr. Zargari
Benchmarking Code of Conduct
When benchmarking with competitors, set up certain rules that state that
things will not be discussed that give either company a competitive
advantage. Establish the purpose is for both parties to improve or gain
benefit. Costs should not be discussed.
Consult with a legal advisor if any information gathering
procedure is in doubt.
Do not misrepresent yourself or your organization as being
someone or something that you are not.
Show that you are committed to the effectiveness of the
process. And in doing so maintain a professional and
honest relationship with your benchmarking partners.
136. Dr. Zargari
Benchmarking Pitfalls
Benchmarking is NOT:
Tour visits to other competitors or organizations.
Performance measurement, it’s part of benchmarking
process. i.e. competitive analysis.
A cost-cutting exercise.
Imitating others’ practices or processes, it’s “How to”
not “What is”.
A public relations exercise.
137. Dr. Zargari
Benchmarking Pitfalls
Failure to consider organizational cultures or
circumstances leads to a wrong direction.
Insufficient preparation usually results in MBWAA
(management by wandering around aimlessly!).
What are you trying to learn about?
Why do you want to learn it?
What will you do with it to make your processes better
once you have it?
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Benchmarking Pitfalls
Lack of sponsorship
Unengaged process owner
Notion that we are unique
Mission, goals, objectives Unconnected
Not relating benchmarking to other improvement initiatives
Not accepting findings
Time and resources overlooked
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Benchmarking Pitfalls
Fear of being seen as “copying”
Fear of losing competitive advantage by sharing
information
Benchmarking trap – benchmark that which is convenient,
but may not be important.
Excuses such as : We are too small, We are too busy, We are
too different, Nobody else does what we do, We do it
better than anyone else
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When not to Benchmark
Target is not critical to the core business functions
Customer’s requirement is not clear
Key stakeholders are not involved
Inadequate resources to carry through
No plan for implementing findings
Fear of sharing information with other organizations
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Specialized Organizations
There are international organizations specialized
in benchmarking services, e.g.,
Global Benchmarking Council
American Productivity and Quality Center
Asian Benchmarking Clearinghouse
Hong Kong Benchmarking Clearing house
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Final Remarks
Benchmarking does not come as a natural process
for many – competitiveness does, but not
benchmarking, because benchmarking requires a
team approach.
In Benchmarking The Key is to
“Adapt not Adopt” – Professor Deming
144. Dr. Zargari
REFERENCES
Anderson, B. (1999), “Industrial benchmarking for competitive
advantage”, Human Systems Management, Vol. 18 No. 3.
Bogan, C.E. and M.J English (1994), Benchmarking for Best Practices:
Winning Through Innovative Adoption, New York: McGraw-Hill.
Boxwell, Robert (1994), Benchmarking for a Competitive Advantage,
McGraw Hill, 1994
Delpachitra S. and D. Beal. (2002) “Process benchmarking: an
application to lending products”, Benchmarking: An International
Journal, Vol. 9, No. 4.
Davies, A. J. and Ashok K. K. (1999), “Why British companies don’t do
effective benchmarking”, Integrated Manufacturing Systems, Vol. 10,
No.1.
Graham, Anne (1997), “Association Publications: Benchmarking
Common Problems,” The Magazine for Magazine Management, v25,
145. Dr. Zargari
REFERENCES
Harper, Kim (1996), “Benchmarking: International Clearinghouse
Plays Matchmaker for Companies That Want to Improve,” Arkansas
Business, vol.9, (1996).
Hinton M. et al. (2000), “Best practice benchmarking in the UK”,
Benchmarking: An International Journal, Vol. 7, No. 1.
Hurmelinna P. et al. (2002), “Attaining world-class R&D by
benchmarking buyersupplier relationships”, International Journal of
Production Economics, Vol. 80, No. 1.
Juran, J.M. (1993), Quality planning and analysis: from product
development through use (Third Edition), United States of America:
McGraw-Hill, Inc.
Keegan, R. (1988), “Benchmarking Facts: A European Perspective”,
Dublin: Oak TreePress
146. Dr. Zargari
REFERENCES
Kolarik, W. J. (1995), Creating Quality: Concepts, Systems, Strategies,
and Tools (International Edition), Singapore: McGraw-Hill Book Co.
Peppard, J. (1999), “Benchmarking, process re-engineering and
strategy: some focusing frameworks”, Human Systems Management,
Vol. 18 No. 3.
Porter, M.E. (1985), “Competitive Strategy: Techniques for Analysing
Industries and Competitors”, Free Press, New York
Ralston D. et al. (2001), “Process benchmarking as a market research
tool for strategic planning” Marketing Intelligence & Planning, Vol.
19, No. 4.
http://www.ogc.gov.uk/documentation_and_templates_benchmarki
ng.asp
http://www.ebenchmarking.com/
147. Dr. Zargari
REFERENCES
http://www.nhsbenchmarking.nhs.uk/
http://www.berr.gov.uk/dius/innovation/benchmarking-innovation/
index.html
Benchmarking for Best Practices: Winning Through Innovative
Adaptation, Christopher Bogan and Michael English, McGraw Hill
www.best-in-class.com – Bogan’s website
The International Benchmarking Clearinghouse, www.apqc.org
www.runzheimer.com
The Business Gateway http://www.bgateway.com/index.asp
David Stauffer, (2003) “Is Benchmarking Doing the Right Work?”,
Harvard Business School Publishing