Embed Size (px)
Citation preview
Benchmarking
Presented by: Darya Balyasnikova
What is Benchmarking?
• Comparative method for firms based on best practices in the industry
• Reference point used in order to bring superior results
Benchmarking Targets
• Prime competitors– Benefit: high level of granularity– Possible drawback: competitors not willing to share their
best practices
Benchmarking Targets (cont.)
• The organization itself– Division to division– Spread by training– Benefits:
• Cost effective• Easy to get information
– Drawback:• May miss the bigger
picture
Benchmarking Targets (cont.)
• Best in Industry– Finding industry leader and learning what they
do that is so much better than you– Getting close to the competitor and learning
from them– Drawback: competition for information
Benchmarking Targets (cont.)
• World Class– Comparing against the best in the world– Drawback: very high competition for information
Types
• Performance Benchmarking– Comparison of one’s own performance with
another organization’s performance• Involves comparing products and services with other
firms
Types (cont.)
• Best Practice Benchmarking– Observation and investigation of business
processes• Benchmarks cost and efficiency
Types (cont.)
• Strategic Benchmarking– Compares long-term decisions and actions
• Functional Benchmarking– Compares functions regardless of the industry
Types (cont.)
• Financial Benchmarking– Examines overall competitiveness
• Generic Benchmarking– Comparison against best practices in any type of
organization
Types of Benchmarking (cont.)
• Product Benchmarking– Leads to designing new products/upgrades to
existent products– May involve reverse engineering
• Xerox Corporation
The Benchmarking Process: Planning
• Identify what is to be benchmarked
• Identify comparative companies
• Determine data collection method
• Collect data
The Benchmarking Process: Analysis
• Determine current performance gaps
• Project future performance levels
The Benchmarking Process: Integration
• Communicate benchmark findings and gain acceptance
• Establish functional goals
The Benchmarking Process: Action
• Develop action plans
• Implement specific actions and monitor and report progress
The Benchmarking Process: Maturity
• Leadership position attained
• Practices fully integrated into processes
Cost of Benchmarking
• Moderately expensive process:– Travel costs– Time costs– Database costs
Some Stats
• Global Benchmarking Network survey (2008)– 450 organizations from over 40 countries
– 77% used mission and vision statements/customer surveys
– 72% used SWOT analysis
– 68% used Informal Benchmarking
– 49% used Performance Benchmarking
– 39% used Best Practice Benchmarking
Advantages
• Minimizes costs• Saves time• Initiates formulation of strategic goals and
objectives• Facilitates organizational learning• Forces organization to think “outside the box”• Brings improvement in critical areas
Top Benchmarking Companies of 2011
• APQC• HCL Expense Management• Alpine Access• TechCaliber Consulting• BPA International• AOTMP• PSS Product Support Solutions• A1 Electronics Inc.• DEVEO
Conclusion
• Benchmarking = good learning opportunity– Stimulates creativity– Stretches cognitive abilities
• Possibilities of bringing about useful changes
• “Seeing is believing”
Thank You
• Presented by:– Darya Balyasnikova
• DEM Program at UTM• CCT355• November 21, 2011
• Questions?– E-mail me:
