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Benchmarking in the UK: An empirical study of practitioners and academics
Abstract
Presents the results of a study undertaken to investigate the status of benchmarking within the UK. Results from primary research show that some very successful projects have been undertaken, and that levels of interest among practitioners is high. Presents evidence of the impact of benchmarking projects on performance improvement, and identifies the critical factors for transfer of best practices between organizations. Results also reveal, however, that benchmarking may not be so well established as has been suggested within the literature. Presents evidence to show current trends, which reveal that many projects are narrowly focused, may be wrongly selected, and may miss vital opportunities for improvement. Identifies four areas for future discussion and research. These consider the important areas of the link between benchmarking and the strategic planning process, the development of customer benchmarking methods, the critical factors for transferring best practices across organizations, and the adaptation to post-modern attitudes to benchmarking.
... It is recognized that benchmarking is a management tool or method order to measure and improve organizational performance (Cook, 1995;Zairi and Leonard, 1996;Longbottom, 2000;Sarıaltın, 2003;Stapenhurst, 2009;Gomes and Yasin, 2011) as a systematic process of searching, learning, comparing and adapting better or the best strategies, processes or practices (APQC, 1992;Watson, 1992;Finnigan, 1996;Mann and Welch, 2001). It is possible for organizations that try to exist in a competitive environment (Cook, 1995) and sustain their performance improvement (Longbottom, 2000) and organizational learning capabilities through benchmarking (Global Benchmarking Network-GBN, 2018). ...
... It is recognized that benchmarking is a management tool or method order to measure and improve organizational performance (Cook, 1995;Zairi and Leonard, 1996;Longbottom, 2000;Sarıaltın, 2003;Stapenhurst, 2009;Gomes and Yasin, 2011) as a systematic process of searching, learning, comparing and adapting better or the best strategies, processes or practices (APQC, 1992;Watson, 1992;Finnigan, 1996;Mann and Welch, 2001). It is possible for organizations that try to exist in a competitive environment (Cook, 1995) and sustain their performance improvement (Longbottom, 2000) and organizational learning capabilities through benchmarking (Global Benchmarking Network-GBN, 2018). As Bendell et al. (1993) cited from Camp (1989), "benchmarking is the continuous process of measuring products, services and practices against competitors or industry leaders" (Bendell et al., 1993: 55). ...
... It is an effective learning tool from its processes and good practices of others (Finnigan, 1996: 200). At this point, "the critical factors for transferring best practices across organizations" that Longbottom (2000) draws attention to are quite important (Longbottom, 2000). ...
Appreciation
This book aims to provide the publication of our academicians
precious studies in various fields of social sciences and economics
and to contribute to the field through current issues. To our
valuable academicians who contributed with their studies;
we would like to thank and express my gratitude to Project
Coordinator, for his unwavering support throughout the process,
to the scientific committee, to the InTraders Academic Platform,
to our publishing house and its employees who took part
in the printing, typesetting, design, page layout and similar
stages of the work.
Editorial Board
Prof. Dr. Berna BALCI İZGİ
Dr. Gülay ÖRMECİ GÜNEY
... There are many varying formulations, definitions, and models regarding how to approach this practitioner-led management technique (Bhutta and Huq, 1999;Anand and Kodali, 2008;Adewunmi et al., 2016). Longbottom (2000) noted that most of the research on the effectiveness of benchmarking has involved the case study design. ...
... An organization can have an internal network and an external network, Facility benchmarking use and techniques depending on whether benchmark comparisons are internal or external. Some researchers use the terms benchmarking club (Costa et al., 2006;Longbottom, 2000;Yarrow and Prabhu, 1999) and partnerships (Yarrow and Prabhu, 1999) to refer to benchmarking networks. ...
... Process benchmarking must include involvement in a benchmarking network (Camp, 1995;Yarrow and Prabhu, 1999;Longbottom, 2000;Pemberton et al., 2001), however, not all benchmarking networks engage in process benchmarking (Adebanjo et al., 2010). Process benchmarking "involves two or more organizations comparing their practices in a specific area or activity, in depth, to learn how better results can be achieved" (Yarrow and Prabhu, 1999, p. 794). ...
Purpose
The purpose of this paper is to address the knowledge gap on the use of benchmarking techniques as utilized by facilities management (FM) professionals for the purpose of identifying means to improve industry benchmarking practices and guide the direction of future FM benchmarking research.
Design/methodology/approach
Data were collected through surveying 585 FM practitioners representing various countries, organization sizes, types, industries. The data were summarized and analyzed through creating frequency tables, charts, and cross-tabulations. The survey results were compared to a previously published study on benchmarking use to identify the similarities and differences between benchmarking for FM functions vs core business functions.
Findings
The findings indicate that while FM-oriented benchmarking has been adopted at similar levels as other industries, FM-oriented benchmarking tends to be simplistic, lacks a strategic position in the company, often relies upon self-report survey data, is often performed by an individual with no formal benchmarking team and does not utilize process benchmarking or benchmarking networks. These findings emphasize the need for benchmarking education, advocacy for FM as a strategic business partner, the development of verified data sources and networks specifically for the unique greater facilities management field functions.
Practical implications
These findings provide needed data on the state of FM practitioner use of benchmarking specifically for FM functions in North America. The results can be used as an assessment for the industry, to improve practitioner use and knowledge, and to identify further avenues for academic study.
Originality/value
The value of this study lies in filling in identified knowledge gaps on how FM practitioners are using benchmarking in practice. These data are absent from the research literature and offer the potential to help bridge the academic-practitioner divide to ensure that future research will focus on addressing practitioner needs for the industry.
... It is a way of measuring operations against similar operations in order to improve business processes (Per & Hollensen, 2001). Two main approaches to benchmarking implementation were identified by the Longbottom (2000): the traditional benchmarking process, associated with the so-called "Traditionalists' perspective"; the diagnostic benchmarking process, associated with the so called "Modernists' perspective". These two approaches differ in terms of objectives, cost, implementation process, supporting tools and type of target organization, among other attributes (Amaral & Sousa, 2009). ...
... These two approaches differ in terms of objectives, cost, implementation process, supporting tools and type of target organization, among other attributes (Amaral & Sousa, 2009). The traditional benchmarking process focuses on the understanding, comparison and adaptation of key processes and on the development of performance measures (Longbottom, 2000). The diagnostic benchmarking process is based on business excellence selfassessments (Longbottom, 2000;Maire, 2002). ...
... The traditional benchmarking process focuses on the understanding, comparison and adaptation of key processes and on the development of performance measures (Longbottom, 2000). The diagnostic benchmarking process is based on business excellence selfassessments (Longbottom, 2000;Maire, 2002). Generally, it is linked with excellence models which provide a set of criteria against which any organization can assess itself and identify areas for improvement (Auluck, 2002). ...
Customers nowadays constantly demand for higher quality, shorter lead times and customization of products at a competitive price. Benchmarking might be a way of measuring a firm's strategies and performance against "best-in-class'' firms both inside and outside the industry. The purpose of this paper is to investigate the implementation of benchmarking concept in the manufacturing companies in Bangladesh. Existing literatures and some real life examples of benchmarking implementation in different companies are using for the further study. Study found that seven major stages of the benchmarking process independently pay attention to a specific area, which will add value to the process. Various opportunities like benchmarking opens up organizations to new methods, ideas, and tools to improve their effectiveness for help to solve the problems within organizations. Direction and recommendation for implementation of benchmarking are also given. Abstract-Customers nowadays constantly demand for higher quality, shorter lead times and customization of products at a competitive price. Benchmarking might be a way of measuring a firm's strategies and performance against "best-in-class'' firms both inside and outside the industry. The purpose of this paper is to investigate the implementation of benchmarking concept in the manufacturing companies in Bangladesh. Existing literatures and some real life examples of benchmarking implementation in different companies are using for the further study. Study found that seven major stages of the benchmarking process independently pay attention to a specific area, which will add value to the process. Various opportunities like benchmarking opens up organizations to new methods, ideas, and tools to improve their effectiveness for help to solve the problems within organizations. Direction and recommendation for implementation of benchmarking are also given.
... Dans cette optique, le recours au benchmarking peut s'avérer utile. Longbottom (2000) présente trois grandes catégories de benchmarking qui sont le benchmarking interne, le «benchmarking compétitif» et le «benchmarking générique» qui consiste à comparer les pratiques de l'entreprise évaluée à celles utilisées par les entreprises de classe mondiale, qu'on appelle pratiques exemplaires. Peu importe la forme de benchmarking utilisée, celui-ci est un outil stratégique qui permet à l'entreprise d'identifier des sources possibles d'amélioration pour accroître sa performance, son degré de compétitivité (Haughton, Grenoble, Thomchick et Young, 1999) et améliorer l'apprentissage des employés qui voient ce qui se fait ailleurs, les amenant ainsi à mieux comprendre pourquoi ils doivent modifier parfois leurs façons de faire (Elmuti et Kathawala, 1997). ...
... Parmi les quelques recherches empiriques répertoriées on peut noter celle de Voss, et al., (1997) Cependant, il y a lieu de rester critique face à ces études de cas puisque ce sont seulement les cas à succès qui sont les plus discutés comme l'a fait remarquer Longbottom (2000). En ce qui a trait aux modèles d'excellence («Malcolm Baldrige National Quality Award», le «Business Excellence Model», l'«European Quality Award», etc.), de plus en plus utilisés comme outil de benchmarking générique (Camp, 1989), rares sont encore les études qui ont essayé de valider empiriquement l'effet de leur utilisation sur la performance des utilisateurs. ...
... La performance financière est mesurée par le rendement des actifs, le rendement des fonds propres ainsi que la marge nette réalisée par la PME (Voss et al., 1997, Longbottom, 2000Carr et Smeltzer, 1999;Dess et Robinson, 1984). Les résultats financiers obtenus par les entreprises ont été relativisés en retirant les résultats moyens obtenus par les entreprises du même secteur. ...
