View
8
Download
0
Category
Tags:
Preview:
DESCRIPTION
Citation preview
BENCHMARKING
BANUPRIYA.JSIVASUBRAMANIAM
SUMIYA FATHIMATHANGAPANDIYAN
UDAYA SANKARVINODINI.K.R
DEFINITIONS OF BENCHMARKING
Benchmarking is the process of comparing the cost, cycle time, productivity or quality of a specific process or method to another that is widely considered to be an industry standard or best practice.
Benchmarking is the process of continually searching for the best methods, practices and processes, and either adopting or adapting their good features and implementing them to become “best of the best.”
Benchmarking is the process of identifying, understanding and adapting outstanding practices from any organization to help the camp improve its performance and outcomes.
BENCHMARKING COMPLIANCE(CONFIRMITY)
Policy regarding benchmarking protocol should be communicated to all employees employed, prior to contacting external organizations. Guidelines should address the following areas:1. Misrepresentation.2. Information requests.3. Sensitive/proprietary
information.4. Confidentiality.5. Inappropriate communication.6. Agreements.
WHEN TO BENCHMARK
Benchmark early and often.During design
Helps make decisions about table structure, indexes, etc.,
Know early on if you have sufficient hardware.
Before launch.Anytime you’re wondering “which is
faster A or B?”
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.
Per
form
anc
e
Expectatio
ns
Continuous Improvement
Performance Gap
Time
PERFORMANCE GAP
BENCHMARKING PROCESS
Planning
CollectingData
Analysis
ImprovingPractices
1. PLANNING
Determine the purpose and scope of the project.
Select the process to be benchmarked.
Choose the team. Define the scope. Develop a flow chart for the
process. Establish process measures. Identify benchmarking partners.
2. COLLECTING DATA
Conduct background research to gain thorough understanding on the process and partnering organizations
Use questionnaires to gather information necessary for benchmarking
Conduct site visits if additional information is needed
Conduct interviews if more detail information is needed
3. ANALYSIS
Analyze quantitative data of partnering organizations and your organization.
Analyze qualitative data of partnering organizations and your organization.
Determine the performance gap.
4. IMPROVING PRACTICES
Report findings and brief management.
Develop an improvement implementation plan.
Implement process improvements. Monitor performance
measurements and track progress. Recalibrate the process as needed.
COST OF BENCHMARKING• The three main types of costs are:
Visit costs.Time costs.Database costs.
APPROACHES TO BENCHMARKING
1. Identify the process to be benchmarked.
2. Establish management commitment to the benchmarking process.
3. Identify and establish the benchmarking team.
4. Define and understand the process to be benchmarked.
5. Identify metrics and collect process data.
1. IDENTIFY AN APPROPRIATE BENCHMARKING MODEL
The generic model is selected as the most appropriate.
The approach ensures elements crucial to customer satisfaction.
Facilitates an in depth scrutiny of the way operations are currently run.
A learning experience.Comparisons with other organizations
enable participants to exchange ideas and analyze gaps in performance.
2. PROCEDURES REPRESENTING THE APPROACH TAKEN
Identify a key process, critical to the success of the service.
Document or map the sub-process.Take measurements of factors critical to the
success of the process.Analyze the results of exercise and identify
gaps in performance.Select benchmarking partners, arrange visit
to compare the results of the exercise.Identify “best practice” e.g. methods used
by benchmarking partners for adoption to improve one’s own level of service.
3. SELECTING BENCHMARKING
PARTNERS
Most difficult aspects of benchmarking.Partners are selected from organizations.Interested in benchmarking and willing to
participate in the exercise.Not in competition with the demonstration
organization.Formal letter will be sent stating
procedures for the exercise to the partners.
Demonstration organizations will arrange for the visits at their most convenient time.
4. THE BENCHMARKING VISIT
Meeting is set up by the demonstration and the benchmarking partner.
Aim - to compare the data and exchange ideas on the process.
Meeting is informal, to be led by demonstration organizations with researchers observing.
Best practice will be identified and establish.
NECESSARY UNDERPINNINGS (SUPPORT) OF
BENCHMARKING
1. Time management.2. Communications.3. Formal vs. informal approaches.4. Confidentiality and Learning
organization.
1. TIME MANAGEMENT Consuming time might be better spent
on other task or more important matters.
To survive, libraries must give up the quick fix philosophy and understand the change is now the norm and stability is a thing of the past.
Quality management is a gradual or organic process involve cultural change and holistic approach to management.
benchmarking is time consuming process, requires planning, team work and frequent meetings.
visits to partners take up valuable work time.
viewed as a learning experience leading to a higher level of awareness and will benefit the library in the long term.
2.COMMUNICATIONS
essential for quality management initiative, lines of communications may affect location of the library, availability of channels of communication e.g. E-mail, telephone, fax et.al.
Meetings between senior management and staff involved in the exercise should be setup in advanced and reporting mechanism in place.
3. FORMAL VS. INFORMAL APPROACHES
• Formal methods are:theoretical impractical bureaucratic.
• Informal methods of evaluation may be used such as: Regular team meetings and storming sessions.Service level agreements; service standards.Student course evaluation.Liaison thru Library Advisory Committee.Course review document. Informal comparison of statistics.Participation in university wide survey.Access the board comparison with a member of
other universities.
4. CONFIDENTIALITY AND LEARNING ORGANIZATION
compare work practices and establish best practices.
areas of concern : confidentiality as a problem.
misapprehensions : information about procedures are compared and no need for confidential information to be implicated.
those who are apprehensive about showing information are not ready to participate in benchmarking.
