"The wisdom of teams lies not in encouraging teams for their own sake, but rather in helping those on potential teams have the chance to pursue their own performance challenges." (Katzenbach and Smith, 1993)Input for Step 2: The input for Step 2 is the output from Step 1:
The Benchmarking (BMK) Team charter is a document designed by the QMB to guide the team. The BMK Team may be cross functional, and may have various levels of employees working on it. The needs and requirements of the BMK Team are dictated by the process to be benchmarked. The charter will align the expectations of the BMK Team with the QMB and the ESC (DON Team Skills and Concepts, 1996).
In broad terms, the charter should state:
In designing the BMK Team, the QMB should consider the size required and any time frames or other limitations that need to be imposed. (Any required changes can be negotiated between the BMK Team and QMB when necessary.) The BMK Team's charter should also provide guidance for any plans of action and milestones (POA&M) that need to be developed.
The QMB needs to clarify the BMK Team members. roles and responsibilities.
The team leader:
The quality advisor/facilitator:
The linking pin from the QMB to the BMK Team:
Note: The linking pin may also be the benchmarking champion, as described in Step 1c.
The union representative (where applicable):
The information manager/recorder:
Team members need to have an understanding of and experience working with the overall process being benchmarked. Among the members, expertise in one or more of the following areas is necessary to execute the BMK Team's work:
Note: Administrative support is a necessary and important element for the BMK Team's success.
A Word of Advice: The individuals selected for the team will have an effect on the overall credibility of the study. A variety of personality types should be included on the team. All the members (the forward thinker and the foot dragger, the extrovert and the introvert, the enthusiastic supporter and the cynic) represent points of view also found in the larger organization and can add substantial value to the final outcome of the benchmarking project.
A flowchart (or a process map) is essential to a common understanding of the current process and also enables the teams to make quick, precise process comparisons. The flowchart should reflect the .as-is. process, not necessarily the "should-be" process. Later, this flowchart will be compared to the benchmarking partners. flowchart. Gaps and/or non-value added steps in the process will demonstrate the changes that need to be made.
Output from Step 2: The output from Step 2 is the input for Step 3.
Quality Advisor's Checklist
Before moving to the next step, the quality advisor should review the following checklist:
Source: USN Benchmarking Handbook
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