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TQM proper on training and development.ppt
- 1. Submitted to- Submittedby- Ms. Chitralekha Sharma Arpita Saini Benchmarking In Total Quality Management
- 2. Table Of Contents •Overview. • Objectives. • Why benchmarking? • Advantages. • Disadvantages . • Types of benchmarking. • Process of Benchmarking. • Issues in benchmarking.
- 3. Benchmarking Overview • Benchmarkingis the process of determining who is the very best, who sets the standard, and what that standard is. • Benchmarks and benchmarking can provide the answers to the following questions of an organization: "How are we doing?"; "How do we compare with other?"; "Are we making progress fast enough?"; and "Are we using the best practices?". • Benchmarking can provide them with data to show what can be achieved and how can be achieved. Thus benchmarking is a systematic method by which organizations can measure themselves against the best industry practices. I • Benchmarking can be defined as measuring an organization's performance against that of best-in-class companies. determining how the best-in-class achieve those performance levels. • The essence of benchmarking is the process of borrowing ideas and adapting them to gain competitive advantage. Therefore it is a tool for continuous improvement.
- 4. OBJECTIVES OF BENCHMARKING • Benchmarkingaims at a goal setting process to facilitate comparison with the best. • It aims at motivating and stimulating company employees towards the goal of continuous quality improvement. • It aims at external orientation of the company. • It aims at identifying a technological break-through.
- 5. Why Benchmarking? • ToObtain 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.
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- 8. Types of Benchmarking 1.Internal benchmarking: This type of benchmarking involves comparing different departments, teams, or processes within the same organization. It is useful when an organization wants to identify best practices and replicate success across different areas. 2. Competitive benchmarking: Competitive benchmarking involves comparing an organization's performance against direct competitors in the industry. This type of benchmarking helps organizations understand their market position, identify areas where they lag behind, and develop strategies to outperform their competitors. 3. Functional benchmarking: Functional benchmarking involves comparing specific processes or functions across different industries. It helps organizations identify innovative practices outside their industry and adapt them to their own processes.
- 9. Types of Benchmarking 4.Strategic benchmarking: Strategic benchmarking focuses on long-term goals and involves comparing an organization's strategic performance against industry leaders. It helps organizations identify areas where they need to improve to achieve their strategic objectives. 5. Performance benchmarking: Performance benchmarking involves comparing an organization's overall performance against industry standards or best practices. It helps organizations identify performance gaps, set goals, and develop strategies to improve their overall performance. 6. Process benchmarking: Process benchmarking focuses on specific processes within an organization and involves comparing them against best-in-class processes. It helps organizations identify inefficiencies, bottlenecks, and opportunities for improvement.
- 10. Benchmarking Process 1. Selecta subject to benchmark- What to benchmark is just as important as how to benchmark it. Prioritize the processes based on which metrics are most important to all stakeholders, with an emphasis on processes or functions that are easily quantifiable. After prioritizing, select and define the measures you want to collect. 2. Decide which organizations you want to benchmark- Determine if you are going to benchmark processes within your own company, a competitor, or a company outside of your industry. Gather information from several sources to get the most detailed information about the organization you select to study. 3. Document your current processes- Map out your current processes so you can identify areas that need improvement and more easily compare against the chosen organization. 4. Collect and analyze data- This step is important but it can prove difficult when you are trying to gather data from a competitor because a lot of that information may be confidential. Gather information through research, interviews, casual conversations with contacts from the other companies, and with formal interviews or questionnaires.
- 11. Benchmarking Process 5. Measureyour performance against the data you’ve collected-Look at the data you’ve collected side by side with the metrics you gathered from your analysis of your own process. 6. Create a plan- Create a plan to implement agreed-on changes that you have identified as being the best to close performance gaps. Implementation requires total buy-in from the top down. Your plan must include clearly defined goals and should be written with the company’s culture in mind to help minimize any pushback you may get from employees. 7. Implement the changes- Closely monitor the changes and employee performance. If new processes are not running smoothly as expected, identify areas that need to be tweaked. Make sure all employees understand their jobs, are well trained, and have the expertise to complete their assigned tasks. 8. Repeat the process- After successfully implementing a new process, it’s time to find other ways to improve. The benchmarking process is one of continual improvement and iteration. Review the new processes you’ve implemented and see if there are any changes that need to be made. If everything is running smoothly, look to other areas or more ambitious projects that you may want to benchmark and start the process again.
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