Benchmarking

Resources - Benchmarking

Benchmarking Do's and Don't's

DO . . .

DON'T . . .

         select benchmarking projects that are tied to strategic goals/objectives.

         benchmark just to say you did it.

         benchmark a core process.

         expect big paybacks when benchmarking a non-core process.

         obtain management commitment.

         benchmark without sufficient support.

         get the support/involvement of process owners.

         leave out the middle managers.

         know and clearly map out your own process before attempting to benchmark.

         expect to benchmark another's process without a thorough understanding of your own.

         identify the important measures of the process.

         trust what you can't measure.

         allocate adequate resources.

         think you can get a big return without some investment of resources.

         follow the DON Benchmarking Model.

         reinvent the wheel.

         plenty of research.

         forget to research public domain.

         limit the number of site visits and the benchmarking team members who participate in visits.

         confuse benchmarking with industrial tourism.

         research companies/organizations you visit before you go.

         go on a site visit unprepared.

         abide by the Benchmarking Code of Conduct.

         assume Code of Conduct is implicitly known and understood.

         reciprocate.

         ask for information that you would not be willing to share.

         debrief benchmarking teams ASAP after each site visit.

         delay a debrief more than three days after the site visit.

         keep communications flowing up and down the chain of command.

         wait until benchmarking study is complete to get management's thumbs up or thumbs down on progress.

         implement the improvements identified by the benchmarking study ASAP.

         forget the primary reason for benchmarking is to implement the best practices.

         ask internal/external customers what they think would improve the process.

         forget what's important to your customer(s).

         provide guidance/resources/charter.

         over control. the team.

Source: USN Benchmarking Handbook

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