الگويابي از بهترين ها (Benchmarking )

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پنجشنبه ٢۳ آبان ،۱۳۸٧ - مهندس مهدی بصیرزاده

       

Benchmarking methods: internal benchmarking, competitive benchmarking, functional benchmarking and generic benchmarking


Benchmarking is a systematic comparison of organizational processes and performance to create new standards or to improve processes. Benchmarking models are used to determining how well a business unit, division, organization or corporation is performing compared with other similar organizations. A Benchmark is often used for improving communication, professionalizing the organization / processes or for budgetary reasons. Traditionally, performance measures have been compared with previous measures from the same organization at different times. Although this can be a good indication of the rate of improvement within the organization, it could be that although the organization is improving, the competition is improving faster.



There are four types of benchmarking methods:

1. internal (benchmark within a corporation, for example between business units)

2. competitive (benchmark performance or processes with competitors)

3. functional (benchmark similar processes within an industry)

4. generic (comparing operations between unrelated industries)



Typically, benchmarking models involves the following steps:

- scope definition

- choose benchmark partner(s)

- determine measurement methods, units, indicators and data collection method

- data collection

- analysis of the discrepancies

- present the results and discuss implications / improvement areas and goals

- make improvement plans or new procedures

- monitor progress and plan ongoing benchmark.



Benchmarking is a tough process that needs a lot of commitment to succeed. More than once benchmarking projects end with the 'they are different from us' syndrome or competitive sensitivity prevents the free flow of information that is necessary. However comparing performances and processes with 'best in class' is important and should ideally be done on a continuous basis (the competition is improving it's processes also...).

Historically, benchmarking is based on Kaizen and competitive advantage thinking.

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لینک

یکشنبه ۱٤ تیر ،۱۳۸۳ - مهندس مهدی بصیرزاده

       

Benchmarking methods: internal benchmarking, competitive benchmarking, functional benchmarking and generic benchmarking


Benchmarking is a systematic comparison of organizational processes and performance to create new standards or to improve processes. Benchmarking models are used to determining how well a business unit, division, organization or corporation is performing compared with other similar organizations. A Benchmark is often used for improving communication, professionalizing the organization / processes or for budgetary reasons. Traditionally, performance measures have been compared with previous measures from the same organization at different times. Although this can be a good indication of the rate of improvement within the organization, it could be that although the organization is improving, the competition is improving faster.



There are four types of benchmarking methods:

1. internal (benchmark within a corporation, for example between business units)

2. competitive (benchmark performance or processes with competitors)

3. functional (benchmark similar processes within an industry)

4. generic (comparing operations between unrelated industries)



Typically, benchmarking models involves the following steps:

- scope definition

- choose benchmark partner(s)

- determine measurement methods, units, indicators and data collection method

- data collection

- analysis of the discrepancies

- present the results and discuss implications / improvement areas and goals

- make improvement plans or new procedures

- monitor progress and plan ongoing benchmark.



Benchmarking is a tough process that needs a lot of commitment to succeed. More than once benchmarking projects end with the 'they are different from us' syndrome or competitive sensitivity prevents the free flow of information that is necessary. However comparing performances and processes with 'best in class' is important and should ideally be done on a continuous basis (the competition is improving it's processes also...).

Historically, benchmarking is based on Kaizen and competitive advantage thinking.

پيام هاي ديگران ()

لینک

یکشنبه ۱٤ تیر ،۱۳۸۳ - مهندس مهدی بصیرزاده

       

The case study will be organised in three phases:

1. Benchmarking
Aim: Provide data for sustainability performance indicators, including site-level data where available.

2. Diagnosis
Aim: Understand and explain the performance of the company in the different dimensions of sustainability performance (e.g. waste, air emissions, health and safety).

3. Improvement
Aim: Develop and implement strategies for performance improvement, taking account of strengths and weaknesses identified through the benchmarking.




Learning from the Best for Lasting Improvement


Nothing is more critical for organizations in today’s fast-moving business environment than to maintain a constant vigilance for opportunities to improve performance. These opportunities can exist in any part of the organization, but often require a new mindset to identify and realize the potential. We can help.

At the Center for Organizational Excellence, our experienced consultants can assist you in using a powerful technique called "benchmarking" to learn from the best practices of other organizations and to use this knowledge to improve your own performance. We will help you understand both what benchmarking is NOT—i.e., a "silver bullet" for easy improvement—and what it IS—i.e., a rigorous and disciplined process that provides for the identification of best in class operations or a comparative analysis. Most importantly, we will work with you to design and implementing a benchmarking strategy that meets your unique needs


What is Metric benchmarking?


