Phase 2: Benchmarking Performance
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Benchmarking
This book will teach you how benchmarking is used to improve performance, set quality objectives, and identify and adapt to best processes. Most of us routinely use benchmarking--to measure, match, compare, evaluate--all to establish a standard of what we believe is best. However, the critical elements of our customers' expectations and requirements are often missing. This book adds those elements into the process, and demonstrates six other types of benchmarking, while helping you decide which method will suit your needs. Coverage includes- To give a historical perspective on benchmarking To provide reasons for benchmarking To discuss the benchmarking process To give tips for successful benchmarking
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There is a growing expectation for staff to participate in benchmarking activities. If benchmarking projects are to be successful, managers and clinicians need to be aware of the steps involved. In this article, we identify key aspects of benchmarking and consider how clinicians and managers can respond to and meet contemporary requirements for the development of sound benchmarking relationships. Practicalities and issues that must be considered by benchmarking teams are also outlined. Before commencing a benchmarking project, ground rules and benchmarking agreements must be developed and ratified. An understandable benchmarking framework is required: one that is sufficiently robust for clinicians to engage in benchmarking activities and convince others that benchmarking has taken place. There is a need to build the capacity of clinicians in relation to benchmarking.
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This article is a companion to an introductory article on benchmarking published in an earlier issue of Medical Reference Services Quarterly. Librarians interested in benchmarking often ask the following questions: How do I determine what to benchmark; how do I form a benchmarking team; how do I identify benchmarking partners; what's the best way to collect and analyze benchmarking information; and what will I do with the data? Careful planning is a critical success factor of any benchmarking project, and these questions must be answered before embarking on a benchmarking study. This article summarizes the steps necessary to conduct bench: marking research. Relevant examples of each benchmarking step are provided.
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A review of benchmarking literature exposed that due to the development there are different types of benchmarking and different benchmarking models. There are universal models, but also models uniquely developed for particular benchmarking types. Each model varies in terms of the number of phases involved, number of steps involved, application, etc. The research focuses on one of the most popular benchmarking types: best practice benchmarking. Best practice benchmarking describes the comparison of performance data obtained by studying similar processes or activities and identifying, adapting, as well as implementing the practices that revealed the best results. The research intends to propose best practice benchmarking model after reviewing existing benchmarking models in literature. Implementing successful benchmarking project requires more than abidance to the step-wise models. Factors, which have an impact on the adoption of best practices benchmarking models will be highlighted, because many companies are involved in benchmarking, but adoption of best practices is not as height as might be expected. Key words: benchmarking model, best practice benchmarking, benchmarking cycle.
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Fierce competition, globalization and the development of new information and communication technologies have constrained organizations to continuously search for and adopt new configurations/practices for survival. Benchmarking is a practical approach, which has proved to be very effective in helping individual companies evaluate their competitive position vis-a-vis other best performers. This paper provides an overview of developments and trends in benchmarking and includes references to various types of benchmarking. It is attempted to provide a simple benchmarking process model for an individual organization by carrying out organized search for best practices. The paper enlists benefits of benchmarking including discussion on select benchmarking success stories. The paper concludes that benchmarking is a powerful approach for bringing improvements in any organizational area and transforming it into a world-class organization.
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World class
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Linking Strategic Planning with Benchmarking Understanding the Essentials of Process Benchmarking Applying Benchmarking Results for Maximum Utility Doing an Internal Benchmarking Study Conducting a Competitive Benchmarking Study Performing a Functional Benchmarking Study Developing a Generic Benchmarking Study Expanding Benchmarking for Broader Applications Creating a Benchmarking Capability Chapter Notes Appendices Index.
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Article analyzing following issue: benchmarking concept, types of benchmarking, benchmarking methodology. Benchmarking is used to improve performance by understanding the methods and practices required to achieve world – class performance levels. Benchmarking is very different types: performance benchmarking benchmarking, process benchmarking, functional benchmarking, internal benchmarking, external benchmarking, international benchmarking. Benchmarking proceeds in phases: planning, data collection, analysis, adaptation and implementation of good practices.
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Benchmarking is a practical approach, which has proved to be very effective in helping individual companies evaluate their competitive position vis-a-vis other best performers. This paper provides an overview of developments and trends in benchmarking and includes references to various types of benchmarking. This paper introduces a benchmark model tailored for banking operation. A two-tier model is suggested here, where Tier 1 implies best-branch benchmarking. Tier 1 benchmarking will be done within the bank using some suitable levels of yardsticks. Bank branches will be grouped in some suitable levels, each level having its own yardsticks. Branches under each level will move upward once benchmarking target will be achieved. When highest level will be achieved in Tier 1 the branch will be moved to Tier 2 benchmarking, which is best-bank benchmarking. The paper enlists benefits of benchmarking including discussion on some benchmarking success stories. The paper concludes that benchmarking is a powerful approach for bringing improvements in any organizational area and transforming it into a world-class organization.
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Tier 2 network
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Argues that benchmarking is much more fundamental to strategic thinking than other tools relied upon thus far by senior managers in their decision‐making processes. Argues that for benchmarking to be effective it has to be closely linked to total quality management programmes in place. Strongly recommends that the focal point has to be on understanding process and behaviour (i.e. the means/enablers) before asking questions about results (i.e. the outcomes). Unless such a discipline is established, results can only be considered as absolutes and as such are not useful in telling us why differences take place. Benchmarking works inwards by helping organizations set desired goals and objectives and set about achieving them through continuous improvement activities. Proposes an implementation strategy for benchmarking based on 16 steps. In addition highlights some factors which are considered to be critical if the practice of benchmarking is to lead to any results. Provides some guidelines on ensuring that benchmarking remains a powerful strategic tool.
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Total Quality Management
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Comparing ourselves: using benchmarking techniques to measure performance between academic libraries
Report of the LIRG seminar: The Effective academic library held on Tuesday 12th June 2001 at Staffordshire University
We can learn a lot from others. Benchmarking provides a structural framework for making comparisons with other organisations. The techniques enable us to learn from one another by looking at why there are differences in performance outcomes between organisations undertaking similar functions. This seminar concentrated on:-
- Importance of benchmarking / benchmarking techniques
- Establishment of benchmarking consortia
- Utilising statistics and performance indicators
- Practical examples of how academic libraries have evaluated and improved their services through benchmarking
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Academic library
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