La mondialisation des marchés, la réduction de la durée de vie des produits et la compétition
accrue entre les petites et les grandes entreprises sont des facteurs qui incitent les entreprises à
être de plus en plus préoccupées par leur mode de gestion et les résultats qu’elles produisent.
Dans cet objectif de performance, le recours au benchmarking peut s’avérer intéressant. Si le
benchmarking est souvent implicitement perçu comme un outil pouvant mener à de meilleures
performances, il reste que très peu d’études scientifiques ont conclu à cette relation surtout
pour les PME. C’est pour pallier cette lacune dans la littérature que nous avons réalisé cette
étude, en examinant les informations d’un groupe de 307 PME manufacturières canadiennes
impliquées dans une activité de benchmarking compétitif dont 49, pour une deuxième année
consécutive. Nos résultats confirment que la participation à une telle activité permet aux
entreprises d’accroître leur performance surtout opérationnelle. Nos résultats montrent
également le besoin de recherches plus poussées sur l'identification des pratiques exemplaires
adaptées au contexte de la PME et sur le rôle que celles-ci peuvent jouer sur la performance
de ces entreprises qui opèrent dans des environnements parfois uniques ou très particuliers.
... 5,6 Developed with industrial purposes in the 1930s, benchmarking made its first appearance in healthcare in 1990. [7][8][9] Benchmarking involves a comparison of performances in order to identify, introduce, and sustain good practice. This is achieved by collecting, measuring and evaluating data that are then used to establish a target performance level, a benchmark. ...
... This is achieved by collecting, measuring and evaluating data that are then used to establish a target performance level, a benchmark. [7][8][9] SINAS is the Portuguese tool for benchmarking in healthcare. ...
Introduction:
The National Health Assessment System is a system designed by the Portuguese Health Regulatory Entity in order to evaluate the overall quality of the health care institutions. One of the key areas evaluated by the National Health Assessment System is ambulatory surgery. The aim of this study is to demonstrate that the introduction of the National Health Assessment System evaluation at our ambulatory centre not only improved the overall quality of ambulatory surgery but also the quality of the clinical record entries.
Material and methods:
A retrospective analysis was performed from the hospital's clinical database. The study was carried out at the ambulatory centre of the Hospital and University Centre of Porto, and included 100 consecutive surgical procedures, across all surgical specialties, previously selected by the National Health Assessment System audit performed in 2015 in our ambulatory surgery centre and other 46 surgical procedures performed in 2008 at our hospital, before the National Health Assessment System was implemented. The main outcome measure was the validation and record of the seven indicators of National Health Assessment System for ambulatory surgery.
Results:
We have seen an improvement in all indicators after the National Health Assessment System implementation, except for criterion 4.
Discussion:
Our study demonstrates that the introduction of the National Health Assessment System in our ambulatory centre resulted in the improvement in the quality of both of clinical practice, and clinical record keepingConclusion: We can conclude that the application of evaluation of quality indicators and benchmarking practices can be used to enhance healthcare outcomes.
... In their meta-analysis, Williams et al. [28] suggested that organizational leadership seeking to adopt best practices could ameliorate reluctance to the application of benchmarking. Table 1 presents empirical studies that have investigated the effect of benchmarking on various forms of performance indicators [29][30][31][32][33][34][35][36]. ...
... Longbottom [29] This study is based on 560 respondents and supplementary interviews ...
The current intense nature of competition among firms has increased the pace of innovation within and across industries. Rapid changes in the taste and requirements of consumers have compelled organizations to think of ways of constantly improving their processes, product offerings and service delivery. Benchmarking as a tool has assisted
organizations to fast track their innovation pipeline while reducing time and route to market. It has helped firms meet the requirements of their consumers at low level of risk and cost. This paper presents an expository review of some new ideas and approaches to effective benchmarking and provides practitioners with some contemporary insights on
approaches and tools for benchmarking as a way of improving corporate performance in a measurable way.
... Chenhall and Langfield-Smith (1998) cites a survey conducted in the UK where Drysdale and Dunn (1996) found that only 13 percent of CFOs perceived benchmarking as useful. Similarly, another survey carried out in the UK found that although the interest in benchmarking was high, the usage of benchmarking was at the time not as high as it is usually portrayed to be in the benchmarking literature (Longbottom, 2000). ...
... In the context of benchmarking, Longbottom (2000) described one such attempt. Longbottom (2000) found that proponents of BPR, a fashionable concept that was getting much traction during the 1990s, tried to challenge and undermine benchmarking. Reengineering advocates claimed that benchmarking was outdated and too slow and incremental. ...
Purpose
The purpose of this paper is to make a contribution to the benchmarking literature by examining the historical emergence and evolution of benchmarking using the management fashion perspective as a theoretical lens.
Design/methodology/approach
The research approach followed in this paper can be characterized as explorative and theoretical. Insights from different data sources have been combined to provide a rich description of the emergence and evolution of benchmarking.
Findings
This analysis casts new light on several aspects of benchmarking’s emergence and evolution pattern. The characteristics of the benchmarking idea give it potential as a fashionable management tool. The widespread popularity and longevity of benchmarking can to a large extent be explained by the efforts of various actors to turn benchmarking into an institution.
Research limitations/implications
The paper is explorative and is limited by a reliance on secondary sources.
Originality/value
Although some researchers have noted that benchmarking could be viewed as a management fashion, management fashion theory has, only to a very limited extent, been used as a theoretical lens in the context of benchmarking. This research paper demonstrates that management fashion theory can provide valuable insights for research on benchmarking.
... Complexity barrier: Complexity barrier embraces such organizational issues, such as: ineffective internal and external communication networking, difficult to obtain precise data for benchmarking and organizational politics. According to Longbottom [10], when the benchmarking was being carried out in ad hoc manner, the organization may achieved sub-optimal impact on company's performance, even though the benchmarking effort is deemed to be successful by the practitioners. ...
... A clear emphasis on strategic planning process would provide the mechanism for selection of critical benchmarking projects and focus the organization efforts and resources [10]. ...
Malaysia is the largest producer and exporter of palm oil. Nevertheless, Malaysia may soon lose its position if there are lacks of initiatives to sustain it. Benchmarking can be used to stimulate process improvement by determining best practices across oil palm organizations through understanding critical success factors which enabled higher performance in leading organizations. The main objective of this paper is to identify benchmarking barriers that hinder or disrupt the benchmarking implementation in oil palm industry. To achieve these objectives, 700 sets of questionnaire were distributed among oil palm planters and millers in Malaysia. The survey results had indicated that the three main obstacles faced in implementing benchmarking in oil palm industry are: lack of understanding of benchmarking knowledge, lack of clarity with regard to specific areas to be benchmarked and management culture. In the authors' opinion this survey findings would be useful and considerable interest to all level of benchmarking practitioners in the oil palm industry.
... are from males and %16.1 from females. Table (1) The result in table (2) shows that variable 2 and variable 22 have the highest mean value (4.9708). The table also shows that variables 5, 6 and 8 has the lowest mean value (4.9270) and this means that the respondents do not feel that the code of practice is a statement of good practice that has been endorsed by the higher education community and they do not feel that the code of practice providing the student with feedback, to help improve his/her performance. ...
The aim of this study is to determine elements of academic infrastructure for quality and standards of higher education, the sampling procedure produced about 274 staff members drawn randomly from Jordanian universities. To test the hypothesis, ANOVA analysis was applied. The "Sheff Test" is applied for a priori comparison. Result of the test showed that the staff members in private universities feel more then the one in public that the services quality programme specification can provide a stimulus to teaching teams to reflect on the staff member with science specialization feels strongly that the code of practice providing the student feedback, normally to help improve his/her performance and evaluating student knowledge. The male feel more then the female that programme specification can provide the necessary core programme documentation and used to communicate information about what the programmes offer to students.
... (2001) also affirm that the benchmarking process is not "a universal yardstick, as it is impossible to establish an absolute measurement in the benchmarking process". Steps and/or phases of the benchmarking process (continued ) (Longottom, 2000) search for applicable solutions for the best in class" (Fernandez et al., 2001) The author also state that benchmarking provides a "situational analysis", but not necessarily a "strategic roadmap". Of interest is the consideration that benchmarking models can be used to benchmark "both single functions and an entire organization" and that the reductionist approach (in opposition to the systemic approach) seeks to understand systems by reducing them into manageable individual parts "Benchmarking process formalization and a case study" (Büyüközkan and Maire, 1998) "Benchmarking is the continuous process of evaluation of products, services and practices, with respect to those of the strongest competitors or of the enterprises recognized as leaders" (Büyüközkan andMaire, 1998, quoting Camp (1995)) "In a direct way, benchmarking is a process of evaluation and improvement of performance" (Büyüközkan andMaire, 1998) Büyüközkan andMaire (1998) state that benchmarking is one of the most efficient and effective management tools to help an enterprise to improve its performance. ...
... In the 1990s, B€ uy€ uk€ ozkan and Maire [17] stated that benchmarking was one of the most efficient and effective management tools to help an enterprise to improve its performance and that it was a cyclical, "neverending and learning" process. However, when Longbottom [18] investigated benchmarking, he realized that benchmarking was not so well-established as common practice as suggested by the literature. ...
The vast majority of projects deals with the planning and delivery "front-end", i.e. the creation of new assets, goods and services, including building infrastructure, developing new drugs, coding software etc. However, more and more projects need to deal with their "back-ends", such as decommissioning infrastructure, withdrawing dangerous drugs from the market and eliminating malign software. While the "front-end" of projects, and organizations involved in projects, have been empirically investigated for millennia (and academically for decades), the "back-ends" of projects is a novel field with extremely limited practical and academic knowledge. The management of "back-ends" projects are peculiar since it lacks traditional project motivations (e.g. usually there is not cash flow at the end of a "back-end" project), the stakeholders are different (e.g. drug addicts and not patients), and the organizations involved might have very different agendas (e.g. criminal organizations). This paper discusses the relevance and peculiarities of "back-end projects" and provides key insights to manage them.
