Kendall
E&S Tucson - November 1999
Benchmarking from A to Z
Using Benchmarking to Achieve Improved Process Performance
Kay Kendall Director, Quality and Six Sigma
E&S Tucson - November 1999
Definition from Webster’s Collegiate Dictionary
Benchmark (n.)
• a mark on a permanent object indicating elevation and serving as a reference in topographical surveys and tidal observations • a point of reference from which measurements may be made • something that serves as a standard by which others may be measured
E&S Tucson - November 1999
Outline
• • • • • • • • • Why Benchmark? Selecting Targets Terminology Cost/Benefit Analysis Keys to Successful Benchmarking The Benchmarking Process Tools of Benchmarking Identifying Candidate Partners The Site Visit and Beyond
E&S Tucson - November 1999
Why Benchmark?
+ + + + + + + Identify opportunities Set realistic but aggressive goals Challenge internal paradigms on what is possible Understand methods for improved processes Uncover strengths within your organization Learn from the leaders’ experiences Better prioritize and allocate resources Performance Improvement
E&S Tucson - November 1999
Comparing Scenarios
DEFINING CUSTOMER REQUIREMENTS ESTABLISHING EFFECTIVE GOALS DEVELOPING TRUE MEASURES OF PRODUCTIVITY BECOMING COMPETITIVE Without Benchmarking • Based on history/gut feel • Acting on perception • • • • • Lack external focus Reactive Lagging industry Pursuing pet projects Strengths and weaknesses not understood • Internally focused • Evolutionary change • Low commitment • • • • • • • With Benchmarking Based on market reality Acting on objective evaluation Credible, customer-focused Proactive Industry leadership Solving real problems Performance outputs known, based on best in class
INDUSTRY PRACTICES • Not invented here • Few solutions • Continuous improvement
• Understand the competition • Revolutionary ideas with proven performance • High commitment • Proactive search for change • Many options • Breakthroughs
E&S
Benchmarking from A to Z
Using Benchmarking to Achieve Improved Process Performance
Kay Kendall Director, Quality and Six Sigma
E&S Tucson - November 1999
Definition from Webster’s Collegiate Dictionary
Benchmark (n.)
• a mark on a permanent object indicating elevation and serving as a reference in topographical surveys and tidal observations • a point of reference from which measurements may be made • something that serves as a standard by which others may be measured
E&S Tucson - November 1999
Outline
• • • • • • • • • Why Benchmark? Selecting Targets Terminology Cost/Benefit Analysis Keys to Successful Benchmarking The Benchmarking Process Tools of Benchmarking Identifying Candidate Partners The Site Visit and Beyond
E&S Tucson - November 1999
Why Benchmark?
+ + + + + + + Identify opportunities Set realistic but aggressive goals Challenge internal paradigms on what is possible Understand methods for improved processes Uncover strengths within your organization Learn from the leaders’ experiences Better prioritize and allocate resources Performance Improvement
E&S Tucson - November 1999
Comparing Scenarios
DEFINING CUSTOMER REQUIREMENTS ESTABLISHING EFFECTIVE GOALS DEVELOPING TRUE MEASURES OF PRODUCTIVITY BECOMING COMPETITIVE Without Benchmarking • Based on history/gut feel • Acting on perception • • • • • Lack external focus Reactive Lagging industry Pursuing pet projects Strengths and weaknesses not understood • Internally focused • Evolutionary change • Low commitment • • • • • • • With Benchmarking Based on market reality Acting on objective evaluation Credible, customer-focused Proactive Industry leadership Solving real problems Performance outputs known, based on best in class
INDUSTRY PRACTICES • Not invented here • Few solutions • Continuous improvement
• Understand the competition • Revolutionary ideas with proven performance • High commitment • Proactive search for change • Many options • Breakthroughs
E&S