![]() Again, depending on the size of the company, it may be large enough to represent a broad range of performance (i.e., cycle time for opening new accounts in branches coast to coast). Internal benchmarking is used when a company already has established and proven best practices and they simply need to share them. The gap between an organization’s current customer satisfaction score and the benchmark of 92 percent represents the ultimate goal to strive for in a multigenerational planīottom line: A lot can be learned from going outside one’s own industry because many customer concerns are the same. In 2004, a leading company identified customer satisfaction to have a benchmark of 92 percent. They want their concerns addressed quickly and efficiently. Similarly, whether using a telephone help line of a cable company or of a favorite department store, customers do not want to remain on hold. Keep in mind, however, that customer satisfaction is driven by critical-to-quality measures that are similar regardless of the industry.įor example, when considering the metric, “wait time,” it does not matter whether waiting for a car repair at a body shop, or to make a deposit in a bank lobby, customers do not want to wait in long lines. Going outside one’s own industry is often challenging for a company. Three Primary Classifications of BenchmarkingĪlthough there are many forms of benchmarking, they can be classified into three categories – internal, competitive and strategic. The following table represents experience in dealing with the two practices: Differences Between Benchmarking and Competitor ResearchĪdapting based on customer needs after examination of the bestĪttempting to mirror another company/process Available time and resources will help decide which tool will add the most value. While competitor research is neither a better nor a worse practice than benchmarking, the important thing is to understand that there is a difference between the two. When making use of benchmarking, a company should not limit the scope to its own industry, nor should benchmarking be a one-time event. Depending on the size of the company, practitioners may be surprised at what is readily available in-house.īenchmarking is not just a matter of making inquiries to other companies or touring and documenting another company’s facilities or processes. Some companies have strict guidelines as to what information can be gathered, and whom practitioners can contact to get that information. Before undertaking a benchmarking opportunity, it is important to have a thorough understanding of the company’s guidelines. Simply stated, benchmarks are the “what,” and benchmarking is the “how.” But benchmarking is not a quick or simple process tool. Gain insight to ensure that benchmarking is in alignment with the company’s management objectives.īenchmarking is a process for obtaining a measure – a benchmark. ![]() Understand the difference between benchmarking and competitor research.Understand fully the purpose and use of benchmarking.Thus it is important for Six Sigma practitioners to: This information can then be used to identify gaps in an organization’s processes in order to achieve a competitive advantage. Benchmarking is a way of discovering what is the best performance being achieved – whether in a particular company, by a competitor or by an entirely different industry. ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |