Improving Through Benchmarking

This user-friAndly guide shows how benchmarking is a means of using the best process-management practices to improve results. Ideal for process improvement teams in both large organizations and small companies.

RICHARD CHANG is president and CEO of Richard Chang Associates, Inc., a consulting and publishing firm whose clients include Toshiba, Marriot, Citibank, Fidelity Investments, Nabisco, and McDonald's. He currently serves as chair of the board for the American Society for Training and Development. He lives near Irvine, California.

Introduction

1

(4)

Why Read This Guidebook?

Who Should Read This Guidebook?

When And How To Use It

Benchmarking: An Overview

5

(8)

What Is Benchmarking?

Levels Of Benchmarking

Myths And Realities About Benchmarking

The Seven-Step Benchmarking Model

13

(4)

Benchmarking: A Practical Example

17

(4)

Step One: Identify What To Benchmark

21

(14)

Clarify The Benchmarking Objective

Decide Whom To Involve

Define The Process

Consider The Scope

Set The Boundaries

Agree On The Process

Flow Chart The Process

Step Two: Determine What To Measure

35

(12)

Examine The Flow Chart

Establish Process Measures

Verify That Measures Match Objectives

Step Three: Identify Who To Benchmark

47

(8)

Conduct General Research

Choose The Level To Benchmark

Step Four: Collect The Data

55

(12)

Using A Questionnaire

Conducting A Benchmarking Site Visit

Step Five: Analyze Data And Determine Gap

67

(8)

Quantitative Data

Quantitative Analysis

Step Six: Set Goals And Develop An Action Plan

75

(10)

Set Performance Goals

Develop An Action Plan

Step Seven: Monitor The Process

85

(12)

Track The Changes

Make Benchmarking A Habit

Summary

97

(4)

Appendix

101

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Improving Through Benchmarking

Summary

Author Biography

Table of Contents

Supplemental Materials