The DON Benchmarking Model for Conducting a Benchmarking Study:
The 10 Steps
The Study Phase
Step 6: Take a systems view.
"A
system is a series of functions or activities . . . within an organization that
work together for the aim of the organization." (Deming, 1989)
Input to Step 6: The input
to Step 6 is the output from Step 5.
- Data c
- Collected. Data
analyzed. The BMK Team's benchmarking report.
A. Study
the findings in a broader context.
The
process owners (QMB) now review the BMK Team's findings and report. First, QMB
members ensure a common understanding of the theory behind the process and the
analysis of the performance gaps. Then, the QMB takes one step back to look at
the bigger picture.
A
process consists of interrelated and interacting parts. It is very rarely
independent of the other processes and activities in the organization. The
inputs, outputs, and outcomes of any process will ultimately impact other
processes, and eventually, the aim of the larger organization in some way. Lack of appreciation and consideration of an organization as a
system leads to fragmentation and suboptimization. Without a conscious
effort by the QMB to see the organization as a system that exists in a dynamic
environment, the people and processes in the organization could easily diverge
in different directions and be at cross-purposes. The QMB needs to look at any
possible impact on other management and operational processes, and then present
recommendations to the top leaders (ESC).
The
ESC can now review the findings and recommendations. At this level, as the
managers of the system, it is important to look again for any larger systems
implications. The interdependence of various parts of a system is not always
obvious and may be widely separated in time and space. Therefore, the actions
and consequences of recommended changes to the process need to be examined by
the top-level managers who are ultimately responsible for the system and its
aim. Evaluate any policies, rules, and regulations that govern the process to
clear the path for success.
B. Make
the final recommendations.
Now
the findings and recommendations of the ESC, QMB, and BMK Team should be in
alignment. The report, with its findings and recommendations, can be presented
to all levels throughout the organization for internal customer feedback.
Output from Step 6: The
output from Step 6 is the input for Step 7.
- The final report on
findings and recommendations of benchmarking effort.
Questions
for the Quality Advisor
Before
moving to the next step, the quality advisor should review the following
checklist:
·
What other processes will this impact?
·
Did the QMB and ESC look upstream and downstream of the process to see
what else might be affected?
·
Who else will be affected?
- Did all the process
owners buy in?
- Will the
recommendations aid the organization in achieving its aim/mission?
- What are the long-term
and short-term costs of implementing this best practice?
- What impact, if any,
will it have on the budget?
- How might changes to
this process affect the strategic plan and/or strategic goals, strategies,
and objectives of the organization?
- Will the people who are
working on the process have the motivation and resources to make this
successful?
Source: USN Benchmarking Handbook
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