... Benchmarking es un instrumento de mejora continua que ha sido aplicado a las empresas manufactureras así como a las organizaciones no manufactureras. (Longbottom, 2000) (Delbridge, Lowe, & Oliver, 1995) (Dubashi, 1992) (Connelly, 1995) (Camp C. , 1989). ...
... After Xerox, many successful national and international companies such as LL. Bean, Alcoa, Motorola, AT&T, Florida Power & Light, General Electric, Toyota (Longbottom, 2000), Beko Elektronik, Eczacıbaşı (Bedük, 2002) have used benchmarking technique in their quality development processes. In 1991, International Benchmarking Clearinghouse (IBC) was established within American Productivity and Quality Center (APQC) in Houston, Texas to support, facilitate and improve benchmarking techniques worldwide due to the rapid expansion of the benchmarking method and the increase in the number of applications. ...
In this study, benchmarking technique, which is one of the organizational development techniques, and its use in education were reviewed. Firstly, history of benchmarking, benchmarking types, stages of the benchmarking process, advantages and disadvantages of benchmarking technique were examined. Then, it was investigated on which subjects benchmarking technique can be used in educational organizations. As a result of literature review, it was found that benchmarking technique can be used in many different areas such as evaluating the organization, determining the vision, improving administrative processes, developing teaching methods, improving financial management, and using technology more effectively and efficiently in educational organizations. Therefore, it has been concluded that benchmarking is a very useful tool that can provide both practical and theoretical benefits to educational organizations.
... The strategic needs of companies to explore best practices have turned to this specific benchmark, which began in the 1950s in Japan and United States, and turn into a widely used toolbox around the world. For this purposes, strategic common (general) benchmarking was used to analyze, evaluate, and compare corporate growth of food industry companies with the leading industrial companies [5,6,7]. ...
This study presents results of benchmarking of corporate growth of public companies in food industry. Security and profitability parameters from growth financing were selected as the main benchmarks. For the benchmarking have been selected results of the best public industrial companies in other sectors. For information were used audited annual reports on an individual basis. The comparative analysis shows that parameters of corporate growth management in food industry are significantly inferior to those of leading industrial companies.
... In previous research, it has been shown that proponents of particular management concepts often try to undermine other management concepts, which occurred in the cases of Benchmarking and Business Process Reengineering, for example (cf. Longbottom 2000). ...
Agile is one of the most popular contemporary management concepts and buzzwords. This paper provides an in-depth examination of the influence of the Agile concept on the discourse, thinking and practices of organizations worldwide. The paper traces the emergence and evolution of the Agile concept from inception to the present by synthesizing findings from a wide range of academic and practitioner-oriented sources. Overall, the picture that emerges from the analysis is that the Agile concept has grown considerably in popularity and has become one of the most dominant concepts in public management discourse. The popularization of Agile has, to a large extent, been driven by an active supply-side made up of actors such as consultants, coaches, and trainers. Another finding is that the Agile concept has evolved considerably over time, from its initial presentation as a narrow and specialized concept rooted in the software development community to a much broader and general approach applicable across nearly all types of organizations and industries. The broadening of the concept has led to neologisms such as Agile Marketing, Agile Government, and Agile Management. The paper ends with reflections on the current status of Agile and some speculation about the concept’s likely future trajectory.
... Ils ont repris la terminologie de Camp (1995) pouvons déduire que l'utilisation de l'analyse comparative serait en progression dans le secteur de la santé britannique mais qu'il se limiterait à la comparaison de la performance des services de soins, avec des efforts minimaux pour tenter de comprendre les pratiques et processus (Bullivant, 1996) et que le choix des mesures utilisées serait discutable (Kouzmin et al., 1999). Certains auteurs suggèrent que cette méthodologie pourrait davantage être employée par le secteur public mais que des lacunes au niveau de la compréhension de la technique ralentirait sa diffusion (Longbottom, 2000;Dorsch et Yasin, 1998). ...
Benchmarking of logistic processes for 5 Quebec's healthcare institutions.
... Given that even well-practiced benchmarking does not necessarily guarantee successful innovation and excellence in the public sector, it would be reasonable to expect that a normative motive for the public interest can be yet loosely coupled with simply collecting information within the whole benchmarking process. Therefore, this study expects that the norm-based CPI will more likely function during the maturing process or the progress to the next level of benchmarking, such as information to knowledge 5 with further analysis (Tillema 2007;Longbottom 2000), knowledge to adoption, and adoption to adaption. As the process matures to the end of complete benchmarking, the expectancy that government officials' endeavours are realized as tangible outcomes will be heightened for the public interest. ...
Benchmarking between local governments has become an important topic in public administration. In benchmarking practice, local government officials play important roles in deciding what they learn, who they learn from, and how to adopt, and adapt to the lessons. However, less attention has been paid to why local government officials to willingly take lessons from their peer governments. Focusing on a particular type of motivational basis, public service motivation (PSM), this study found that PSM is positively associated with government official’s willingness to learn. Out of PSM’s subdimensions, in particular, only attraction to public policy-making shows a significant positive relationship.
... Meanwhile, generic benchmarking analyzes the best business practices in the world. Longbottom (2000) explicates four stages included in the benchmarking process as discussed below: ...
This study explored the efficiency of SME Cluster. We developed an efficiency model consistingof operational capital, labor cost and raw material cost as the inputs. We proposed sales revenueand assets as the outputs of the model. Furthermore, a survey was conducted by involving 83SMEs in three different clusters. These three different clusters were batik cluster, furniture cluster,and apparel cluster. These clusters had been considered as SMEs with large labor absorption andenormous productivity, particularly in the area of Central Java, Indonesia. Our result shows thatmost SMEs included in those three clusters are not efficient in operating their businesses. Themain problem is related with the cost structure, especially in costly raw materials. In addition, itis suggested to improve the performance of human resource in those SMEs.
... Ajelabi and Tang (2010) took the definition further by stating that benchmarking doesn't only carry out comparative performance measurement, it also analyses the process of attaining exceptional performance which are keyed out by performance indicators measures referred to as benchmarks and the preceding activities to the exceptional performance referred to also as enablers. All these definitions show that evaluating performances of competitors as well as analysing ways of improving on them are the core concepts of benchmarking which was pointed out by different researchers (Ball, 2000;Longbottom, 2000;Zairi and Whymark, 2000a, b;Comm and Mathaisel, 2000;Fernandez et al., 2001;Prado, 2001;Carpinetti and de Melo, 2002;Yasin, 2002;Ajelabi and Tang, 2010). ...
Nigerian Construction Industry is large and plays a major role in the economic
growth of the country’s economy. Decision makers in the industry are always
making efforts to ensure there is improved quality in the activities of the industry
such as strategic planning, marketing, restructuring, financial management etc.
Benchmarking as a viable instrument for making and also maintaining competitive
advantage became popular among stakeholders and participants due to the
growing competition in the construction industry. The objective of this research
study was to understudy the implementation of performance indicators for
construction industries for developed and developing countries with a view to
giving an insight to the formation of a performance benchmarking system for the
NCI. This research work reviewed benchmarking initiative scopes while identifying
the benefits derived from its implementation and areas of improvement. The
selected construction industries reviewed are Brazil, Chile, South Africa, USA and
UK. From the reviewed literatures, it is clear that the NCI need to benchmark
performance. The study concluded by highlighting that a clear understanding of
performance which needs to be improved and why it should be improved must be
established while the lessons learnt from these systems should be used in
formulating the appropriate performance benchmarking system for the NCI.
... Hence, it can be argued that KM use a strategy where they try to discredit and undermine other similar management ideas. This is, however, a common strategy used by proponents of management ideas, which previously has been observed in context of competing management idea movements such as Benchmarking and Business Process Reengineering (Longbottom 2000;. ...
Blue Ocean Strategy (BOS) is a management concept which prescribes that organizations, rather than going head-to-head with competitors, try to create and exploit new market spaces, so-called blue oceans. Since its inception in the mid-2000s, BOS has become one of the most popular concepts in the field of strategy and one of the biggest buzzwords in the business world. This paper examines the emergence and evolution of BOS through the lens of management fashion theory. The analysis shows that the BOS concept exhibits several characteristics which makes it highly appealing to organizations and managers. In addition, the emergence of the concept was helped by a good fit with the zeitgeist in the field of strategy during the 2000s, which had shifted to a strong focus on theories and ideas about disruptive innovation and business model innovation. The popularization of the BOS concept can also be attributed to the backing of a powerful supply-side actors, and, in particular, the concept’s creators Kim and Mauborgne. While the attention given to BOS in public management discourse suggests that the concept can currently be considered highly fashionable, evidence about the concept’s use on the demand-side remains limited. Most surveys indicate that the adoption and diffusion is lower than would be expected based on the intensity of discourse surrounding the concept. Therefore, the current study provides some support for the view that supply-side and demand-side activity related to management fashions does not necessarily coevolve.
... These aspects of evaluation and improvement by learning from others are embedded in different forms of benchmarking regardless of the definer (e.g. Ball, 2000;Bu¨ yu¨ ko¨ zkan and Maire, 1998;Carpinetti and de Melo, 2002;Command Mathaisel, 2000;Elmuti and Kathawala, 1997;Fernandez et al., 2001;Longbottom, 2000;Prado, 2001;Watson, 1993;Yasin, 2002;Zairi and Whymark, 2000a, b). ...
