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Transcript of mgn Benchmarking
1. Determine what to benchmark
2. Identify the companies against
3. Collect data Way to evaluate the performance of a company. Is a tool to objectively evaluate the strengths and weaknesses that a company has in its processes Benchmarking =Point of reference for a measurement. WHAT CAN YOU MEASURE ? QUALITY TIME COST FOR WHAT? FOR WHAT? The improvements from learning makes you to do the things: FASTER BETTER CHEAPER HOW? HOW? Identify the best firms in their industry, or any other industry where similar processes exist, and comparing the results and processes of those studied (the "targets") to one's own results and processes to learn how well the targets perform and, more importantly, how they do it. Types of Benchmarking Internal Benchmarking Competitive Benchmarking Industry Benchmarking Benchmarking "Best in class: An internal check of the organization's standards to value potential ways to improve efficiency.
International:–between business units The comparison of the standards of an organization, with other companies (competitors).
Competitive: With Competitors Compare the standards of the company with the industry to which it belongs.
Functional: Similar process within an Industry The comparison of achievement levels of an organization, with the best that exists anywhere in the world, no matter what industry or market is.
Generic: Between unrelated industries Collaborative: By groups of companies (ex: Subsidiares of a multinational) Collaborative TYPICAL STEPS IN BENCHMARKING PROCESS Choose benechmark 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. Scope definition LIMITATIONS OF BENCHMARKING Benchmarking is a tough process that needs a lot of commitment to succeed. Time-consuming and expensive. More than once Benchmarking projects end with the “they are different from us” syndrome or competitive sensitivity prevents the free flow or information that is necessary. Comparing performances and processes with “best in class” is important and should ideally be done on a continuous basis. Is the success of the Target company really attributable to the practice that is benchmarked? Are companies comparable in strategy, size, model, culture? What are the downsides of adopting a practice? COST OF BENCHMARKING Visit costs Time costs Benchmarking database costs MANAGEMENT COSTANZA AREVALO
STELLA LEQUERICA You can benchmark anything from
cycle time (HOW FAST)
to quiality (HOW WELL)
to price (HOW MUCH) BIBLIOGRAPHY http://www.12manage.com/methods_benchmarking.html Xerox Corporation was the first company to use this technique, the company discovered that its Japanese subsidiary, Fuji-Xerox copiers produced with the same features and lower prices, then began to apply this technique, finding that their practices led him to unit production costs higher than those of its Japanese subsidiary. HISTORY http://www.cambridgeesol.org/what-we-do/assessment/consultancy/bulats-for-tourism.html http://www.virtual.unal.edu.co/cursos/economicas/2008551/lecciones/cap4-2-2.htm