The document discusses how benchmarking helped Xerox improve. It describes how Xerox instituted benchmarking in 1981 after its market share declined. Benchmarking identified best practices in quality, costs, and processes. Xerox cut quality problems by two-thirds, reduced suppliers from 5,000 to 300, and saw manufacturing costs drop by half. Benchmarking led to dramatic improvements that helped Xerox win quality awards and regain market share. The success of Xerox's benchmarking efforts led many other companies to adopt similar practices to gain competitive advantages.
Benchmarking is the process of improving performance by continuously identifying, understanding, and adapting outstanding practices found inside and outside the organization.
Benchmarking is the process of improving performance by continuously identifying, understanding, and adapting outstanding practices found inside and outside the organization.
In this presentation, we will talk in details about leadership as an imperceptible quality for an effective business, seven habits of highly effective people and seven tools on management and planning, models for TQM leadership, strategic quality management and steps creating TQM culture.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Unit I
Introduction; meaning and nature of research; significance of research in business decision making, identification and formulation of research problem, setting objectives and formulation of hypotheses.
Unit-II
Research design and data collection; research designs – exploratory, descriptive, diagnostic and experimental data collection; universe, survey population, sampling and sampling designs. data collection tools- schedule, questionnaire, interview and observation, use of SPSS.
Unit-III
Scaling techniques; need for scaling, problems of scaling, reliability and validity of scales, scale construction techniques- arbitrary approach, consensus scale approach (Thurston), item analysis approach (Likert) and cumulative scales (Gut man’s Scalogram)
Unit-IV
Interpretation and report writing; introduction, meaning of interpretation, techniques and precautions in interpretation and generalization report writing- purpose, steps and format of research report and final presentation of the research report.
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.
Core competency is a concept in management theory introduced by, C. K. PRAHALAD and GARY HAMEL.
It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace“
Core competency are the skills, characteristics, and assets that set your company apart from competitors.
They are the fuel for innovation and the roots of competitive advantage.
The engine for new business development, underlying component of a company’s competitive advantage created from the coordination, integration and harmonization of diverse skills and multiple streams of technologies.
In this presentation, we will talk in details about leadership as an imperceptible quality for an effective business, seven habits of highly effective people and seven tools on management and planning, models for TQM leadership, strategic quality management and steps creating TQM culture.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Unit I
Introduction; meaning and nature of research; significance of research in business decision making, identification and formulation of research problem, setting objectives and formulation of hypotheses.
Unit-II
Research design and data collection; research designs – exploratory, descriptive, diagnostic and experimental data collection; universe, survey population, sampling and sampling designs. data collection tools- schedule, questionnaire, interview and observation, use of SPSS.
Unit-III
Scaling techniques; need for scaling, problems of scaling, reliability and validity of scales, scale construction techniques- arbitrary approach, consensus scale approach (Thurston), item analysis approach (Likert) and cumulative scales (Gut man’s Scalogram)
Unit-IV
Interpretation and report writing; introduction, meaning of interpretation, techniques and precautions in interpretation and generalization report writing- purpose, steps and format of research report and final presentation of the research report.
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.
Core competency is a concept in management theory introduced by, C. K. PRAHALAD and GARY HAMEL.
It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace“
Core competency are the skills, characteristics, and assets that set your company apart from competitors.
They are the fuel for innovation and the roots of competitive advantage.
The engine for new business development, underlying component of a company’s competitive advantage created from the coordination, integration and harmonization of diverse skills and multiple streams of technologies.
Procter & Gamble needed a credible mechanism for benchmarking its corporate website, initially to unlock essential budget. “We needed external validation… to show digital is important.”
Academic project on Supply Chain Management - Supply Chain Benchmarking study of Indian Two Wheeler Industry
• Completed a quantitative supply chain benchmarking study of Indian two wheeler companies namely Hero Motocorp, Bajaj Auto, TVS, Royal Enfield, Mahindra two wheelers
This presentation is based on case study on Benchmarking. This case study explains why there was a need of benchmarking and how Xerox benchmarked to come back in competition.
Marketing Strategy which includes Consumer Analysis, Marketing Mix, Porter`s Five Force Model, PEST analysis, Competitive Scenario, STP and Break Even.