To face the challenges of ASEAN integration, the Philippine government needs more information on the fruit and vegetable industries so as to craft projects that will address these problems. This paper provided baseline data on shallots particularly on its postharvest practices and mechanization. Results showed that most of the postharvest practices of shallot (from harvesting to marketing) were done manually. More so, activities were tedious and laborious as well as time consuming. Postharvest losses recorded were at 20.48% for shallot bundled marketed locally, 28.73% for shallot bundled for export market and 30.26% trimmed shallot for export. Problems encountered by the different stakeholders were on lack of labor supply, postharvest facilities, information on best practices and market information. Potential technology interventions identified include small-scale onion harvester, mechanical leaf cutter and modification of foreign technologies for local shallot industry use. Conduct of studies on the curing methods and insect and disease to extend shelf-life of shallot in storage was recommended. Market research on other potential markets for shallots and development of niche market that is stable were encouraged. Training courses on best practices for shallot production were also suggested.
... Due to globalization, absence of national-comparators, and the search for competitive alternatives, there is an increasing interest in international benchmarking [4]. However, a study by Longbottom [5] on 560 healthcare benchmarking projects, showed only 4% of the projects involved institutions from different countries. In literature, relatively few papers are published on healthcare benchmarking methods [6]. ...
Background
Differences in cancer survival exist between countries in Europe. Benchmarking of good practices can assist cancer centers to improve their services aiming for reduced inequalities. The aim of the BENCH-CAN project was to develop a cancer care benchmark tool, identify performance differences and yield good practice examples, contributing to improving the quality of interdisciplinary care. This paper describes the development of this benchmark tool and its validation in cancer centers throughout Europe.
Methods
A benchmark tool was developed and executed according to a 13 step benchmarking process. Indicator selection was based on literature, existing accreditation systems, and expert opinions. A final format was tested in eight cancer centers. Center visits by a team of minimally 3 persons, including a patient representative, were performed to verify information, grasp context and check on additional questions (through semi-structured interviews). Based on the visits, the benchmark methodology identified opportunities for improvement.
Results
The final tool existed of 61 qualitative and 141 quantitative indicators, which were structured in an evaluative framework. Data from all eight participating centers showed inter-organization variability on many indicators, such as bed utilization and provision of survivorship care. Subsequently, improvement suggestions for centers were made; 85% of which were agreed upon.
Conclusion
A benchmarking tool for cancer centers was successfully developed and tested and is available in an open format. The tool allows comparison of inter-organizational performance. Improvement opportunities were successfully identified for every center involved and the tool was positively evaluated.
Electronic supplementary material
The online version of this article (10.1186/s12913-018-3574-z) contains supplementary material, which is available to authorized users.
... The study found that information received from customers to be valuable in developing a comprehensive external benchmarking involving both competitive and generic measures. Longbottom (2000) found growing interest among industry towards benchmarking process due to improved results. Study also found critical factors for transfer among organisations and suggested strategic planning process, development of customer benchmarking methods, critical factors for transferring best practices among organisations, and adaption to post-modern attitudes for successful benchmarking. ...
The study has traced significant improvements in overall efficiencies both at organisation and industry where
benchmarking standards are set for implementation. The study also found that techniques used in setting
benchmarking standards are ever evolving and are being derived from a wide gamut of sciences. The study also found
that benchmarking of seaports is still evolving. Taking a cue from this study, the authors, as a further extension to this
study, propose to benchmark performance standards for container terminals of the major ports of India. This review of
literature has been taken-up by authors to evaluate the status of studies on benchmarking and to identify the scope for
benchmarking container terminals at the major ports of India.
... Fernandez et al. (2001) also affirm that the benchmarking process is not "a universal yardstick, as it is impossible to establish an absolute measurement in the benchmarking process". Steps and/or phases of the benchmarking process (continued ) (Longottom, 2000) search for applicable solutions for the best in class" (Fernandez et al., 2001) The author also state that benchmarking provides a "situational analysis", but not necessarily a "strategic roadmap". Of interest is the consideration that benchmarking models can be used to benchmark "both single functions and an entire organization" and that the reductionist approach (in opposition to the systemic approach) seeks to understand systems by reducing them into manageable individual parts "Benchmarking process formalization and a case study" (Büyüközkan and Maire, 1998) "Benchmarking is the continuous process of evaluation of products, services and practices, with respect to those of the strongest competitors or of the enterprises recognized as leaders" (Büyüközkan andMaire, 1998, quoting Camp (1995)) "In a direct way, benchmarking is a process of evaluation and improvement of performance" (Büyüközkan andMaire, 1998) Büyüközkan andMaire (1998) state that benchmarking is one of the most efficient and effective management tools to help an enterprise to improve its performance. ...
... The study found that information received from customers to be valuable in developing a comprehensive external benchmarking involving both competitive and generic measures. Longbottom (2000) found growing interest among industry towards benchmarking process due to improved results. Study also found critical factors for transfer among organisations and suggested strategic planning process, development of customer benchmarking methods, critical factors for transferring best practices among organisations, and adaption to post-modern attitudes for successful benchmarking. ...
... The benchmarking book Stapenhurst, T. It is a continuous process of assessing products, services and strategies against those of the most genuine competitors or partners or organizations perceived as leaders or leaders.' (Longbottom, 2000) • It is a cooperative demeanor that permits an inner or outer comparative analysis of ideas, strategies, apparatuses, processes, products, services. It is based on the accumulation and analysis of quantitative and subjective data and on understanding the way of life of the partner organization. ...
This chapter analyses the development of benchmarking research from 1989 to 2017. Drawing upon diary and database seeks, all articles were recovered and afterward dissected in the light of the substance investigation strategy. The chapter demonstrates that benchmarking has caught expanding research consideration, as proven by the developing number of articles distributed. Conduct change hypotheses primary benchmarking ponders were not announced, prompting troubles in recognising fundamental factors in viable medications. Benchmarking research has been overwhelmed by subjective techniques, albeit both quantitative and blended strategies are picking up outstanding quality.
... These models are usually based on researchers' knowledge and personal experience. As a rule they focus on the validation or refutation of theoretical hypotheses in relation to real applicability Anderson (1999), Andersen (1996), Fong (1998), Yasin (1995), Elmuti (1997), Freytag (2001), Carpinetti (2002), Longbottom (2000), Lema (1995) Consultant/ expert-based models ...
Purpose
This paper presents an approach by which potential benchmarking partners in the service sector can be matched together more efficiently. The purpose of this paper is to decide which organisations are appropriate partners based on their distinctive characteristics and problems with service management.
Design/methodology/approach
In the research presented in this paper, cluster analysis and other statistical analyses were applied to data from a survey of managers in service organisations with the aim of identifying groups of services related to each other in their distinctive characteristics and the problems they face.
Findings
The research found that it is possible to identify hidden “relationships” that allow superficially different services to be grouped together. The identified relationships are based on similarities in the problems which the companies face and their distinctive characteristics. Operating in a different area of activity increases the chance that a service provider will be willing to enter into a partnership and greater potential innovation value from best practice. Cluster analysis was used to identify three groups of services in the research sample which could be benchmarking partners for each other.
Research limitations/implications
The research studied only a selective group of nine services in different areas of activity. A statistical survey of 388 organisations in one country verified the methodology in terms of statistical significance and the potential for successful identification and adoption of best practice within a group of related services created using the proposed procedure has also been confirmed. The real value of the approach can only be determined by its repeated use to establish benchmarking partnerships and the success of such partnerships, which can be defined as the adoption of innovative best practice.
Practical implications
The approach described in this paper could make it easier to develop non-competitive benchmarking in the service sector and increase the probability of success in identifying and transferring best practices between organisations in benchmarking partnerships established using it.
Originality/value
One of the first steps in collaborative benchmarking is to establish a partnership with a similar non-competing organisation. The procedure for this step is still not adequately defined. This paper contributes to the theoretical foundations and practical applications of research by setting out an original method for identifying suitable partners in non-competing sectors of the service industries. This will improve the prospects for successful partnership and greater innovativeness in best practice.
... Fernandez et al. (2001) also affirm that the benchmarking process is not "a universal yardstick, as it is impossible to establish an absolute measurement in the benchmarking process". Steps and/or phases of the benchmarking process (continued ) (Longottom, 2000) search for applicable solutions for the best in class" (Fernandez et al., 2001) The author also state that benchmarking provides a "situational analysis", but not necessarily a "strategic roadmap". Of interest is the consideration that benchmarking models can be used to benchmark "both single functions and an entire organization" and that the reductionist approach (in opposition to the systemic approach) seeks to understand systems by reducing them into manageable individual parts "Benchmarking process formalization and a case study" (Büyüközkan and Maire, 1998) "Benchmarking is the continuous process of evaluation of products, services and practices, with respect to those of the strongest competitors or of the enterprises recognized as leaders" (Büyüközkan andMaire, 1998, quoting Camp (1995)) "In a direct way, benchmarking is a process of evaluation and improvement of performance" (Büyüközkan andMaire, 1998) Büyüközkan andMaire (1998) state that benchmarking is one of the most efficient and effective management tools to help an enterprise to improve its performance. ...
Purpose
The literature lacks a single and universally accepted definition of major and megaprojects: usually, these projects are described as projects with a budget above $1 billion and a high level of innovation, complexity, and uniqueness both in terms of physical infrastructure and stakeholder network. Moreover, they often provide fewer benefits than what were originally expected and are affected by delays and cost overruns. Despite this techno-economic magnitude, it is still extremely hard to gather lessons learned from these projects in a systematic way. The purpose of this paper is to present an innovative methodology based on benchmarking to investigate good and bad practices and learn from a portfolio of unique megaprojects.
Design/methodology/approach
The methodology combines quantitative and qualitative cross-comparison of case studies and statistical analysis into an iterative process.
Findings
Indeed, benchmarking offers significant potential to identify good and bad practices and improve the performance of project selection, planning, and delivery.
Research limitations/implications
The methodology is exemplified in this paper using the case of Nuclear Decommissioning Projects and Programmes (NDPs).
Originality/value
Indeed, due to their characteristics, NDPs can be addressed as megaprojects, and are a relevant example for the application of the methodology presented here that collects and investigates the characteristics that mostly impact the performance of (mega)projects, through a continuous learning process.
