Benchmarking: A Signpost to Excellence in Quality and ProductivityIn the industrialized world, it is widely accepted that a free market leads to greater efficiency in terms of productivity and cost. But how can competition be introduced into situations where alternative suppliers cannot be used? Deliveries are made throughout the day between different departments within an organization. This is one example where standards are seldom questioned because no competition exists between suppliers. Benchmarking provides an effective substitute for competition. Benchmarking is a continuous, systematic process for comparing your own efficiency in terms of productivity, quality and practices with those companies and organizations that represent excellence. It has been demonstrated to have a profound effect in numerous situations where conditions of a ?planned economy? exist. Benchmarking: A Signpost to Excellence in Quality and Productivity explains the concept of efficiency and how benchmarking can be utilized to improve performance. The authors identify three categories of benchmarking:
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Contents
Aspects and Categories of Benchmarking | 35 |
Implementation of Benchmarking | 65 |
Decide What to Benchmark | 84 |
Copyright | |
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Common terms and phrases
ABC analysis ability achieve activities Activity Based Costing analyze applied areas bar chart benchmarking method benchmarking process benchmarking project benchmarking study benchmarking team Best Demonstrated Practice businessmanship companies and organizations compared comparison competition competitors component contribution core business critical performance factors customer-perceived quality customer-perceived value customers databases delivery document efficiency elements of knowledge employees example excellence experience external Figure focus focussed functional benchmarking Gather information Goal management goals graph identify and understand Identify benchmarking partners IKEA implementation important industry internal benchmarking interview involved large number leadership development learning organization level of resolution make-or-buy analysis margin marginal utility measure non-comparable factors norm-related quality organization's performance-oriented personnel Peter Senge planned economy potential for improvement problem programmes project manager project team questions reports Sauger stage strategy structure successful behaviour suppliers telephone term Trabant underlying operative content units value chain video conference