Apply Strategic Plan EvaluationRefer back to the Week 2 compa.docxjewisonantone
Apply: Strategic Plan Evaluation
Refer back to the Week 2 company, Hoosier Media, Inc. Your consulting firm is now ready to present suggestions regarding the strategic plan of Hoosier Media, Inc.
In a 10- to 20-slide presentation with speaker notes, address the following which will be presented to the Director of Marketing:
· The best possible options for evaluating a strategic plan
· Corrective actions that should be taken to ensure company operations are correctly aligned with the strategic plan
Include the following in your presentation:
· How should the company measure organizational performance?
· How will the company examine what progress is being made toward the stated objectives?
· What criteria will be used when determining whether company objectives are measurable and verifiable?
· Based on your knowledge of the company, what changes should be made to reposition Hoosier Media competitively for the future?
Research and find 2-3 topics in current news/events
and be prepared to explain the event/news item and its relationship to
the material that we have covered in the course.
You should review papers, magazines and news feeds
to bring potential items for the group to discuss and decide on the
topics. You should then put together a slide on each item which
describes the event and demonstrates how it would impact strategic
management planning processes.
Six Sigma
The term Six Sigma, popularized by Motorola, Honeywell, and General Electric, has two meanings in TQM. In a statistical sense, it describes a process, product, or service with an extremely high capability (99.9997% accuracy). For example, if 1 million passengers pass through the St. Louis Airport with checked baggage each month, a Six Sigma program for baggage handling will result in only 3.4 passengers with misplaced luggage. The more common three-sigma program (which we address in the supplement to this chapter) would result in 2,700 passengers with misplaced bags every month. See Figure 6.4.
Six Sigma
A program to save time, improve quality, and lower costs.
The second TQM definition of Six Sigma is a program designed to reduce defects to help lower costs, save time, and improve customer satisfaction. Six Sigma is a comprehensive system—a strategy, a discipline, and a set of tools—for achieving and sustaining business success:
1. LO 6.3Explain Six Sigma
· It is a strategy because it focuses on total customer satisfaction.
· It is a discipline because it follows the formal Six Sigma Improvement Model known as DMAIC. This five-step process improvement model (1) Defines the project’s purpose, scope, and outputs and then identifies the required process information, keeping in mind the customer’s definition of quality; (2) Measures the process and collects data; (3) Analyzes the data, ensuring repeatability (the results can be duplicated) and reproducibility (others get the same result); (4) Improves, by modifying or redesigning, existing processes and procedures; a.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
Study on Benchmarking with Respect to Recruitment ParametersIJMTST Journal
Benchmarking of the recruitment parameters is indeed the process by which, an organization can compare
its recruitment parameters and policies. As the employee is an undividable but the most important part of an
organization, it is the main component in an organizations growth and success. Thus, at certain point in time,
every organization needs to evaluate its recruitment strategies in accordance to hire the skillful and most
productive workforce. Today organizations should measure to confirm whether you are employing effectively
or not, you would end up spending most of time measuring recruiting activities instead of actually recruiting.
Benchmarking of recruitment parameters will help organization how business is doing on the talent
management front.
Overview of CAM-I (Consortium for Advanced Management - International).
Over four decades of industry led collaborative research.
Global leadership in cost, process and performance management
Quality in Practice From Leadership Through Quality to Lean Six S.docxamrit47
Quality in Practice: From Leadership Through Quality to Lean Six Sigma at Xerox41
The Xerox 914, the first plain-paper copier, was introduced in 1959. Regarded by many people as the most successful business product ever introduced, it created a new industry. During the 1960s Xerox grew rapidly, selling all it could produce, and reached $1 billion in revenue in record-setting time. By the mid-1970s its return on assets was in the low 20 percent range. Its competitive advantage was due to strong patents, a growing market, and little competition. In such an environment, management was not pressed to focus on customers.
