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Benchmarking, A Management Tool ISO-9000

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The objective in the process of benchmarking is to provide useful evidence and knowledge to businesses, through the best examples that enable them to identify the best approaches leading to the optimization of its strategies and its manufacturing processes.

In short, benchmarking is a response to demand all-natural formulas that allow not only survive, but to compete successfully.

BENCHMARKING CONCEPT

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is the process of obtaining useful information that helps an organization improve its processes. This information is obtained from the observation of other institutions or companies are identified as the best (or good enough) in the development of those activities or processes memorabilia.

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Benchmarking does not mean spying or just copy. It is designed to achieve maximum efficiency in the exercise of learning from the best and help to move from where you are to where you want estar.Las reference companies will have to find both the sector and in whatever may be valid.

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THE FIVE-STEP METHOD

• Identify Areas of sector or company in trouble or opportunities Improved: Benchmarking can be applied to any business or process. Previous research will be needed including: informal discussions with customers, employees and suppliers, this through focus groups or market research, statistics, questionnaires, satisfaction surveys, process mapping, financial analysis and reports on quality assurance.

• Identify organizations that are leaders in these areas: Find the best in each category and country. Consult customers, suppliers, consultants, business associations and business magazines to determine which companies are worth investigating.

• Study Best practices of these organizations: An initial study can be done in a good university library or the Internet. This will give an overview, for more detail will require a visit in person. CEO call and ask if a group of executives and employees in your company can visit the facilities for an hour. Be direct to propose a visit. Most CEOs feel flattered and will accept the proposal. Make it clear that any information that might interest them will be shared with them too. Determine what issues are out of study, things do not interest them.

Ask if may bring cameras and video. Prepare well in advance two lists: a list of objectives and a list of questions. Choose 2 to 5 guests, people who are related to the topic that concerns (for example if the goal is to make benchmarking study on the relationship between the systems area and commercial area, to call people in that specific area) that will be responsible for implementing any recommendations. So people in positions that cover a wide range of responsibilities (convened for a visit to a Director, Manager or Chief) may also include an external consultant to the visiting group. Meet with employees to explain the purpose of the visit and assign each one or two questions to make employees of the company they visit. Explain what issues are out of the study.

Tell them to think about how this visit can enhance the company / sector / area and think more questions. Leave out the questions that may be confidential (eg, cost, pricing or developing a new product.) Send a letter or email confirmation a week earlier, stating date, time, place of visit (where concur) how many people leave and their positions objectives and a list of possible questions.

Tours take approximately 1 to 3 hours. When you go take a present to show that they appreciate the opportunity, do not criticize what they see and focus on their goals. Look for anything unexpected or outstanding.

As soon as they return to their offices tipping your details in writing immediately. Discuss what they learned and how to apply it successfully. Then make sure that every visitor has an action plan detailing how they will implement the new information into their work. It will also be necessary to devise some formal analysis and process mapping of the process that they benchmark.

After several weeks, call back to the CEO to express his thanks and tell specific examples of how knowledge gained from the visit will be used in your company . Send a copy of all written by their employees in appreciation for having been allowed access to their facilities. Invite your people know your company or area of \u200b\u200bits responsibility.

• Implement Best Practices : Delegate the responsibility for the actions of individuals or inter-area teams. Set measurable objectives to be met within a specified time frame. Monitor the results. Get that key personnel of the company / sector / area, we deliver a one-page report on how extension is being carried out to implement the changes. Distribute this information to the entire organization.

• Remember, benchmarking is a continuous process. Best Practices can always improve. In Cordoba there are many cases of companies that have profited greatly from these visits learning. From a candy factory sharing experiences with a cement factory, to manufacturers of large electrical transformers learning from one of the nation's leading living making games. This was stated by Mr. Fernando Piovano, Production Manager of Living Color when referring to this experience: "it seemed a good idea to show the kids the pilot area of \u200b\u200b5" S "and even to ourselves, to know that there is a possibility work in a clean environment. "

The results of this experiment are rewarding for everyone involved in the activity, "the visit was very positive, the guys came with a lot enthusiasm and ideas that are already being implemented. The benefits of the visit, together with the 5 "S", are visible in the area, with a group of very united and committed. For me personally, let me very clear that there is another way of working and the possibility of improvement depends only on each of the push that put him achieve the objective, "said Fernando Piovano.

core organizational processes are always similar and we can always learn from a leader in its sector.

LEVELS OF BENCHMARKING

At the time of searching for role models, you can find five possible approaches or levels of Benchmarking:

Internal: takes place within the company. Perhaps there own department that could provide excellent information. First it would process models, second because they could collect information from customers or competitors who try and are similar processes. It is the easiest to make, because the information is readily available.

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Directly Competitive : Most companies have at least one competitor that can be considered as excellent in the process that is meant to improve. Getting the direct competitor to provide relevant data can be difficult, if not impossible. This problem can sometimes be resolved by a third party acting as intermediary.

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Competitive Latent: These are companies that can be much larger or smaller than ours, and therefore do not compete in the same markets. Also consider companies that have not yet entered the market, but presumably they will in the future.

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Competitive No: Sometimes information can be obtained through companies that are not direct competitors, either because the market in which they operate is geographically distinct, either because they are concerned a different industry. In the latter case the process must be adapted to the particularity of the company. The information will be easily accessible.

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World Class: This approach is the most ambitious, involves seeing the best recognized for the process considered an organization that does it better than all others.

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OBJECTIVES

Benchmarking is a systematic process through which:

• Measuring the results of other organizations with respect to key success factors of the company.
• determine how to achieve these results.
• Use this as a basis for setting goals and strategies and implement them in the company.

PROCESS METHODOLOGY BENCHMARKING
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Once the company has decided to go into this technique is necessary knowledge and commitment from all levels of the company, that is a continuous process and requires constant updates.
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In a first step will require a thorough analysis of the process itself, before carrying out any contact with other companies.
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There are factors of program success indicators among which are:

• Active engagement by the Board.
• clear definition of the objectives pursued.
• firm belief to accept the change suggested by the study.
• continuous effort.

INDICATORS OF SUCCESS FOR BENCHMARKING

Benchmarking is not an easy matter. Previously, should take into account many aspects. To achieve the purpose sought, surveillance is necessary enabling environment to see if, at any Elsewhere, someone is using practices and procedures with results that could be considered as excellent and if your approach could lead to greater efficiency in the organization.

Start Benchmarking phase of a process improvement program is not a step to be taken lightly. Benchmarking is an ongoing process requiring constant upgrading, where monetary and time commitments are significant. It is also necessary to carefully analyze their own processes before contact with other companies.

Indicators of success in a benchmarking process, then lists those deemed most important:

• An active engagement towards benchmarking by management.
• The existence of target Benchmarking project defined and clearly expressed.
• A clear and comprehensive understanding of the way of working itself understood as the basis for comparison with best practices in the industry.
• Willingness to change and adapt through the discoveries of Benchmarking.
• Realize that competition is changing and that one must anticipate. Willingness to share
• information with benchmarking partners. Focus on Benchmarking
• first optimal processes in industry and then apply.
• A group of majors and their recognition as leaders for their best performance.
• Support Benchmarking process.
• Open to new ideas with creativity and application of innovations to existing processes. Conclusions
• justified by data collected during the project.
• Benchmarking An ongoing effort.
• Institutionalization of Benchmarking.