TYPES OF BENCHMARKING
Competitive benchmarkingFunctional benchmarkingProduct benchmarkingProcess benchmarkingBest practices benchmarkingStrategic benchmarkingPerformance benchmarkingFinancial benchmarking
COMPETITIVE BENCHMARKING
Comparison of performance among direct competitors.
Uses SWOT analysis.
FUNCTIONAL BENCHMARKING
Single function benchmarking is to improve the operation if that particular function.Complex functions are directly comparable in cost and efficiency terms.
PRODUCT BENCHMARKINGProcess of designing new products or
upgrades to new ones.Comparison of processes.
PROCESS BENCHMARKING
Focuses on discrete work processes and operating systems.Identify most effective operating practices.Power lies in its ability to produce bottom-line results.
BEST PRACTICES BENCHMARKING
Don’t reinvent what others have learnt to do better!
Borrow shamelessly!Adopt, adapt, advance!Imitate creatively!Adapt innovatively!
FINANCIAL BENCHAMRKINGPerforming financial analysis.Comparing the results.
STRATEGIC BENCHMARKING
Identify winning strategies.Influences the longer term competitive
patterns of the company.
PERFORMANCE BENCHMARKING
Enable managers to assess their competitive positions.Focus on elements.Primary techniques are applied.
REASONS FOR BENCHMARKING
cost comparison.reduction in turn around times.reduction in error rates.establishing meaningful
performance indicators /realistic output measures.
feasibility of collaboration to achieve cost saving.
investigate in sourcing, outsourcing and collaborative opportunities.
establish individual performance targets.
REASONS FOR BENCHMARKING
explore appropriate roles and activities of cataloguers.
develop improved outcomes for customers.pilot benchmarking / instill value of
benchmarking.as an instrument to achieve change.develop bet practice model.validation measure.develop statements of good practice.framework for benchmarking, performance
and quality
PROBLEMS WITH BENCHMARKING
Problems with benchmarking occur where Data is not obtained for the process
being measured – and analysis becomes subjective
No peer group/best practice identified (including data available)
The gap between current state and best practice is captured but nothing is done about it
Assumed best practice isn't best practice
Benchmarking happens as a one off event and not reviewed periodically
APPLICATIONS AND BENEFITS
Improves organizational quality.Leads to lower cost positions.Creates buy-in for change.Exposes people to new ideas.Broadens the organization’s
operation perspective.Creates a culture open to new
ideas.Serves as a catalyst to learning.Tests the rigor of internal
operating targets.Creates an external business
view.
APPLICATIONS AND BENEFITS
Raises the organization’s level of maximum potential performance.
Setting and refining strategy.Reengineering work processes &
business systems.Continuous improvement of work
processes and business systems.Strategic planning and work
setting.Problem solving.Education and idea enrichment.Market performance comparisons
& evaluations.Catalyst for change.
CRITICAL SUCCESS FACTORS
Adopt, adapt & advance: a well designed performance measurement and benchmark system is essential, but there are other critical success factors: Senior management support. Benchmarking training for the project
team. Useful information technology systems. Cultural practices that encourage learning. Resource dedication-especially in the form
of time, funding and useful equipment.`
Give Benchmarking a
Chance - Its Worth It
LIBRARY PROCEDURES
SCOPE:Acquisition of Books Purchase
GENERAL POLICIES AND GUIDELINES:
Determination of the educational resources of the SHL library is a professional consideration of great magnitude, requiring the cooperative efforts of the acquisition librarian and the faculty members with the College deans and the Library director.
PROCEDURES
1. The Director of Libraries directs the Acquisition Librarian to invite book suppliers in batches and assigns staffs to attend book fairs and coordinates with the College Deans for faculty members to attend book fairs
2. The Property Officer receives books from suppliers
3. The Acquisition Librarian segregates books per college and prepares book acquisition to go with the books
4. The Faculty/Department Chair evaluates/recommends books to purchase
5. The Dean evaluates/approves the Book Requisition Slips
PROCEDURES6. The College Secretary
returns/transmits all books to Acquisition Librarian
7. The Director of Libraries re-evaluates books recommended and endorse acquisition
8. The Acquisition Librarian prepares list of books as “recommended” and “not recommended” per supplier in triplicate
9. The Acquisition Librarian transmits all books to Property Office with the duly signed Book Requisition Slip
10.The purchasing Officer prepares purchase requisition/purchase order
PROCEDURES11.The VP/Treasurer approves the
P.R./P.O.12.The Purchasing Officer sends
approved P.O. to supplier; then forward the approved P.O. to Property Officer and to Accounting for payment.
13.The Property officer returns books “not recommended” to suppliers, prepares RR for the purchased books per the approved P.O. and transmits books per approved P.O.
14.The Acquisition Librarian records all purchased books into the Accession Book
15.The Cataloger catalogues the books.
16.The Acquisition Librarian forwards the list of catalogued books to Property Office.
BOOK ACQUITION PROCEDUR
E
XEROX-12 STEP BENCHMARKING PROCESSPhase 1: Planning
1. Identify what to benchmark.2. Identify comparative
companies.3. Determine data collection
method and collect data.Phase 2: Analysis
4. Determine current performance gap.
5. Project future performance levels.
Phase 3: Integration6. Communicate finding and gain
acceptance.7. Establish functional goals.
XEROX-12 STEP BENCHMARKING PROCESS
Phase 4: Action8. Develop action plans.9. Implement specific actions &
monitor progress.10.Recalibrate benchmarks.
Phase 5: Maturity11.Attain leadership positions.12.Fully integrate practices into
processes.
THANK YOU!!!
Recommended