... In the 1990s, Büyüközkan & Maire [34] stated that benchmarking was one of the most efficient and effective management tools to help an enterprise to improve its performance and that it was a cyclical, "never-ending and learning" process. However, when Longbottom [35] investigated the status of benchmarking (focusing on the UK), he realised that benchmarking was not so well-established as a common practice as suggested by the literature. Within the construction industry, for instance, the interests in benchmarking has risen because finding examples of superior performance firms can adjust their policies and practices to improve their own performance [36][37][38][39]. ...
Project management literature has, until now, mainly focused on new build and only in the last decades the issues of decommissioning (mega) projects has arisen. To respond to this changing environment, project management will need to understand the challenges of decommissioning projects. Decommissioning projects within Oil & Gas, Chemical and Nuclear sectors are characterized by high costs, long schedules and uncertainty-based risks. The budget for Nuclear Decommissioning Projects and Programmes (NDPs) are subject to well publicized increases and, due to their relatively recent emergence, complexity and variety, key stakeholders lack a full understanding of the key factors influencing these increases.
Benchmarking involves “comparing actual or planned practices [...] to identify best practices, generate ideas for improvement” [1] and offers significant potential to improve the performance of project selection, planning and delivery. However, even if benchmarking is the envisaged methodology to investigate the NDPs characteristics that impact on the NDPs performance, until now, it has only been partially used and there is a huge gap in the literature concerning benchmarking NDPs.
This paper adapts a top-down benchmarking approach to highlight the NDPs characteristics that mostly impact on the NDPs performance. This is exemplified by a systematic quantitative and qualitative cross-comparison of two major “similar-but-different” NDPs: Rocky Flats (US) and Sellafield (UK). Main results concern the understanding of the alternatives of the owner and/or the contractors in relation to (1) the physical characteristics and the end state of the nuclear site, (2) the governance, funding & contracting schemes, and (3) the stakeholders’ engagement.
... In the 1990s, Büyüközkan & Maire [24] stated that benchmarking was one of the most efficient and effective management tools to help an enterprise to improve its performance and that it was a cyclical, "never-ending and learning" process. However, when Longbottom [25] investigated the status of benchmarking (focusing on the UK), he realised that benchmarking was not so wellestablished as a common practice as suggested by the literature. Within the construction industry, for instance, the interests in benchmarking has risen because finding examples of superior performance firms can adjust their policies and practices to improve their own performance [26][27][28][29]. ...
... Also, the benefits of benchmarking have been weighed in benchmarking literature that was not focused on FM in different countries across the globe. For example, studies in the UK, by Longbottom (2000), found costs, reduced time taken, reduced waste, improved profitability and improved customer benefits to be significant benefits. A French study by Jaques and Povey (2007) found improved credibility, revelation of strengths and weaknesses with other organisations and identification of areas that require focus and goal setting. ...
Purpose
The purpose of this paper is to examine the benefits of benchmarking among Nigerian facilities management (FM) practitioners.
Design/methodology/approach
Data collection was through semi-structured interviews with 34 FM heads from three selected cities in Nigeria. Of this number, 16 were from Lagos, 10 from Abuja, while 8 managers were from Port Harcourt. These managers were selected using purposive sampling based on their experience in the field of FM across the various sectors of the economy. The interviews were analysed with Nvivo 10 software qualitative computer software so as to reduce manual tasks, discover tendencies and recognize themes on the practice, meaning and benefits of benchmarking. Matrix coding of the Nvivo software was used to distinguish between benefits realized by those that conduct formal and informal benchmarking.
Findings
The paper found that those that perform informal benchmarking find that the benchmarking tool helps them to improve performance, service quality and their processes. On the other hand, those that perform formal benchmarking affirmed that benchmarking helped them in making strategic plans, striving to be the best in the industry and obtaining explanations for those improvements that are made now and in the near future.
Practical implications
The results, therefore, suggest that formal benchmarking in Nigeria is needed in performing strategic role in FM, as well as in making good business case agitations. Practitioners also need to know the benefits of benchmarking to improve its usage.
Originality/value
The paper categorised FM benchmarking benefits. Also, there are limited empirical studies on benchmarking benefits in developing countries.
... Due to globalization, absence of national-comparators, and the search for competitive alternatives, there is an increasing interest in international benchmarking [4]. However, a study by Longbottom [5] on 560 healthcare benchmarking projects, showed only 4% of the projects involved institutions from different countries. In literature, relatively few papers are published on healthcare benchmarking methods [6]. ...
The performance of human resources (HR) in a company is one of the determinants of the company's condition in the industry. This can be analyzed based on the dominant factors that support or become the foundation of the company. This study reviews the dominant internal and external factors in PT.BEP company. The research method used is descriptive qualitative with analysis using IPA, Pareto Chart, IFAS-EFAS Matrix, and SWOT. The results showed that internal factors were dominated by ability factors with a processing value of 13.49%, while external factors were dominated by reward factors with a percentage of 16.42%. The results of the SWOT analysis recommend that the strategy that should be implemented is Strength-Opportunity (SO) with IFAS EFAS results in quadrant I with coordinates 1.67;2.34. then PT. BEP is in an advantageous situation because it has good strengths and opportunities and can be optimized by minimizing all weaknesses and threats.
Çalışma toplam dokuz bölümden oluşmaktadır. Kitap sırasıyla; Stratejik Bilgi Yönetimi, Stratejik Enformasyon Sistemi ve Stratejik Karar Verme, Örgütsel Ustalık, Sağlık Yönetiminde Stratejik Araç: Kıyaslama, Sürdürülebilir Sağlık Hizmetleri için Stratejik Maliyet Yönetimi Stratejik Yönetimin Dikkat Temelli Görüşü: Neredeyiz? Nereye Gidiyoruz?, Kümelenme Gerekli mi? Stratejik Faydaları Nelerdir? ve Finansal Olmayan Kaynak Tahsis Sürecini Etkileyen Unsurlar bölümlerinden oluşmaktadır.
Purpose
Rapid urbanization and development of pilgrimage cities cause significant problems for the environment and society, leading to long-term challenges. Despite several discussions on city sustainability, the literature does not address some of the specific problems of pilgrimage cities. Hence, this study attempts at developing a method to examine the growth pattern and sustainability of pilgrimage cities in southern part of India.
Design/methodology/approach
The benchmarking method and the social, economic and environmental dimensions of sustainability are considered to construct the Pilgrimage City Sustainability Index (PCSI). Appropriate variables and categories are identified through a literature review and expert opinion survey. The benchmark values of the variables are derived by contemplating the pilgrimage cities of Tamil Nadu, one of the states with the largest tourist arrivals in India. Subsequently, three prominent pilgrimage cities from Tamil Nadu were chosen for the case study and the method was tested.
Findings
The result reveals that the cities investigated are performing above average in the sustainability index, with slight variations in their dimension scores. While the category scores of cities assist in identifying macro-level issues, the variable scores provide an insight into micro-level issues. Furthermore, the gap analysis between the benchmark and the present value of each variable discloses the immediate area of attention in each city. Thus, the cities could set more specific targets, frame strategies and/or collaborate with matching cities to bridge these gaps.
Social implications
This index assessment provides a comparison of the pros and cons of these pilgrimage cities and helps identify their demand and supply. Policymakers can find appropriate tools and approaches that aid in sustainable urban development and tourism management.
Originality/value
To the best of our knowledge, this is the first study in emphasizing the application of the benchmarking method to assess the sustainability of Indian pilgrimage sites. With appropriate modifications, this method can be used in varied contexts across the globe.
Sağlık hizmetlerinde zamanında ve kaliteli hizmet sunumu önemlidir. Hizmetlerin karmaşık yapısı, zamanında ve kaliteli hizmet sunum amacı kurum yöneticilerin maliyet kontrolünü güçleştiren önemli faktörlerdendir. Bu sebeplerden dolayı sağlık kurumları yöneticileri maliyet kontrolü için farklı yöntemlerden faydalanmaktadırlar. Çalışma Türkiye’de ağız ve diş sağlığı alanında hizmet veren kamuya ait Ağız ve Diş Sağlığı Merkezlerinin (ADSM) etkinlik düzeylerini ölçerek hedef kaynak sayılarını belirlemeye yöneliktir. Böylece yöneticilere maliyet kontrolü açısından katkı sunmayı amaçlamıştır. Çalışma kapsamında 132 ADSM’nin etkinliğini belirlemek için Veri Zarflama Analizi (VZA) tekniğinden faydalanılmıştır. Araştırma sonucunda 34 ADSM’nin etkin olduğu, 98 ADSM’nin ise kaynaklarını etkin olarak kullanılamadığı tespit edilmiştir. Tüm ADSM’lerin etkinlik değeri ortalama %85,1, etkin olmayan ADSM’lerin etkinlik oranı ise ortalama %80 olarak bulunmuştur. Verimlilik açısından sağlık kurumları arz ile talebin bir birini desteklediği ve paralel ilerlediği bir yapı olduğu anlaşılmaktadır. Muhtemel talebin ortaya çıkmasını (rutin sağlık bakım ihtiyacı ve alışkanlığı kazandırmak gibi) ve arzın belirli bir yetkinlik sayısına ulaşmasını sağlamakta yine ortaya konulacak bir sağlık politikasının neticesi olacaktır.
A review of benchmarking literature exposed that due to the development there are different types of benchmarking and different benchmarking models. There are universal models, but also models uniquely developed for particular benchmarking types. Each model varies in terms of the number of phases involved, number of steps involved, application, etc. The research focuses on one of the most popular benchmarking types: best practice benchmarking. Best practice benchmarking describes the comparison of performance data obtained by studying similar processes or activities and identifying, adapting, as well as implementing the practices that revealed the best results. The research intends to propose best practice benchmarking model after reviewing existing benchmarking models in literature. Implementing successful benchmarking project requires more than abidance to the step-wise models. Factors, which have an impact on the adoption of best practices benchmarking models will be highlighted, because many companies are involved in benchmarking, but adoption of best practices is not as height as might be expected. Key words: benchmarking model, best practice benchmarking, benchmarking cycle.
