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  • Bench Marking New

    Загружено:

    Chhavi Sonkar
    27 просмотров15 страниц
    Benchmarking involves comparing one's business processes and performance metrics to industry bests or best practices from other companies. It has several advantages, such as gaining a thorough understanding of one's own processes, identifying non-value added activities, and providing a basis for human resource training. However, benchmarking is not a quick fix and requires defining one's own processes first, perceiving benchmarking as ongoing, and setting goals to close performance gaps. There are different types and levels of benchmarking used depending on the function, process or performance being evaluated and goals of the analysis. Successful benchmarking depends on factors like full management support, training, teamwork, and using a structured approach.

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    Benchmarking involves comparing one's business processes and performance metrics to industry bests or best practices from other companies. It has several advantages, such as gaining a thorough understanding of one's own processes, identifying non-value added activities, and providing a basis for human resource training. However, benchmarking is not a quick fix and requires defining one's own processes first, perceiving benchmarking as ongoing, and setting goals to close performance gaps. There are different types and levels of benchmarking used depending on the function, process or performance being evaluated and goals of the analysis. Successful benchmarking depends on factors like full management support, training, teamwork, and using a structured approach.

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    Attribution Non-Commercial (BY-NC)
    Скачайте в формате PPTX, PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    27 просмотров15 страниц

    Bench Marking New

    Загружено:

    Chhavi Sonkar
    Benchmarking involves comparing one's business processes and performance metrics to industry bests or best practices from other companies. It has several advantages, such as gaining a thorough understanding of one's own processes, identifying non-value added activities, and providing a basis for human resource training. However, benchmarking is not a quick fix and requires defining one's own processes first, perceiving benchmarking as ongoing, and setting goals to close performance gaps. There are different types and levels of benchmarking used depending on the function, process or performance being evaluated and goals of the analysis. Successful benchmarking depends on factors like full management support, training, teamwork, and using a structured approach.

    Авторское право:

    Attribution Non-Commercial (BY-NC)
    Скачайте в формате PPTX, PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    из 15

    BENCHMARKING

    INTRODUCTION

    WHAT IS BENCHMARK

    WHAT IS BENCHMARKING

    MOVING FROM WHERE WE ARE TO WHERE WE WANT TO BE

    ADVANTAGES OF BENCHMARKING

    THOROUGH UNDERSTANDING OF COMPANYS OWN PROCESSES

    INVOLVES ADAPTATION AND NOT INVENTION

    IDENTIFICATION OF NON VALUE ADDED ACTIVITIES AND PLANS

    CONTD.

    BENCHMARKING DOESNOT FOCUS ON PRODUCTS

    ALLOWS IDENTIFICATION OF SPECIFIC GAP PERFORMANCE

    PROVIDES BASIS FOR HUMAN RESOURCE TRAINING

    PITFALLS OF BENCHMARKING

    BENCHMARKING IS NOT A INSTANT PUDDIND DEFINE FIRMS OWN PROCESS FIRST

    PERCEIVE BENCHMARKING IS AN ONGOING PROCESS


    SET GOALS FOR CLOSING THE GAP

    LEVELS OF BENCHMARKING

    INTERNAL BENCHMARKING COMPETITIVE BENCHMARKING

    NON-COMPETITIVE BENCHMARKING
    WORLD CLASS BENCHMARKING

    TYPES OF BENCHMARKING

    PERFORMANCE OR OPERATIONAL BENCHMARKING PROCESS OR FUNCTIONAL BENCHMARKING STRATEGIC BENCHMARKING

    COMPETITIVE ANALYSIS-COMPUTER INDUSTRY.SEGMENT

    PERFORMANCE RATING KEY SUCCESS FACTORS WEIGHT OUR COMPANY COMPETITOR A COMPETITOR B

    SALES FORCE

    DISTRIBUTION

    SUPPLIERS

    GUIDELINES FOR BENCHMARKING

    DO NOT GO FOR FISHING EXPEDITION USE COMPANY PEOPLE

    EXCHANGE INFORMATION
    LEGAL CONCERNS CONFIDENTIALITY

    PHASES OF BENCHMARKING
    PLANNING ANALYSIS

    INTEGRATION
    ACTION

    BENCHMARKING PROCESS

    GETTING STARTED PREPARING TO BENCHMARK CONDUCTING RESEARCH SELECTING WHOM TO BENCHMARK

    COLLECTING AND SHARING INFORMATION


    ANALYSING, ADAPTING AND IMPROVING

    SEVEN STEP BENCHMARKING MODEL

    IDENTIFY WHAT TO BENCHMARK DETERMINE WHAT TO MEASURE

    IDENTIFY WHO TO BENCHMARK


    COLLECT DATA

    CONTD..

    ANALYSE DATA AND DETERMINE THE GAP

    SET GOALS AND DEVELOP AN ACTION PLAN

    MONITOR THE PROCESS

    FACTORS FOR SUCCESS WITH BENCHMARKING

    FULL SUPPORT OF SENIOR MANAGEMENT


    TRAINING IS CRITICAL TEAM ACTIVITY ONGOING PROCESS STRUCTURED APPROACH

    ISSUES RELATED TO BENCHMARKING PROCESS

    FOCUS OF BENCHMARKING

    GAP ANALYSIS

    HARD AND SOFT SYSTEMS IN PROCESS

    INFLUENCE ON BENCHMARKING AND ITS OUTCOMES

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