bench marking presentation temp (1)

8/3/2019 Bench Marking Presentation Temp (1)

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Benchmarking


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C

omingU

pNe

xt

What is benchmarking allabout ??

Delineate benefits of benchmarking

The benchmarking process

Be Careful- about the pitfalls and

stumbling blocks


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Benchmarking is the practice ofbeing humble enough to admit

that someone else is betterat something, and being wise

enough to learn how to match oreven surpass them at it.

Bench

ma

rkin

gis

...


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T

heForm

alw

ay

Process of continuous improvement withoutreinventing the wheel

Process of identifying , understanding , andadapting outstanding practices from any

organization to help your camp improve itsperformance and outcomes

Process of continuously comparing your camp

against other organizations anywhere in theworld to gain information on philosophies andpolicies, practices, and measures which will help

your camp take action to improve itsperformance

Some Definitions-


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A systematic and disciplined process ofexamining your own processes

Finding who is better or best

Learning how they do it

Adapting it to your organization

Implementing it

Doing it continuouslyInShort


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Paragonsofvirtu

e

Gun shell case

manufacturing

Maybelline

Lipstick

Southwest airlines gate

time turnaround

Indy pit crews

Xerox shipping L.L. Bean

Hospital admittingRitz Carlton


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isN

otabout

Only competitive analysis and benchmark

cataloging

Number crunching

Site briefings and tourism

Just copying or catching up

Spying

Quick and easy


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hy benchmark?


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Organizations who considerit vitalto theirsurvivaland growth

AT&T American Cancer SocietyAmerican Express Anderson

Consulting Cisco Dow Chemical Ernst

and Young General Motors HarleyDavidson Intel Johnson & JohnsonKellogg Lucent Maytag Nortel

PricewaterhouseCoopers

Qualcomm Reuters SandiaNational Laboratories Texaco 3M UPS USPostal Service

O

rgan

izations..


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Process overview


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lann

ing

stag

e What to benchmark?

Picking the first candidates / processes

Picking the team and definingroles and responsibilities

How do you find the best practice?


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hattobenc

hmark?

Strategic managementTarget population and diversityLeadershipStrategic planningMission / Purpose

Operational managementMarketingBusiness and financeRisk management

LeadershipStrategic planningCustomer and market focusInformation and analysisHuman resource development and managementProcess managementBusiness results


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Process Classification Framework


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Pickingthefirstcandidate

What are your greatest strengths (offer tobenchmarking partners) and where are your

opportunities for greatest improvement?

Where can you realisticallymake a change?

What is most central to your vision andmission?

Set aside time and resources


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Picking the team and defining roles & responsibilities

Team leader

Benchmarking expert

Expert in process area of interest

Data expert

Writer / educator


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collection stage Screening potential benchmarking partners

Examining processes both yours and theirs

Examining implementation and enablers

Means of collecting data

Avoiding data collection pitfalls


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mote

analysispitfalls

Bench-browsing

Meandering through any company that will cooperate andlookingfor neat ideas.

Bench-touring

Posing as a tourist and taking PR tours of competitors inhopes of discovering what makes them so good.

Bench-copying

Learning about a Best Practice from an in-flightmagazine and trying to do exactly what they do.

Bench-slap

Hearing about a performance measure and demanding thatyour staff work harder until they get as good.


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nalyze

Normalizing the data

ScaleAgeOperate in a different economy, geography, or other

external non-equivalent factor

Compare

ProcessesImplementation of processesExamine enablers present andabsent


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dap

t

Formulate and develop implementation strategy

Determine if and how process will fit (barriers and enablers)

How can process be tweaked so that it becomes thebest around?

Link changes to vision and mission

Obtain feedback, buy-in, and support from key stakeholders


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Monitorimplem

entationandtweakprocessas

necessary

Are we where we expected to be?

What can be tweaked so our processes and outcomes meetourbenchmarking partners? How can we exceed them?

(if appropriate) Did we save more money or create morewealth?

Communicate findings to benchmarking partners and, ifappropriate, camping community

Repeat whole process or at least re-examine your ownprocesses how can they be tweaked so that there iscontinuous improvement?


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pitfa

lls

Unmotivated to start

Not part of larger strategic plan

Benchmarking is not part of the budget

No responsibility or accountability

No milestones or time tables

Picked too many processes project becomes

unwieldy and time intensive

For first few endeavors, benchmark a process/outcomethat everyone is passionate about


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Failure to involve process owner A change imposedis a change opposed

Own process is not understood well enough

Lack of time

Community of practice cracker barrel in detail, withspecificjobs, reports, and membership as a privilege

Hire a consultant to do much of the process for you

Its expensive

Its often more expensive not to

Can you afford (financially and ethically) not to serve yourcustomers in the best manner possible?

Sell the results of the study

Stumbling

blocks


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TTH

EEN

D Not a tool, but a processNot an end, but a means

Not once, but continuous

A way of life

Benchmarking is.


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Best

Pra

ctices

Not always best - but:

betterexemplary

good; promising

successfullydemonstrated

Solutions/approaches that achieve ourobjectives

Whats best in one setting

is not necessarilybest in another


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Fin

alll

y.

Fools say, Learn from your mistakes.I prefer to learn from the mistakes of others.

Bismarck


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Thank you!!!


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bench marking presentation temp (1)

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