Metric Benchmarking includes tools and techniques that provide quantitative data that allows performance comparisons to be made.

Examples include league tables e.g. UK Best Factory Awards, GCSE examination pass rates by school, or market data about the cost of hotel accommodation in leading European cities.

The data permits comparisons in performance to be made. Using such information, benchmark targets can be set by managers in an organisation to specify the required performance levels. Sometimes such data may have questionable validity. Focusing on the outcome alone does not tell an organisation how to improve. Organisations need to understand why there is a gap and what to do to close the performance gap.



What is Process benchmarking?
This approach encourages organisations to analyse in detail how they do things before trying to improve performance levels. There are well-established methods to achieve this e.g. Camp 1995 identifies 5 phases: planning, analysis, integration, action & maturity. Typically organisations are encouraged to find other business partners with a similar process. So a railway service could join a supermarket and a hospital to see how respective customer handling processes work. Findings can be returned to the home organisation and improvement actions introduced. Process benchmarking requires a huge commitment in time and resource. Results may take a long time to come through and if the benchmarking process itself is handled badly the whole experience can be demotivating. However if senior managers are committed, the results can be more profound and durable than any other form of benchmarking.




What is Diagnostic benchmarking?

This is a hybrid between metric and process benchmarking. Quantitative and qualitative information is gathered from an organisation including data about performance and practices. This data may, for example, be compared against a 'world class model', which illustrates how best in class organisations perform. Gaps in performance can be quickly identified along with relative strengths and weaknesses. Comparisons can also be made against competitor organisations that have used the same diagnostic tool, though individual results remain confidential. Diagnostic benchmarking is very quick. It identifies problem areas but does not necessarily identify a specific solution. Action Planning, that begins to translate ideas into practical solutions, is therefore particularly important. The improvement ideas that emerge from diagnostic benchmarking work best when integrated into the normal routines for business planning and strategy. Success requires the commitment of senior managers to act on the findings of the survey.




Benchmarking model
Seek ways of improving performance (operational, tactical)
Make tactical decisions (e.g. procurement, outsourcing)
Contract negotiations (e.g. outsourcing)






Benchmarking Project

An important part of an organisations quest for excellence is the opportunity to compare its processes and practices against other similar leading organisations. This process is called BENCHMARKING. In order to understand a little more about Benchmarking, a brief explanation of the different types of benchmarking and what the process entails has been taken from the dti website.

• A “benchmark” is a reference or measurement standard used for comparison.

• “Benchmarking” is the continuous activity of identifying, understanding and adapting best practice and processes that will lead to superior performance.

Benchmarking measures an organisation’s products, services and processes, to establish targets, priorities and improvements, leading to competitive advantage and/or cost reductions.

The data and information collected and analysed as part of a self-assessment can be used in a benchmarking exercise. It is important to appreciate the difference between external comparisons, where just data is collected, and benchmarking as described here, where the drivers of the performance are identified.

The benefits of conducting a benchmarking exercise can include:

• Creating a better understanding of the current position

• Increasing awareness of changing customer needs

• Encouraging innovation

• Developing realistic, stretching goals

• Establishing realistic action plans

There are four basic types of benchmarking:

Internal - a comparison of internal operations and processes

Competitive - specific competitor to competitor comparisons for a product or function

Functional - comparisons of similar functions within the same broad industry, or to industry leaders

Generic - comparisons of business processes or functions that are very similar, irrelevant of the industry

Whichever type is conducted, there are four main steps, as illustrated by the following Benchmarking Roadmap and explained more fully in the following section:


The steps can include:
Step 1 – Plan the study
• Establish benchmarking roles and responsibilities
• Identify the process to benchmark
• Document the current process
• Define the measures for data collection

Step 2 – Collect the data
• Record current performance levels
• Find benchmarking partners
• Conduct the primary investigation
• Make a site visit

Step 3 – Analyse the data
• Normalise the performance data
• Construct a comparison matrix to compare your current performance data with your partners’ data
• Identify outstanding practices
• Isolate process enablers

Step 4 – Adapt enablers to implement improvements
• Set stretching targets
• “Vision” an alternative process
• Consider the barriers to change
• Plan to implement the changes

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