Benchmarking is the systematic process of searching for and implementing best practices from other organizations. It involves understanding your own performance, studying high-performing competitors or similar organizations, and using what you learn to improve processes. There are three main types of benchmarking: internal, competitive, and process benchmarking. The benchmarking process involves deciding what to benchmark, understanding your current performance, planning a benchmarking study, collecting data on others' performance, learning from that data, and implementing findings through goal-setting and action plans. Benchmarking is an effective improvement tool but must be properly implemented and not seen as a substitute for innovation.

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TOPIC:
BENCHMARKING

2. Definition 2
Benchmarking is the systematic search for best
practices, innovative ideas, and highly effective
operating procedures.
Benchmarking considers the experience of others
and uses it
It is the common sense proportion to learn from
others what they do right and then imitate it to avoid
reinventing the wheel.
In 1800s, Francis Lowell, a New England colonist,
studied British textile mills and imported many ideas
along with improvements he made for American
textile mills

3. Introduction and use:
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Benchmarking is an increasingly effective
popular tool.
It is used extensively both manufacturing and
service organizations, including
Xerox
AT&T
Motorola
Ford
Toyota

4. 4
Bench marking stipulate that quality goals and
objectives be based on competitive products
Malcolm Baldridge National Quality Award
requires applicants benchmark external
organizations
Introduction and use:

5. Reasons to Benchmark
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For achieving business and c0mpetitive objectives;
helps in developing strengths and reduce
weaknesses
For functions that are critical to the business
mission, organizations must continue to
INNOVATE as well as IMITATE.
Benchmarking enhances innovation by requiring
organizations to constantly scan the external
environment and to use the information obtained
to improve the process.

6. Reasons to Benchmark
6
Requires external orientation or competition
would catch unawares
Time and cost efficient – process involves
imitation and adaptation rather than pure
invention
Primary weakness : Best-in-Class performance is a
moving target because of new technology
advancements

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Diagram:
What is our
Performance level ?
How do we do it ?
What are others`
Performance levels ?
How did they get there ?
Creative
Adaptation
Breakthrough performance

8. 8

9. Types of benchmarking:
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There are three main types of benchmarking:
Internal
Competitive and
Process

10. Process of benchmarking:
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The following six steps contains the core
techniques:
Decide what to benchmark
Understand current performance
Plan
Study others
Learn from data
Use the findings

11. Decide what to benchmark ?
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Benchmarking can be applied to the any business or
production process.

12. Understanding current performance:
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To compare practices to outside benchmarks, it
is first necessary to thoroughly understand and
documents the current process of your
organization that where you stand.

13. Planning
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Once internal process is understood and
documented, it is possible to make decisions about
how to conduct the study.
The team should be decided that what type of
benchmarking to be preformed.
Benchmarking planning is a learning process.

14. Studying others
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Benchmarking studies look for two types of
information:
A description of how best in class processes are
practices and
the measurable results of these practices

15. Learn from the data:
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Learning from the data collected in a benchmarking
study involves answering a series of questions:
Is there a gap between the organizations performance
and the performance of the best-in-class organizations ?
What is the gap ? How much is it ?
Why is there a gap ? What does the best-in-class do
differently that is better ?
If best-in-class practices were adopted, what would be the
resulting improvement ?

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Its main objective is to determine from overall
effect on the internal operation of adapting the
best-in-class practice.
In other words, what is the size of the gap and what
are the appropriate benchmark metrics and
objectives ?

17. Using the findings:
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Benchmarking is the waste of time if change does
not occurs as a result. To effect the change, the
findings must be communicated to the people
within the organization who can enable
improvement.
The findings must be translated to GOALS and
OBJECTIVES and ACTION PLANS must be
developed to implement new process.

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The generic steps for the development and
execution of action plans are:
Specify tasks
Sequence tasks
Determine resource needs
Establish task schedule
Assign responsibility for each task
Describe expected results
Specify methods for monitoring results.
Using the findings:

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Goals and objectives should be consistent with the
execution of the action plan so that the end result
is process superiority. The best results are obtained
when process owners fully participate in the design
and execution of the plan.
Using the findings:

20. Pitfalls and Criticisms of Benchmarking
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Not a strategy nor a management philosophy, but an
improvement tool
To be effective, it must be used properly
Not a substitute for innovation
Success depends on setting and achieving goals and
objectives based on external reality caring about
quality, cost and delivery