Benchmarking - points of view

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  • Publié le : 4 décembre 2010
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Total Quality Management
Getting Benchmarking off the Bench

The first myth is that benchmarking is too expansive. I disagree with this fact because benchmarking gains are well worth the investment you can do. Indeed benchmarking is a very powerful tool which gives you many data and information for your company. People think benchmarking costs are not justified, and the results aren’t enough.Moreover many of them find benchmarking an extremely and complex process. Besides the fact that benchmarking is associated with giving away more information than you can receive is not true, it is a fiftyfifty exchange and you have not to reveal what make your own company a good one, but only the processes. Therefore, you don’t have to do all your benchmark studies’ in one step, it’s moreimportant to check on one process at a time rather than to do a complete study of another company. If you do it that way, you can apply the results in more than one of your company’s activity. Indeed, what we do in a sector can be interesting for the other ones. Moreover, the costs don’t have to be an obstacle for a company, it is easy to minimize them if you know exactly what you need and what you canenhance in your own process. Besides you don’t have to be ashamed of stealing and adopting other’s ideas because they are better than yours, you can’t be the first in class in every activity.

The second myth is that managers don’t understand and support benchmarking. I don’t agree with this because I think managers need necessarily benchmarking. Even if management and benchmarking aren’t in thesame domain, management is internal and benchmarking is about studying external environment, both of them are dependents. I really think managers need benchmarking in order to enhance they own management. Indeed, if they took from their competitors the best management tools, they can save a lot of money or have better employees. You don’t have to go far away to benchmark in management, you cangathering benchmarking data internally and find lots of differences. Then you just have to apply everywhere the best techniques in order to have the best process in each of your categories. A good manager is someone who is competitive, so that’s why he has to do benchmarking. He just has to watch what his competitors make and apply this in his own company to be better than the others. Furthermore,comparisons are one of the most important parts in a manager job, he must have a reference and compare things to this reference, but the reference isn’t always in his company. It can be in another one. To conclude, I think managers need and have to benchmark as much as they can. This only can be a good tool for them and for their companies.

The third myth is about the fact that benchmarking isuseful only with the best. Once again I disagree with this idea. Benchmarking with the best can discourage many companies. Indeed, when you want to improve one of your department and you benchmark with the best, you’ll have to upgrade many and many things. Yet, if you benchmark with companies that are less than the best, you can focus on one thing you know you have to enhance and you also know thiscompany is good at. Besides, the gap between a company and the first in class can be huge and it is often difficult to know how to adapt what they learn from the best to their company. Indeed, the best company is the fruit of experience and much work and that’s why

it is difficult to apply this in middle class company. So they need to benchmark with others company and to reach step after stepthe ladder in order to be able to benchmark with the best. Nevertheless it isn’t forbidden to benchmark with the best companies, you can be very powerful in few points and want to know how they manage in the same points to upgrade your own best aptitudes. Finally benchmarking isn’t reserved for the best companies and even smaller companies can teach very interesting process to your company. You...
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