The practice of benchmarking logistics performance is taken seriously by contemporary organizations because of all the advantages it presents knowing that they have a very big impact on international trade. For example, the benchmarking process helps minimize the gap between an organization’s vision and mission. At a fundamental level, each organization has goals to achieve. This requires that the organization present certain levels of performance in order to achieve these organizational objectives. However, it often happens that the organization presents a level of performance which is not up to this standardized level of performance. Benchmarking helps the organization to understand the level of performance it gives in relation to the performance standard it has set to achieve these organizational objectives. Thus, if the achievement of the organizational objective is the vision, the mission consists in taking measures to achieve this objective by making performance equivalent to the performance standard. Benchmarking therefore makes it possible to minimize the gap between vision and mission.Benchmarking business performance also helps reduce the cost of service in the long run. Indeed, performance benchmarking contributes to the process of quantitative measurement of the organization’s performance. Unnecessary service overheads can be eliminated. In addition, as benchmarking contributes to improving the quality of service, it also allows an organization to continuously improve the quality of its performance, by developing the trust of customers in the organization as well as in chain stakeholders value of the organization.This paper should focus on the basics of benchmarking in the logistics industry, particularly in Morocco, by presenting a brief overview of the concept of Benchmarking in the field of logistics. It is followed by an examination of the advantages of benchmarking in logistics for an organization and an elaboration of the logistics sector in Morocco which will include a discussion on its main players, competition and key statistics.KeywordsSmart competitivenessPerformanceOptimizationTradeBenchmarking
The Issues on Education and Research: Volume 2 contains papers from the various conferences organized by ATINER during the last couple of years. Most of the papers in this volume were presented at the education conference. This conference attracts over 200 participants from over 50 different countries. In this volume we include about 30 papers organized into three parts. The first part consists of papers which use quantitative empirical methodology to address an education issue. Similarly, the second part of the book includes papers that employ qualitative empirical analyses and the third part incorporate papers that use either case studies or description and historical approaches to study education issues.
The categorization of papers into empirical quantitative studies and empirical qualitative studies or even into descriptive studies is sometimes very difficult. Of course, this is not to be confused with the empirical-theoretical distinction, even though the qualitative approaches can be considered as an inductive method in building if not theories at least hypotheses to be tested with empirical quantitative studies. Thus, one may argue that the process of an education study should start with a qualitative (exploratory) study which among other things develops hypotheses (logical and realistic). The second stage is to explore the issue using an empirical model and collect data to verify the hypotheses, using descriptive or analytical statistical methods. A third stage in this process of education research is studies that discuss these findings as part of a qualitative research process and come up with policy recommendations or suggestions and advices on how to solve a practical educational problem. The last stage can include particular case studies (problem or country based), surveys of literature and meta-analysis of a specific issue or even an historical account of an education theme.
The papers of this volume can be considered as belonging to one of the three types (processes) of education research corresponding to the three parts of the book. The themes covered are very diverse reflecting the general nature of ATINER’s conferences on education. This is not a book on a specific education issue. The topics included reflect the interest of the author(s) and their presentation at the conference. However, this is not the only dissimilarity. The included studies are not at the same level of rigor and research progress. Some studies are an initial attempt by the author to investigate the specific issue while others have examined the particular issue more rigorously and systematically. This mixed of research level has its own merits particularly for the young reader of this volume. Some of the papers of this volume should be considered as early drafts of an ongoing research program by the author(s). This is the case with all ATINER’s publications giving the opportunity to many researchers from a diverse group of countries to meet with academic colleagues from all over the word to discuss research and teaching issues. In this volume the authors are coming from USA, U.K., Turkey, and Slovenia. In the next sections of this introductory chapter, the papers included in each of the three parts of the book are very briefly presented.
Qualitative Education Studies
This part includes nine papers. In chapter two, Kimmie Tang and Dennis Kao, look at the role of gender and ethnicity in the education of Cambodian American students in urban high school of USA. The purpose of their study is to contribute to the education literature of how gender and ethnic identity can impact on school achievement. The following chapter is another study on ethnicity. Geeta Ludhra and Deborah Jones present research on a group of nine third-generation, British South-Asian girls (aged between 13-16 years) and investigates their lived experiences. Information are drawn from a large secondary school setting in urban London where around 90% of the pupils are of South Asian origin. They focus on friendships as seen through the eyes of the girls. They emphasize the crucial role of talk in developing relationships and forming identities of the girls concerned. Chapter four examines American Indian Schools. In particular, the authors, Rebecca Monhardt, Jim Barta and Kurt H. Becker present a project whose aims was to create community advisory panels (CAPs) in American Indian Schools. This project aims at guiding teacher professional development in order to delivery student-centered, culturally responsive science instruction.
In chapter five the authors Z. Canan Karababa and Aliye Erdem examine attitudes of prospective teachers towards cooperative learning. It is found that prospective teachers seem to have positive attitudes toward courses that integrate cooperative learning stages. The next chapter is also a paper from Turkey and examines again teachers’ opinions and attitudes. Tolga Erdogan and Ozge Erdogan examine the opinions of classroom teachers, pre-service teachers of classroom teaching and first year students of primary education on cursive handwriting. The authors conclude with some recommendations on cursive handwriting teaching.
Aysegul Celepoglu and Nuray Kisa in chapter seven look the effects of novels and films on children. Children in three elementary schools of Ankara, Turkey are used to extract information. The authors conclude with recommendations on how to expand their research. The next chapter by Tatjana Devjak and Srečko Devjak deals with preschool teachers’ views on the meaning of movement activities or movement games for children’s healthy development and the development of their personalities. Quality of education in preschool depends to a great extent on teachers’ professional competence. Chapter 9 looks also at preschool teachers and the movement education. The authors, Elif Ustun, Menekşe Boz and Ozge Metin, consider the learning of the movement skills. The authors conclude that the preschool education program should be revised in order to develop the basic movement needs of children. The last chapter of this part by Panagiotis Teklos examines secondary students’ attitudes towards music education. He uses three secondary schools of Paphos, Cyprus. The sample involved 44 final year pupils of one Gymnasium school and 38 pupils of the first, second and third grades of two Lyceums. The analyses show evidence of positive attitudes towards the study of theoretical aspects of music modules, but little evidence of satisfaction for practical aspects, including extra-curricular activities.
Quantitative Education Studies
This part incorporates eleven studies that in one way or another use statistical analyses to explore education issues. The first chapter of this second part, authored by Margarida S.D. Serpa, Suzana N. Caldeira, Carlos J. Gomes, Aurea S.T. Sousa and Osvaldo D.L. Silva examine the dimensions of the student’s daily life and present results based on the construction of two evaluative scales of this performance (one in academic areas and another one in pro-academic areas). In the next chapter, Susran Erkan Eroglu examines the aggression behavior of high school students in Turkey. “Self (ego) Identity Status Scale” and “Aggression Questionnaire” were used in order to collect the data. Research indicated that there was a significant relationship between the students’ (successful, uncertain, dependent and confused) aggression levels and their self (ego) identity status. In chapter 13, Tuncay Ayas and Metin Deniz look at aggression (bullying) in primary schools in Turkey. Results show that most of the bullying behaviors occurred in “class”, later in “corridors” and lastly in “school garden” at school. Also, bullying mostly occurred during “recess” at schools. Mostly, boys tend to bullying more than girls and the peers in the same class tend to bullying more than the others.
Chapter fourteen is devoted to value education curriculum in primary schools. The authors, Canay Demirhan Iscan and Nuray Senemoglu, design a values education program for 4th grade primary school pupils. The aim of the values education program was to equip pupils with a set of prespecified values and encourage them to internalize these values. Reflecting the opinions of experts, the program emphasized the values of open-mindedness, honesty, responsibility, helpfulness, which correspond to “universalism” and “benevolence” value types in Schwartz’s value classification system. those who participated in it also used more statements reflecting the values emphasized in the program than did others.
In chapter fifteen, John Vincent Oates examines how the curriculum in Scotish secondary scholls promotes the teaching of China. The author considers this as important given the increasing Sino-Scottish engagement, and the introduction of a new “Curriculum for Excellence” designed to enhance teacher autonomy. The results of a national survey of more than 200 teachers in 2008 show a number of variables that directly impact on the responsiveness of teachers in changing the curriculum. However, it is found that there exists a decline in the provision of the ‘China’ topic in Modern Studies. The study concludes by providing key policy recommendations.
In the following chapter, Hasan Bozgeyikli uses a survey method to study the attitudes and behaviors of the primary students towards career development. “Childhood Career Development Scale”, “Perceived Social Support Scale” and “Personal Information Form” were used. The findings show that there is a statistical significant difference between students’ career development and perceived social support. However the regression analysis results indicated that perceived social support, socio-economic status and gender influenced students’ career development in a significant way. The research results are important for providing data to experts in career development of elementary school students. Recommendations were made according research findings.
In chapter seventeen, Vida Manfreda Kolar and Tatjana Hodnik Cadez describe the major characteristics of didactic material, points out the problems associated with the use of such material in teaching and learning mathematics. They present the results of an empirical study that attempted to determine whether the views on the issue of didactic material in teaching and learning mathematics depend on the status of respondents, i.e. teachers and students.
In chapter eighteen, the authors, Esra Omeroglu, Sener Buyukozturk, Yasemin Aydogan and Arzu Ozyurek, use a focus group meeting of preschool and primary school teachers within the context of a project of “Improving the Skills of Problem Solving of the Children at Preschools and 1-5th Grades of Primary Schools, and Norm Study of Turkey”. A statistically significant difference was found between knowledge, behavior and evaluation scores for a problem-solving skills of teachers in favor of preschool teachers. It was also determined that the knowledge and behavior scores of the teachers was determined by class size.
Sofokli Garo in chapter nineteen compares educational practices in Albanian and USA schools. The study looks at the differences of American and Albanian students in educational practices exerted in different cultural environments. His analyses found significant differences in some of instructional and non-instructional practices. American classrooms were characterized by practices, such as, the use of multiple-choice tests, extended use of hand-held calculators, and self-competence, whereas Albanian classrooms were characterized by practices, such as reliance on textbooks, blackboard based teaching, and tendency to spend large amounts of time with friends.
In the following chapter, Yasemin Aydogan compares fourth-grade primary school students’ problem solving skills and in-class activities. The sample is drawn from 152 fourth-grade students of two schools selected in Çankaya Region in Ankara, Turkey. It is found that there is a significant and positive relation between students’ activities in classroom and problem solving skills. In the last chapter of this part, the authors Srecko Devjak and Joze Bencina look at the economics of Slovenian Kindergartens. The paper analyses the setting up of standards to be implemented in preschool education, the system of co-financing by parents and municipalities, as well as the reasons for the above differences among municipalities.
Case Studies
In this last part of the book, an amalgam of studies are include that cover a wide range of topics using a descriptive (historical) and/or a case study (problem-related) analysis. In chapter twenty-two, John E. Kesner and Gary Bingham look at child maltreatment reports in USA. Their approach looks and compares theses reports across USA and across mandated reporter groups. They found that educational personnel made the most reports of child maltreatment to child protective service agencies in the US, but had the lowest substantiation rate among all mandated reporter groups. In the next chapter Jean H. Hollenshead, Michael D. Welch, Barzanna A. White, Gary E. Jones and Casandra Kersh analyses suspension rates in USA. The dropout rate is of great concern and the author reviews the dropout issue on a national level, and focus on one southern state, Louisiana. Determining factors such as school disciplinary policies, the need for multicultural sensitivity in adapting school climate to the student population, and socioeconomic variables are considered.
In chapter twenty-four, Djily Diagne looks at school violence. As the author claims researchers and policy makers have made substantial efforts to understand its causes and consequences and to identify effective methods to reduce its occurrence. The author presents evidence on school violence from the growing economics literature. It shows that the phenomenon has an adverse effect on the level of educational attainment and labour market outcomes. Hence, reducing violence at schools not only eases life for many students who suffer from it but should also lead to more investment in human capital.
In the next chapter, Jelena Davidova and Irena Kokina explore Latvia’s teachers’ innovative activity. Their research emphasizes the importance of identifying what teachers think about innovations in education and their own position in relation to innovative activity. In chapter twenty-six, Ayşe Cakir Ilhan examines museum education in Turkey. The study is an overview of the current situation of museum education in Turkey, especially after 2000. The next chapter is another study on Turkey. Ayse Okvuran looks at the history of drama as a teaching method. The study examines origins of drama, drama in national education curricula and drama education in universities. In the last chapter of this book, Naciye Aksoy presents the practice of multigrade schools in Turkey. Multigrade schools are prevalent and have a long history. In the countryside, the term “multigrade classes” is used for cases in which one teacher teaches more than one class of different grades at the same time in the same classroom. The main reasons for the existence of multigrade schooling are insufficient student population, inadequate school buildings, and low teacher supply. The author reviews and evaluates existing problems and current policies.
Purpose
The purpose of the study is to investigate and document a new approach to best practice benchmarking called rapid benchmarking. Rapid benchmarking is defined by the authors as an approach to dramatically shorten the typical length of time to conduct a successful best practice benchmarking project.
Design/methodology/approach
The methodology involved a case study exploration of a multinational dairy company's best practice benchmarking approach using structured interviews and data collection to examine the speed and results achieved through its benchmarking approach and whether it was justified in naming it as rapid benchmarking. A comparison of the speed of the dairy company's approach was undertaken against 24 other organisations that had utilised the same benchmarking methodology (TRADE Best Practice Benchmarking). In addition, a literature review was undertaken to search for other cases of rapid benchmarking and compare rapid benchmarking with other rapid improvement approaches.
Findings
The findings revealed that the approach used by the dairy company was unique, with best practices being identified and action plans signed off for deployment within a five-day period (far quicker than the average time of 211 days reported by other organisations). Key success factors for rapid benchmarking were found to be allocating five dedicated days for the benchmarking team to spend on the project, identifying the right team members for the project, obtaining sponsorship support for the project and providing intensive facilitation support through a benchmarking facilitator.
Research limitations/implications
Only one company was found to use a rapid benchmarking approach; therefore, the findings are from one case study. The depth of analysis presented was restricted due to commercial sensitivity.
Practical implications
The rapid benchmarking approach is likely to be of great interest to practitioners, providing them with a new way of finding solutions and best practices to address challenges that need to be solved quickly or with minimal expense. For organisations that have been using benchmarking for many years, the research will enable them to re-evaluate their own benchmarking approach and consider if rapid benchmarking could be used for some projects, particularly for internal benchmarking where it is easier to apply.
Originality/value
This research is the first to identify and document a rapid benchmarking approach and the first to provide a detailed analysis of the length of time it takes to undertake best practice benchmarking projects (and each stage of a benchmarking project).
Purpose
This paper aims to investigate the mechanisms for managing coordinated benchmarking projects and the outcomes achieved from such coordination. While there have been many independent benchmarking studies comparing the practices and performance of public sector organisations, there has been little research on initiatives that involve coordinating multiple benchmarking projects within public sector organisations or report on the practices implemented and results from benchmarking projects. This research will be of interest to centralised authorities wishing to encourage and assist multiple organisations in undertaking benchmarking projects.
Design/methodology/approach
The study adopts a case study methodology. Data were collected on the coordinating mechanisms and the experiences of the individual organisations over a one-year period.
Findings
The findings show successful results (financial and non-financial) across all 13 benchmarking projects, thus indicating the success of a coordinated approach to managing multiple projects. The study concluded by recommending a six-stage process for coordinating multiple benchmarking projects.
Originality/value
This research gives new insights into the application and benefits from benchmarking because of the open access the research team had to the “Dubai We Learn” initiative. To the authors’ knowledge the research was unique in being able to report accurately on the outcome of 13 benchmarking projects with all projects using the TRADE benchmarking methodology.
Healthcare facilities management (HFM) plays an important role in delivering healthcare services. However, compared with core activities in hospitals (i.e., quality and safety of medical treatment and clinical care), the role of HFM has received much less attention. To this end, a comprehensive conceptual benchmarking framework considering five dimensions—cost-effectiveness, customer satisfaction, energy and resource efficiency, management efficacy, and operation and maintenance efficiency—is proposed to facilitate the benchmarking of performance measurement in hospitals. A total of 23 Shanghai municipal hospitals, governed by the Shanghai Hospital Development Center, were used as a case study to demonstrate how the conceptual model can be implemented. The Delphi method and analytic hierarchy process were employed to derive the prioritized performance indicators of HFM. The findings of the pilot study showed that cost-effectiveness and customer satisfaction are the top two factors that drive HFM in Shanghai, followed by operation and maintenance efficiency, energy and resource efficiency, and management efficacy. The implementation of this proposed framework will enable academics and practitioners to conduct dynamic and data-driven benchmarking for healthcare facilities and, as a result, find solutions for continuous improvement during operation phases.
Purpose
The purpose of this paper is to investigate a benchmarking project carried out by the Dubai Electricity and Water Authority (DEWA) as part of a structured benchmarking initiative. The project was based on the TRADE benchmarking methodology and this paper examines the tools, activities and outcomes that relate to each stage of the adopted methodology.
Design/methodology/approach
This study is based on case study methodology. Data were collected from various sources including analysis of project reports written by DEWA’s benchmarking team reporting on their activities during the project. Data were also collected from four project presentations given at different stages of the project. In addition, the research team held three meetings with the DEWA benchmarking team at different stages of the benchmarking project.
Findings
The results show the key challenges and successes faced during each stage of the benchmarking project. It indicates the actions taken to overcome the challenges and the role played by internal and external stakeholders in facilitating the success of the benchmarking project.
Practical implications
The study presents information that would guide organisations that wish to carry out a benchmarking project – and particularly those implementing benchmarking for the first time. The study provides a summary of the key lessons learnt by DEWA’s benchmarking team as a guide for other organisations.
Originality/value
Academic research has not adequately examined and analysed the stage-by-stage elements of a benchmarking project from the perspective of the implementing organisation. This study addresses this gap by detailing and analysing the experiences of a benchmarking project by tracking the stage-by-stage activities of the benchmarking team.
Purpose
Benchmarking in FM practice although understood and applied globally, little is known about the practice in Nigeria. The purpose of this paper is to develop a framework to guide the use of benchmarking.
Design/methodology/approach
The research adopts a cross-sectional survey design. Data were collected using self-administered questionnaires on FM organizations in Lagos metropolis, Abuja and Port Harcourt. The results of the survey were supplemented with interviews with FM unit heads in the study areas. The framework was validated using a focus group discussion with ten FM industry experts.
Findings
A framework which serves as a guide for the use of best practice benchmarking was developed. It showed that there is a relationship between best practice benchmarking and location.
Research limitations/implications
The evaluation of the framework was limited by the number of participants involved and being that it has not been put to use.
Originality/value
This study develops a multi-sector framework to guide the use of best practice benchmarking in facilities management (FM). The framework explains the relationship between organizational characteristics and best practice benchmarking. In addition, there are limited empirical benchmarking frameworks in FM literature.
The major intention of this study is to recommend a benchmarking model of service quality for Indian service industries in successful implementation of quality system and enhancement in continuous basis, Stare for this, seventeen critical factors of service qualities have been recognized with their relationship, which are further analyzed by utilizing Weighted Interpretive structural modeling approach. This approach is useful to develop the relationship among various factors of the service quality and to identify the key measures. The measurement evaluated in this paper will help the service industries to benchmark their performance. It is an approach for refining the decision making in benchmarking implementation for service industries.
Purpose
The purpose of this paper is to generate awareness of contributions made by benchmarking toward building performance of Indian service industries in globally market. Ranking of Benchmarking is done on the basis of their application which give confidence for the managers to adopt in their Industries so that they may become best in their field.
Design/methodology/approach
Methodology consists of three phase: define, phase include definitions, factors of benchmarking as literature outcomes, questionnaire survey and outcome of survey. In the second phase, analysis of collected data and applications of multi-criteria decision-making approaches [technique for order preference by similarity to ideal solution (TOPSIS) and analytical network process (ANP)] are used. The last phase includes comparison of results which gives validation in similarities of ranking obtained.
Findings
The study identifies seven different benchmarking techniques used for service industries. Using TOPSIS and ANP approaches shows similarity that external benchmarking, performance benchmarking and internal benchmarking are the first three ranks that give basis for several critical success factors s, namely, planning, reliability, standardization, time behavior, usability, etc., as part of benchmarking using in service industries.
Research limitations/implications
The limitation is the assumptions made by multi-criteria decision-making approaches which may effect the analysis of the study as these are taken theoretically.
Originality/value
This study is a first attempt to find similarities in both techniques while comparing benchmarking in Indian service industries.
The achievement gap has been a pervasive issue in the U.S. education system. According to the National Assessment of Educational Progress (NAEP, 2014), “achievement gaps occur when one group of students outperforms another group and the difference in average scores for the two groups is statistically significant (that is, larger than the margin of error)” (para 1). Achievement gaps can be seen in success indicators such as high school completion, standardized test scores, dropout rates, and proportion of students of color enrolled in college preparatory courses (Education Week, 2011).
Given the prevailing emphasis on agency performance, customer focus, stakeholder’s interests and other methods of assessment under new public administration and prevailing managerialism in many public sectors around the world, administrative practitioners have taken to benchmarking as an instrument for assessing organizational performance and for facilitating management transfer and learning from other benchmarked organizations. The introduction of benchmarking into the public sector is still in its early stages. Technical problems, scepticism about usefulness and the appropriateness of transferring putative private sector competencies into public administration and the resistance in accepting organizational change as a necessary consequence of benchmarking exercises in the public sector, prevent the widespread acceptance and use of benchmarking in public sectors, arguably “punch-drunk” with systemic change. Nevertheless, there are some encouraging examples of benchmarking within the public sector. This paper critically analyzes these examples in order to establish the vulnerability points of such measurement instruments which, possibly, need more research in order to establish the specific learning dimensions to benchmarking and to illustrate the importance of such benchmarking and learning within the highly risky, information technology (IT)-driven experiences of systems development and failure.
Reviews the first three of 11 key books on benchmarking with the aim of assisting in the educational and training processes in companies embarking on or launching a benchmarking project.
Investigates the link between benchmarking and operational performance using a sample of over 600 European manufacturing sites. Benchmarking is linked to the identification and adoption of improved operational practices, an increased understanding of competitive positioning, and the larger context of the “learning organization”. Shows that benchmarking may indeed contribute to improved operational performance, first through improving the firm’s understanding of its competitive position and its strengths and weaknesses, and second through providing a systematic process for effecting change. Learning organizations were more likely to benchmark than other firms.
Continues the series of book reviews begun in Benchmarking for Quality Management & Technology, Vol. 2 No. 1. Reviews two further publications on benchmarking. Outlines their content and shows how they are valuable to both practitioners and academics.
Assessing Business Excellence presents a strategic framework for business excellence and total quality management and shows how you can be actively involved in continuous improvement by systematically reviewing your business activities and results against holistic business excellence frameworks.
Among the progeny of performance measurement and results-oriented management in the public sector is a growing interest in various forms of benchmarking. Choosing an appropriate form-that is, a form that suits the given purpose-and carefully applying the prescribed techniques are both essential for benchmarking success. Also important is a proper frame of mind for receiving the lessons of benchmarking.
Summarizing the lessons learned from the premier benchmarking companies, the author has developed a generic benchmarking model.
This paper presents the results of research carried out at the University of Bradford's European Centre for Total Quality Management TQM , investigating the status of TQM within the financial services industry in the UK. The research finds that at the present time the financial services industry is in a state of considerable structural change, and competition is intense. This paper explains that the case for adoption of TQM as a generic strategy is now established and overwhelming. However, it is apparent that financial services are lagging behind other sectors in this regard. The research finds that TQM is not yet well established as an overall management philosophy. The leading group have 2-3 years' experience of implementation, and are assessed as low to medium adopters when measured using the European Quality Award model. There is strong evidence to show that the leading group have achieved marked improvement in performance. The research also shows, however, that some implementations have failed to deliver expected benefits, and in some instances costs have been extremely high and the consequences of failure significant. The reasons for these differences are explored. Summary case studies are presented of five organizations from the leading group, and their approaches to implementation compared and best practices identified.
Notes that Shorts initiated a total quality programme in 1987 in response to a crisis following privatisation of the company. Points out that the company has found strategic benchmarking particularly useful in efforts to increase competitiveness. Looks at the Focus 2000 benchmarking initiative which represents Shorts’ vision of the future. Considers in depth the way the company carries out its benchmarking activities and outlines key benefits.
Focuses on TNT Express (UK), part of the worldwide transportation group. Notes that TNT was joint winner of the inaugural 1994 UK Quality Award. Considers the role of quality at TNT and how it is achieved. Features the role of elements such as benchmarking surveys and performance league tables. Concludes that the momentum for continuous improvement within the company is ongoing and stems from enthusiasm and teamwork.
The author defines benchmarking as the approach of establishing operating targets and productivity programs based on industry best practices leads to superior performance. The four basic philosophical steps of benchmarking include: knowing your operation; knowing the industry leaders or competitors; incorporating the best practices; and gaining superiority. Benchmarking has also been divided into two parts: practices and metrics. The author points out that each can be investigated by the benchmarking process. An example demonstrates the process. Both historical and managerial perspectives are discussed.
This article provides an overview of the current state of play of benchmarking in local government in the UK. It traces a trajectory of development for local authorities that diverges from that of the corporate private sector, in terms of the importance of external political drivers. A number of key constraints are identified that are together blocking the further development of benchmarking in the sector. These include a lack of awareness of potential scope; problems in securing needed skills; satisficing and low aspiration levels reducing the potential gain from benchmarking; and a marked lack of formal evaluation. Notwithstanding recent growth, a legitimate degree of scepticism remains in many local authorities as to the public value to be derived from benchmarking.
Notes the continued popularity of benchmarking despite the falling interest in other major management “revolutions”. Further points out that benchmarking is more prevalent in the manufacturing than in the service sector. Suggests that this may be due to an attitudinal difference between the two sectors. Considers the various types of benchmarking and discusses whether some are more suitable to given industry sectors than others. Notes the problems of information sensitivity and the creation of a consortium approach to overcome this. Looks at the credit risk management benchmarking consortium and the role of benchmarking in credit risk management.
The literature related to benchmarking since the year 1986 is examined, classified, and analyzed. A total of 415 articles, abstracts, and books are considered for this investigation. The status of benchmarking processes, activities, practices, and developments is examined for the manufacturing, service, and public sectors, while conclusions related to the state of benchmarking are drawn, gaps are identified, and recommendations are made. Particular emphasis is placed on the role of benchmarking in the public sector, with both an example that illustrates the utility of applying benchmarking to the public sector and a set of conceptual frameworks provided.
Examines the quality of housing services provided by local authorities in Falkirk area of Scotland. Management of housing services in Falkirk area; Priorities in the delivery of housing services in Falkirk area; Approach to the measurement of service quality.
Introduction1. The Crisis That Will Not Go Away2. Reengineering-The Path to Change3. Rethinking Business Processes4. The New World of Work5. The Enabling Role of Information Technology6. Who Will Reengineer?7. The Hunt for Reengineering Opportunities8. The Experience of Process Redesign9. Embarking on Reengineering10. One Company's Experience-Hallmark11. One Company's Experience-Taco Bell12. One Company's Experience-Capital Holding13. One Company's Experience-Bell Atlantic14. Succeeding at Reengineering15. Questions that Readers Ask the MostEpilogueIndex
A framework for benchmarking in the public sector
- J J Dorsch
- M Yasin
The Re-engineering Revolution, HarperCollins
- M Hammer
- A Stanton
Self-assessment for Business Excellence
- D Lascelles
- R Peacock
Benchmarking: A Tool for Continuous Improvement
- K Leiberfield
- C J Mcnair
Total Organisational Excellence Achieving World Class Performance
- J S Oakland
Practical Business Re-engineering
- N Oblenski
Integrated Management through BPR and TQM: A Survey of Best Practice and Future Trends, The European Centre for TQM
- M Zairi
- D Sinclair
You can’t benchmark culture
- T Andel
The role of people in processes
- C Armistead
- P Rowland
The benchmarking bandwagon
- K Bemowski
Benchmarking for Best Practices: Winning through Innovative Adaptation
- C Bogan
- M. English
Business Process Benchmarking: Finding and Implementing Best Practices
- R. Camp
Tailored not benchmarked
- I. Campbell
Fit for the Future. How Competitive Is UK Manufacturing?
- Confederation of British Industry
A Survey of Benchmarking in the UK
- Coopers & Lybrand
Benchmarking and operational performance: some empirical results”
- C Voss
- P Alstrom
- K Blackmon
Benchmarking for Competitive Advantage
- M Grinyer
- H Goldsmith
Best Practice Benchmarking
- S Codling
Benchmarking and performance measurement in public services
- A Kouzmin
- E Lofler
- H Klages
- N Korac-Kakabadse