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Benchmarking : an applications guide / by Jeanne Kirk Elliott.

by Elliott, Jeanne Kirk.

Benchmarking (Management)

Organizational effectiveness

iv, 96 leaves : ill. ; 29 cm.

Advisor: James Spindler.

Committee members: Dr. Bruce Thompson, Gene Wright.

Introduction to benchmarking -- Benchmarking process -- Applications and examples -- Survey results - unsuccessful benchmarking studies -- Conclusions and recommendations..

The recommendation from this study is that Benchmarking can be used by any company as a productivity and performance improvement tool. This recommendation is the result of research and survey analysis. Benchmarking is different from other competitive analysis tools due to open communication between companies. It is not reverse engineering or after the fact design analysis. Benchmarking is a proactive way to obtain information and quickly adapt concepts to make changes in an operation or organization. The four phases of a Benchmarking study: Planning, Analysis, Integration and Action are discussed and divided into the process steps associated with each phase. Applications and examples of successful and unsuccessful studies are provided, with particular emphasis on unsuccessful studies. A survey was distributed to 200 people experienced in the benchmarking process. The survey was tailored to identify and obtain data on the frequency and characteristics of unsuccessful benchmarking projects. The survey was divided into four major areas of interest: Topic Definition and Scope, Benchmarking Process Elements, Documentation and Record Keeping and Management Support. Finally, methods to identify features of an unsuccessful benchmarking activity and measures to avoid failure are supplied.

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