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Mahatma Gandhi Vidyamandir’s
Pharmacy college
Panchavati ,Nashik
Pharmaceutical Quality Assurance Department
Sub : Quality Management System
Prepared By Guided by
Mr. Kunal Anil Suryawanshi Mrs. H.R. Patil Mam
Roll NO:45
Presentation on
Benchmarking
 VISION-
To be a Centre of professional excellence by contributing honestly to the
pharmacist moulding process.
 MISSION-
Impart high quality education to graduates
Contribute to all spheres of professional activities
Uphold human values and ethics
Nature them into globally competent professional
Content
• Introduction of benchmarking
• Definition of benchmarking
• Reasons for benchmarking
• Benefits of benchmarking
• Types of benchmarking
Introduction
 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 who is the leader in
their industry
4
Introduction
• Benchmarking is the process of improving performance by continuously
identifying understanding and adapting outstanding practices found inside
and outside the organization.
• Benchmarking is the making best practices your daily practices.
5
Defination
6
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?
FEATURES OF BENCHMARKING:
7
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.
 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?
8
 Reasons for benchmarking
benchmarking
Performance
improvement Keep peace with
science and
technology
changes
Creative
thinking
Meeting
customer
expectation
Cope with
Competative
Market
Management
Methods
Meeting quality
changes
9
Three Major Benefits of
Benchmarking
10
Product and Process Improvement
Cost Reduction
Competitive Strategy
 Benchmarking wheel
11
Plan
Find
Collect
Analyze
Improve
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.
12
Benchmarking Types
13
Strategic Benchmarking
 Strategic benchmarking deals with top 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.
14
Performance Benchmarking
 Performance benchmarking focuses on assessing 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.
15
Process Benchmarking
• Process benchmarking focuses on the day-to-day 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
16
 Internal Benchmarking
• This refers to the analysis and comparison of one or more units within the
same organization.
• It is often the case when organizations have an in-house best practice area.
17
Internal Benchmarking
Sharing opinion
between departments
within the same
organization
Advantage:
Easier to
implement.
Easier to access
data
Disadvantage:
External idea
block
18
Competitive Benchmarking
• Competitive benchmarking is the most difficult 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 competitors in its own
industry.
19
External Benchmarking
• Where examples of good practices can be found in other organizations and
there is a lack of good practices within internal business units.
• Comparison with external organizations leads to discovery of new ideas
products
20
External Benchmarking
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.
• Diadvantage: Takes time, Requires support
Legal/ethical issues, Industrial espionage
.
21
Functional Benchmarking
• A company will focus its 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.
22
Generic Benchmarking
• Comparisons of business process or functions that are very similar,
regardless of industry.
23
Reference
• Key Benchmarks at a Glance: Pharmaceutical Industry (Collection) [Internet]. Apqc.org.
2017 [cited 16 September 2017]. Available from: http://www.apqc.org/knowledge-
base/collections/key-benchmarks-glance-pharmaceutical-industry-collection.
• Ernst S. Pharmaceutical Benchmarking: A Contract Manufacturing Perspective [Internet].
Pharmtech.com. 2017 [cited 16 September 2017]. Available from:
http://www.pharmtech.com/pharmaceutical- benchmarking-contract-manufacturing-
perspective.
• KPIs for Pharmaceutical Industry - Pharmaceutical Benchmarking | OpsDog [Internet].
Opsdog.com. 2017 [cited 16 September 2017].Available from:
https://opsdog.com/industries/pharmaceuticals/pharmaceuticals-kpis- and-benchmarks.
• JURAN'S QUALITY HANDBOOK. Benchmarking Robert C. Camp and Irving J. DE
Toro
24
THANK YOU
25

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Benchmarking, Introduction, Defination, Reasons, Benefits and types of benchmarking.pptx

  • 1. Mahatma Gandhi Vidyamandir’s Pharmacy college Panchavati ,Nashik Pharmaceutical Quality Assurance Department Sub : Quality Management System Prepared By Guided by Mr. Kunal Anil Suryawanshi Mrs. H.R. Patil Mam Roll NO:45 Presentation on Benchmarking
  • 2.  VISION- To be a Centre of professional excellence by contributing honestly to the pharmacist moulding process.  MISSION- Impart high quality education to graduates Contribute to all spheres of professional activities Uphold human values and ethics Nature them into globally competent professional
  • 3. Content • Introduction of benchmarking • Definition of benchmarking • Reasons for benchmarking • Benefits of benchmarking • Types of benchmarking
  • 4. Introduction  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 who is the leader in their industry 4
  • 5. Introduction • Benchmarking is the process of improving performance by continuously identifying understanding and adapting outstanding practices found inside and outside the organization. • Benchmarking is the making best practices your daily practices. 5
  • 6. Defination 6 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?
  • 7. FEATURES OF BENCHMARKING: 7 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.
  • 8.  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? 8
  • 9.  Reasons for benchmarking benchmarking Performance improvement Keep peace with science and technology changes Creative thinking Meeting customer expectation Cope with Competative Market Management Methods Meeting quality changes 9
  • 10. Three Major Benefits of Benchmarking 10 Product and Process Improvement Cost Reduction Competitive Strategy
  • 12. 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. 12
  • 14. Strategic Benchmarking  Strategic benchmarking deals with top 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. 14
  • 15. Performance Benchmarking  Performance benchmarking focuses on assessing 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. 15
  • 16. Process Benchmarking • Process benchmarking focuses on the day-to-day 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 16
  • 17.  Internal Benchmarking • This refers to the analysis and comparison of one or more units within the same organization. • It is often the case when organizations have an in-house best practice area. 17
  • 18. Internal Benchmarking Sharing opinion between departments within the same organization Advantage: Easier to implement. Easier to access data Disadvantage: External idea block 18
  • 19. Competitive Benchmarking • Competitive benchmarking is the most difficult 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 competitors in its own industry. 19
  • 20. External Benchmarking • Where examples of good practices can be found in other organizations and there is a lack of good practices within internal business units. • Comparison with external organizations leads to discovery of new ideas products 20
  • 21. External Benchmarking 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. • Diadvantage: Takes time, Requires support Legal/ethical issues, Industrial espionage . 21
  • 22. Functional Benchmarking • A company will focus its 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. 22
  • 23. Generic Benchmarking • Comparisons of business process or functions that are very similar, regardless of industry. 23
  • 24. Reference • Key Benchmarks at a Glance: Pharmaceutical Industry (Collection) [Internet]. Apqc.org. 2017 [cited 16 September 2017]. Available from: http://www.apqc.org/knowledge- base/collections/key-benchmarks-glance-pharmaceutical-industry-collection. • Ernst S. Pharmaceutical Benchmarking: A Contract Manufacturing Perspective [Internet]. Pharmtech.com. 2017 [cited 16 September 2017]. Available from: http://www.pharmtech.com/pharmaceutical- benchmarking-contract-manufacturing- perspective. • KPIs for Pharmaceutical Industry - Pharmaceutical Benchmarking | OpsDog [Internet]. Opsdog.com. 2017 [cited 16 September 2017].Available from: https://opsdog.com/industries/pharmaceuticals/pharmaceuticals-kpis- and-benchmarks. • JURAN'S QUALITY HANDBOOK. Benchmarking Robert C. Camp and Irving J. DE Toro 24