Facing a Competitive Crisis
During the 1970s, however, IBM and Kodak entered the high-volume copier business—Xerox’s principal market. Several Japanese companies introduced high-quality low-volume copiers, a market that Xerox had virtually ignored, and established a foundation for moving into the high-volume market. In addition, the Federal Trade Commission accused Xerox of illegally monopolizing the copier business. After negotiations,
Xerox agreed to open approximately 1,700 patents to competitors. Xerox was soon losing market share to Japanese competitors, and by the early 1980s it faced a serious competitive threat from copy machine manufacturers in Japan; Xerox’s market share had fallen to less than 50 percent. Some people even predicted that the company would not survive. Rework, scrap, excessive inspection, lost business, and other problems were estimated to be costing Xerox more than 20 percent of revenue, which in 1983 amounted to nearly $2 billion. Both the company and its primary union, the Amalgamated Clothing and Textile Workers, were concerned. In comparing itself with its competition, Xerox discovered that it had nine times as many suppliers, twice as many employees, cycle times that were twice as long, 10 times as many rejects, and seven times as many manufacturing defects in finished products. It was clear that radical changes were required.
Leadership Through Quality
In 1983, company president David T. Kearns became convinced that Xerox needed a long-range, comprehensive quality strategy as well as a change in its traditional management culture (see Figure 1.5). Kearns was aware of Japanese subsidiary Fuji Xerox’s success in implementing quality management practices and was approached by several Xerox employees about instituting total quality management. He commissioned a team to outline a quality strategy for Xerox. The team’s report stated that instituting it would require changes in behaviors and attitudes throughout the company as well as operational changes in the company’s business practices. Kearns determined that Xerox would initiate a total quality management approach, that they would take the time to “design it right the first time,” and that the effort would involve all employees. Kearns and the company’s top 25 managers wrote the Xerox Quality Policy, which states:
Figure 1.5: Origin of the 1983 Xe ...
The Global Management Challenge (GMC) is the world's number one strategic management & business competition based on simulation. Global enterprises are using GMC as a core tool to apply their training and talent development strategies.
where teams of 3-5 members each, assuming the role of the board of directors, compete against each other by managing virtual companies listed on a simulated Stock Exchange.
The company with the highest investment performance wins.
Overview of CAM-I (Consortium for Advanced Management - International).
Over four decades of industry led collaborative research.
Global leadership in cost, process and performance management
The Global Management Challenge (GMC) is the world's number one strategic management & business competition based on simulation. Global enterprises are using GMC as a core tool to apply their training and talent development strategies.
where teams of 3-5 members each, assuming the role of the board of directors, compete against each other by managing virtual companies listed on a simulated Stock Exchange.
The company with the highest investment performance wins.
Quality in Practice From Leadership Through Quality to Lean Six S.docxmakdul
Quality in Practice: From Leadership Through Quality to Lean Six Sigma at Xerox
The Xerox 914, the first plain-paper copier, was introduced in 1959. Regarded by many people as the most successful business product ever introduced, it created a new industry. During the 1960s Xerox grew rapidly, selling all it could produce, and reached $1 billion in revenue in record-setting time. By the mid-1970s its return on assets was in the low 20 percent range. Its competitive advantage was due to strong patents, a growing market, and little competition. In such an environment, management was not pressed to focus on customers.
Facing a Competitive Crisis
During the 1970s, however, IBM and Kodak entered the high-volume copier business—Xerox’s principal market. Several Japanese companies introduced high-quality low-volume copiers, a market that Xerox had virtually ignored, and established a foundation for moving into the high-volume market. In addition, the Federal Trade Commission accused Xerox of illegally monopolizing the copier business. After negotiations, Xerox agreed to open approximately 1,700 patents to competitors. Xerox was soon losing market share to Japanese competitors, and by the early 1980s it faced a serious competitive threat from copy machine manufacturers in Japan; Xerox’s market share had fallen to less than 50 percent. Some people even predicted that the company would not survive. Rework, scrap, excessive inspection, lost business, and other problems were estimated to be costing Xerox more than 20 percent of revenue, which in 1983 amounted to nearly $2 billion. Both the company and its primary union, the Amalgamated Clothing and Textile Workers, were concerned. In comparing itself with its competition, Xerox discovered that it had nine times as many suppliers, twice as many employees, cycle times that were twice as long, 10 times as many rejects, and seven times as many manufacturing defects in finished products. It was clear that radical changes were required.
Leadership Through Quality
In 1983, company president David T. Kearns became convinced that Xerox needed a long-range, comprehensive quality strategy as well as a change in its traditional management culture (see Figure 1.5). Kearns was aware of Japanese subsidiary Fuji Xerox’s success in implementing quality management practices and was approached by several Xerox employees about instituting total quality management. He commissioned a team to outline a quality strategy for Xerox. The team’s report stated that instituting it would require changes in behaviors and attitudes throughout the company as well as operational changes in the company’s business practices. Kearns determined that Xerox would initiate a total quality management approach, that they would take the time to “design it right the first time,” and that the effort would involve all employees. Kearns and the company’s top 25 managers wrote the Xerox Quality Policy, which states:
Figure 1.5: Origin of the 1983 Xerox ...
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
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• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
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2. Benchmarking
The secret to benchmarking is the notion of ‘ best”
- XEROX
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi
3. Introduction:
Xerox invented the photocopier in 1959, and maintained a virtual monopoly for many
years to the extent that its name became a generic name for all photocopiers. However, by
1981, the company’s market shrank to 35% as IBM and Kodak developed high end machines
and Canon, Richo and Savin dominated the low-end segment of the market. The Company
was suffering from the “ not invented here” syndrome as its managers did not want to admit
that they were not the best. The company then instituted the benchmarking process.
However, this was initially resisted. When faced with the facts, reaction went from denial to
dismay to frustration and finally to action. Once the process began, the company
benchmarked virtually every function and task for productivity, cost, service and quality. The
results of benchmarking were dramatic:
Quality problem were cut back by two – thirds.
Suppliers were reduced from 5,000 to 300.
Manufacturing costs went down by half.
Development time was cut by two - thirds.
Concurrent engineering was practiced. Each product development group secured inputs
from the design, manufacturing and services department from the initial stages of the project.
Direct labour was cut by 50% and corporate staff went down by 35% while increasing
volume.
The hierarchical organizational structure was pared, and use of cross- functional “Teams
Xerox” was established
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi
4. Finally, Xerox became the only company worldwide to win all the three prestigious
quality awards – The Deming Prize (JUSE) in 1980, The Malcolm Baldridge National
Quality Award in 1989, and the European Quality Award in 1992. The Company’s
document out-sourcing division, Xerox Business Services, also won the Baldridge Award
in the service category in 1997.
This success is mainly attributed to the “leadership through quality” initiative, and to the
positive intervention of benchmarking practices.
The success of benchmarking at Xerox motivated many companies to implement
benchmarking practices. By the mid-1990s, many companies such as Ford, AT&T, IBM,
GE, Motorola etc. implemented benchmarking practices at their divisions across the world
and derived many benefits.
During the 1990s, Xerox, along with Ford, AT&T, Motorola and IBM created the
International Benchmarking Clearinghouse (IBC) to promote benchmarking and guide
other companies and best practices through its electronic bulletin board.
More than 1000 companies joined the IBC to gain access to its extensive database.
By 2011, benchmarking had become a common phenomenon in many companies
Globally.
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi
5. What is a Benchmarking?
Benchmarking can be defined as a process for improving
performance by constantly identifying, understanding and
adapting best practices and processes followed inside and
outside the company and implementing the results.
Simply it is “ the search of industry best practices that
lead to superior performance”.
The main emphasis of benchmarking is not on “ best
performance” but on improving a given business operation
or a process by exploiting “ best practices.”
WHY Benchmarking?
1.To promote best practices and processes for superior performance
2.To build a culture for continuous Improvement
3.To gain competitive advantages
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi
6. When Benchmarking?
Where there is 8 Negative answers:
1.Is the company’s QMS properly developed, documented and implemented? No.
2.Is there any system to allocate appropriate resources and findings for the
effective implementation of QMS? No.
3.Company’s great strength areas measured? No
4.Company’s great weakness areas measured? No
5.Company’s great opportunity areas measured? No
6.Areas have threats for its survival measured? No
7.Customer needs assessed & Rectified? No.
8.KSF application is central focus? No.
Where Benchmarking?
Operational Strategies
Hr Practices
Quality Improvement effects
Marketing and SCM
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi
7. How Benchmarking: Process
IntegrationIntegration
AnalysisAnalysis
PlanningPlanning
MaturityMaturity
ActionAction
Process
• Planning: Identify the product, service or process
to be benchmarked
• Analysis: Determine the gap between the firm’s
current performance and that of the firm’s
benchmarked and identify the causes of significant
gaps.
