Presented By:

Amarjeet Gorai
Neha Albina Ekka

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 What is Benchmarking?
Benchmarking is the process of
measuring an organization’s internal processes
then identifying, understanding, and adapting outstanding practices from other
organizations considered to be best-in-class.

Definition
“measuring our performance against that of best-in- class companies,
determining how the best-in-class achieve those performance levels
and using the information as a basis for our own company’s targets,
strategies and implementation .”

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 The Essence of Benchmarking

“moving from where we are to where we want to be”

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 Why Benchmarking?

 To Obtain an External Perspective of What Is Possible

 To Assist in Setting Strategic Targets
 To Promote Improvements in Performance
 To Establish a Competitive Edge
 To Enhance Customer Satisfaction
 To Reduce Costs
 To Improve Employee Morale
 To Achieve Quality Awards
 To Survive

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 When Benchmarking?
 If the company’s QMS is not properly developed, documented and
implemented.

 If company’s great strength areas are not measured.

 If company’s great weakness areas are not measured.

 If company’s great opportunities are not measured.

 If customer needs are not assessed and rectified .

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 Benchmarking in the Context of TQM
TQM Key principles include:

Comparisons with best practice.

A Strong emphasis on meeting the needs of the customer (internal

and external).

The importance of efficient, effective business processes.

The need for continuous improvement .

Enhances a TQM program .

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Levels Of Benchmarking In Competitive Environment

 Internal benchmarking - Within one’s org.

 Competitive benchmarking - Analysis the performance and

practices of best in class companies.

 Non-competitive benchmarking - Is learning something about a

process a company wants to improve by benchmarking.

 World class benchmarking - Ambitious and looking towards

recognized leader.

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 Benchmarking Methodology

Best Practice
Overlap
Competitive
• Industry leaders
• Top performers with
similar operating
characteristics

Functional Internal
• Top performers • Top performers
regardless of industry within company
• Aggressive innovators • Top facilities
utilizing new within company
technology

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 Types Of Benchmarking

Performance or operational benchmarking:

It involves – pricing, technical quality, features and other quality.

Process or functional benchmarking:

It involves processes such as billing, order entry or employee training.

Strategic benchmarking:
Examines how companies compute and seeks the winning strategies that have
led to competitive advantage and market success.

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 Areas Of Benchmarking

Operational Strategies: Supply chain management:

• Inventory management • Warehousing and distribution

• Inventory control • Transportation

Marketing management: H.R. Practices:

• Customer service levels • Talent Acquisition / Search

• Purchasing • Training and Development
• Billing and collection • Compensation management etc.
• Purchasing practices

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 Guidelines to Benchmarking

Do not go on a fishing expedition.

 Use company people.

 Exchange Information.

 Legal Concerns.

 Confidentiality.

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 Five Phases Of Benchmarking
 Planning: Identify the product, service or process to be benchmarked

 Analysis: Determine the gap between the firm’s current performance and that of
the firm’s benchmarked and identify the causes of significant gaps.

 Integration: Establish goals and obtain the support of managers who must
provide the resources for accomplishing the goals

 Action: Develop action plans, and team assignment, implement the plans,
monitor progress and recalibrate benchmark as improvements are made.

 Maturity: Leadership position attended, best practices fully integrated into

process.

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 Benchmarking Process
In
Motorola

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 Benchmarking Strategy

Decide what to benchmark.

 Select companies to benchmark.

 Obtain data and collect information.

 Analyze data and forms action plans.

 Recalibrate and start the process again.

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 The Seven Step Benchmarking Model
Activity
Step 1: Identify what to benchmark
What is included
 Clarify the benchmark objectives
 Decide whom to involve
 Define the process
 Consider the scope
 Set the boundaries
Agree on what happens in the process
 Flowchart the process

Step 2: Determine what to measure  Examine the flow chart

 Establishes the process measures
 Verify that measures match objectives

Step 3: Identify who to benchmark  Conduct general research

 Choose level to benchmark

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 The Seven Step Benchmarking Model
Step 4: Collect data  Use a questionnaire
 Conduct a benchmark site visit

Step 5: Analyze data and determine the gap  Quantitative data

 Qualitative analysis

Step 6: Set goals and develop an “Action  Set performance goals

Plan”  Develop an action plan

Step 7: Monitor the process  Track the changes

 Make benchmarking a habit

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 Factors For Success Of Benchmarking
 Benchmarking must have the full support of senior management
and they should actively involve with this process.

 For Benchmarking, team and process training is very imp.

 Benchmarking should be a team activity.

 Benchmarking is an ongoing process.

 Benchmarking efforts must be organized, planned, and carefully

managed.

 Correct use of benchmarking can lead you to the competitive

edge in today’s business market place.
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 Advantages
 Benchmarking is a systematic method by which organizations can measure themselves
against the best Industry practices.

 It promotes superior performance by providing an organized framework through which

organization learn how the “ best in class” do things.

 Intensive studies of existing practices often lead to identification of non-value added

activities and plans for process improvement.

 It helps for continuous improvement.

 Benchmarking inspire managers (and organization) to compete.

 Through Benchmark process organization can borrow ideas, adopt and refine them to gain
competitive advantages.

 Benchmarking provides a basis for training human resources.

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 Disadvantages
 The most resistant criticism of Benchmarking comes from the idea of copying
others.

 It is not a strategy nor is it intended to be a business philosophy. Therefore, it is

a time taking technique.

 Benchmarking is not “instant pudding”. It will not improve performance if

proper infrastructure of Total Quality Management is not in place.

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 Conclusion

Now a days, more than 60% companies in the world uses this
technique for fixing their target for continuous improvement. For
them it is an important tool. But to be effective it must be used
properly. It breaks down (waste money, time and energy and some
times morale too) if process owners and managers feel threatened or
do not accept and act on the findings. Finally, benchmarking is not a
substitute for innovation; however, it is a source of ideas from
outside the organization.

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 Thank you
and
Have a Nice Day…

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