PRESENTATION ON Xerox- The Benchmarking Story

Submitted to : Resp. Sham Sharma Sir

Submitted by : Group no - 7

INTRODUCTION .

.i.What is benchmarking? 'A positive. 'Improving by learning from others .e. or similar function.benchmarking is simply about making comparisons with other organizations and then learning the lessons that those comparisons throw up' . proactive process by which a company examines how another company performs a specific function in order to improve how it performs the same.

.

the aim is to learn about the circumstances and processes that strengthen superior performance ‡ a quick fix.openness and honesty are vital for successful benchmarking .benchmarking is best when it involves collaboration ‡comparison of league tables .the fact that others are doing things differently does not necessarily mean they are better ‡ spying or espionage .What it is not Although benchmarking involves making comparisons of performance. it is not: ‡just competitor analysis . done once for all time ‡ copying .

ANS: 3: Xerox benchmarking model .

IMPLEMENTATION:  Supplier Management system  Inventory  Marketing  Quality .

 The success of benchmarking at Xerox motivated many companies to adopt benchmarking. service processes by 18% and administrative processes by 21%. and the European Quality Award in 1992. Number of defects reduced by 78 per 100 machines Distribution productivity increased by 8-10 % Increased product reliability  Xerox went on to become the only company worldwide to win all the three prestigious quality awards: the Deming Award (Japan) in 1980. The financial performance of the company also improved considerably through the mid and late 1980s. Customer satisfaction with Xerox's sales processes improved by 40%. the Malcolm Balridge National Quality Award in 1989. .Ans : 4: The benefits Xerox derived from the implementation of benchmarking practices : Highly satisfied customers for its copier/duplicator and printing systems increased by 38% and 39% respectively.

goals.The causes of failed benchmarking projects: ‡ Lack of sponsorship ‡ Wrong people on team ‡ Teams don t understand their work completely ‡ Lack of long-term management commitment ‡ Focus on metrics rather than processes ‡ Not positioning benchmarking within a larger strategy ‡ Misunderstanding the organization s mission. and objectives ‡ Failure to monitor progress .

.

CONCLUSION .

Sign up to vote on this title
UsefulNot useful