• Integration: Establish goals and obtain the
support of managers who must provide the
resources for accomplishing the goals
• Action: Develop action plans, and team
assignment, implement the plans, monitor progress
and recalibrate benchmark as improvements are
made
• Maturity: Leadership position attended, best
practices fully integrated into process.
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi
8. Phase 1: Planning
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.
XEROX ‘s twelve steps of benchmarking (1980)
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi
9. Phase 4: Action
8. Develop action plans;
9. Implement specific actions & monitor progress;
10. Recalibrate benchmarks.
Phase 5: Maturity
11. Attain leadership position ;
12. Fully integrate practices into processes.
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi
10. What is our
Performance level?
How do we do it?
Refine
What are others’
Performance levels?
How did they get there?
Creative
adaptation
Compare
and
contrast
(BORROW)
For breakthrough
PERFORMANCE
How Benchmarking: Method
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi
11. Types of Benchmarking
There are Seven major types of Benchmarking:
• Strategic benchmarking
• Performance or competitive benchmarking
• Process benchmarking
• Functional / generic benchmarking
• Internal benchmarking
• External Benchmarking
• International Benchmarking
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi
12. BMBM
Strategic BM:
Org. seek to
improve their
overall
performance for
Long term by KSF
Strategic BM:
Org. seek to
improve their
overall
performance for
Long term by KSF
Performance
BM:
Concentrate to
Performance of
Key products/
services
Performance
BM:
Concentrate to
Performance of
Key products/
services
Process BM:
Critical Factors /
Process Mapping
Process BM:
Critical Factors /
Process Mapping
Functional BM:
Innovation and
Dramatic
improvement by
seeing best
processes from
different sectors
Functional BM:
Innovation and
Dramatic
improvement by
seeing best
processes from
different sectors
Internal BM:
Partners are sought
from within
organization
Internal BM:
Partners are sought
from within
organization
External BM:
Partners are sought
from outside
organization
External BM:
Partners are sought
from outside
organization
Internal BM:
Partners are sought
from other countries
Internal BM:
Partners are sought
from other countries
13. KEY SUCCESS FACTOR MATRIX (KSF)
Key
success
factor
Competitive analysis – Computer Industry …… Segment
Performance Rating
Weight Our
Company
Competitor
A
Competitor
B
Competitor
C
Sales Force
Distribution
Suppliers
R&D
Service
Cost
Structure
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi
14. Therefore the simple methodology for
effective benchmarking is
Step – 1: Identify what to benchmark and
determine what to measure
Step – 2: Identify who to benchmark
Step – 3: Collect the data.
Step – 4: Analyze data and determine the
performance gap
Step – 5: Set goals and develop action plan
Step – 6: Implement action plan
Step – 7: Monitor / recalibrate / recycle the process
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi
15. • Benchmarking must have the full support of senior
management and they should actively involved.
• Training is very important for benchmarking team and
process
• Benchmarking should be a team activity
• Benchmarking is an ongoing process.
• Benchmarking efforts must be organized, planned, and
carefully managed.
• Use correctly, benchmarking can lead you to the
competitive edge in today’s business market place.
Remember
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi
16. Limitations
• Some times Benchmarking comes from the idea of
copying others.
• BM is not a panacea. It is not a strategy nor is it intended
to be a business philosophy.
• It is an important technique. To be effective it must be used
properly. It breaks down (waste money, time and energy
and some times morale too) if process owners and
managers feel threatened or do not accept and act on the
findings.
• BM is also not a substitute for innovation: however, it is a
source of ideas from outside the organization.
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi
17. Advantages
• Benchmarking is a systematic comparison by which
it promotes superior performance by providing an
organized framework through which organization
learn how the “ best in class” do things.
• It helps for continuous improvement on current
performance
• Benchmarking inspire managers (and organization)
to compete.
• Through Benchmark, organization can borrow
ideas and opting them to gain competitive
advantages.
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi
18. Conclusion
• Benchmarking Ethics:
– Keep it legal
– Be willing to give what you get
– Respect confidentiality
– Don’t refer without permission
– Select the right Bench mark
Prepared and Presented by Dr. Shyamal Gomes // XISS-Ranchi