Professional Documents
Culture Documents
Manajemen Risiko di RS
Lecture # 9
by: Hafizurrachman
Fakultas Kesehatan Masyarakat
Universitas Indonesia
2008
Bahan dari P-Point
DR. RICK EDGEMAN, PROFESSOR & CHAIR – SIX SIGMA BLACK BELT
Benchmarking
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 the “best of the best.”
Functional Internal
• Top performers • Top performers
regardless of industry within company
• Aggressive innovators • Top facilities
utilizing new within company
technology
Benchmarking Is…
A continuous process
A process of investigation that provides valuable
information
A process of learning from others; a pragmatic search
for ideas
A time-consuming, labor-intensive process requiring
discipline
A viable tool that provides useful information for
improving virtually any business process
Benchmarking Methodology
Checklist
1. Identify Process to Benchmark
ns
ti o
c ta Performance Gap
p e
Ex
m e nt
p rove
o u s Im
on tin u
C
Time
Customer Expectation Dilemma
Benchmarking
(A) The process of identifying and learning from best practices anywhere in
the world is a powerful tool in the quest for continuous improvement.
(B) The systematic process of searching for best practices, innovative ideas,
and highly effective operating procedures that lead to superior performance.
Learning by borrowing from the best and adapting their approaches to fit
your own needs is the essence of benchmarking. It has broad applications in
problem solving, planning, goal setting, process improvement, innovation,
reengineering, and strategy setting. It is a fundamental business skill that
supports quality excellence.
Benchmarks & Benchmarking:
Ideas & Definitions
Benchmarking: is the on-going search for best practices that produce
superior performance when adapted and implemented in one’s own
organization.
Emphasis: On-going outreach activity
Goal: Identification of best operating practices
When Implemented: Produces superior performance.
Benchmarking: is the actual process of investigation and discovery that
emphasizes the operating procedures as the things of greatest interest and
value.
Benchmarks: are measurements to gauge the performance of a function,
operation, or business relative to others.
Enablers - the Means to the Ends
Benchmarks Benchmarking
Operating
Practices
Statistics
Best Practices
Code of Conduct
The Benchmarking Code of Conduct:
Adopted by The Council on Benchmarking of
The Strategic Planning Institute
Successful Benchmarking Includes Personal Interaction, Openness,
Sharing and the Transfer of Information.
Benchmarking:
Legal & Ethical Guidelines
Benchmarking:
Legal & Ethical Guidelines
Conclusion
Knowing the nature of the benchmarking topic, dealing ethically
and legally, understanding information exchange latitudes, and
following the Benchmarking Code of Conduct
will contribute to a successful and mutually beneficial benchmarking
interchange.
PRINCIPLES
• To contribute to efficient, effective and ethical benchmarking, individuals
agree for themselves and their organization to abide by the following
principles for benchmarking with other organizations:
• LEGALITY: Avoid discussions or actions that might lead to or imply an
interest in restraint of trade: market or customer allocation schemes,
price fixing, dealing arrangements, bid rigging, bribery, or
misappropriation. Do not discuss costs with competitors if costs are an
element of pricing.
• EXCHANGE: Be willing to provide the same level of information that you
request, in any benchmarking exchange.
• USE: Use information obtained via benchmarking partnering only for the purpose of
improvement of operations within the partnering companies themselves. External
use or communication of a benchmarking partner’s name with their data or observed
practices requires permission of that partner. Do not, as a consultant or client,
extend one company’s benchmarking study findings to another without the first
company’s permission.
• These are not in and of themselves enough since they provide no insight
into the root causes of performance differences.
• 2. Seek best-in-class benchmarks for core processes and functions of the highest
strategic importance: the Pareto Principle wins again. Other benchmarks can come from
levels 2 through 5. World and country leadership benchmarks require greater time, resources
and effort to develop.
Performance Measures
Cycle
Time Customer Cashflow Debt
Satisfaction
Profitability
Training Costs
Employee Capital
Retention Expenditures
Referral Assets
Rates
Quality
Customer
Defect Retention Liabilities Sales
Rates
• MEASUREMENT FOCUS
– Determine where in a work area or process that value for the customer is created;
– Determine where value is detracted through high costs, errors, rework, or accidents; and
– Target benchmarks in areas where performance diverges from designated standards, or where variation
above and below standards is greatest.
• MEASUREMENT PERSPECTIVE
– Leading indicators foreshadow or anticipate future system outcomes. Leading indicators are thus
“proactive” or “preventative”.
– Lagging indicators such as traditional financial measures are “reactive” or “descriptive” of the actual
results of a system or process in a given time period.
– Traditional companies employ lagging indicators while high-performance companies embrace both
types since leading indicators intervene upstream.
Designing Successful Benchmarks
• MEASUREMENT CONTROL
– People are always the principal factor affecting the degree of measurement control. Managers
fail at performance improvement when they evaluate individual or system performance using
benchmark measures that are uncontrollable by the people overseeing the process.
– Therefore benchmarks that are designed for performance improvement must be crafted to
reflect the individual level of authority, responsibility, and skills of those people expected to work
with the benchmarks.
• DATA COLLECTION
– After defining performance measures, managers must be able to readily collect the data from
which performance benchmarks are constructed.
– Many organizations develop interesting performance measures only to discover that they
currently do not collect the required information and do not have the resources to do so.
– The best performance benchmarks can be collected without excessive investment of time,
systems, staff, or capital.
A Benchmark Design Architecture
The first step in designing a performance benchmark
system is to create measures that will enable management
to achieve the organization’s strategic objectives.
People Design of
Products/ Customer
Raw Materials Services Products Needs
Satisfied
Components Production of Services
Products Customer
Problems
Customer Performance Documentation
Solved
Requirements of Services
Results Customer
Capital Delivery of Requirements
Products/ Met
Services
* Public safety and / or legal responsibilities, sometimes observed in accident rates, employee
absentee rates, regulatory citations, or litigation rates.
IBM Xerox British Telecom
Marketing Information Capture; Customer Engagement; Direct Business;
Marketing Selection; Inventory Mgt. & Logistics; Plan Business;
Requirements; Product Design / Engineering; Develop Processes;
Hardware/Software Development; Product Maintenance; Manage Process Operations;
Service Development; Technology Maintenance; Provide Personnel Support;
Production; Production & Operations Mgt. Market Products & Services;
Customer Fulfillment/ Relationship; Marketing Management; Provide Customer Service;
Service Customer Feedback; Supplier Management; Manage Products & Services;
Marketing; Information Management; Provide Consultancy Services;
Solution Integration; Business Management; Plan the Network;
Financial Analysis; Human Resources Management; Operate the Network;
Plan Integration; Leased & Capital Asset Mgt. Provide Support Services;
Accounting; Legal; Manage Information Resource;
Human Resources Financial Management. Manage Finance;
IT Infrastructure Provide Technical R&D