Vous êtes sur la page 1sur 3
David Hutchins International Quality College <a href=Home Contact Us CQI and Distance learning Learning products New s Our success portfolio About Us Benchmarking for results training course Benchmarking course description: During this event, managers will learn how and when to use benchmarking and best practice techniques to bring their strategic business plan into focus. Through benchmarking based group work and case study material, participants will learn the steps involved, addressing why, what, when, where and how to carry out benchmark ing. Using Hoshin Management Principles participants will understand how to deploy strategy and policy throughout the organisation. Delegates from different organisations will be able to carry out benchmarking themselves against each other and use some of DHI's proprietary benchmark ing data. Benchmarking which was once know n as 'interfirm comparisons' is one of the most important external activities that an organisation can develop if it is to avoid threats in the market place and gain ability over the competition. Without Benchmarking, many organisations fail without know ing why because they do not conduct benchmarking scientifically or even at all. The reason is that either they were complacent or that they were ignorant of the tools and techniques of Benchmarking. They were probably also unaw are that the main reason why a competitor beat them was because the competitor had been cleverly benchmarking them without them know ing it. They were also probably unaw are of the loose brick concept in which the aggressive competitor exploits a weakness in your organisation that is market sensitive. This is why we believe that Benchmarking training is fundamental to business success. Target audience: Executives, Strategic Planners and those involved with Policy Deployment and Benchmarking Duration: 2 days on site Course objectives: Related information Check out these related links Quality management Business performance improvement through Hoshin Kanri Hoshin Kanri Benchmarking for results Benchmarking and best practice Business performance improvement through policy deployment Risk management training courses Implementing risk management When conducted in house, Benchmarking for results has an unusually high level of group work. The objective being to involve participants in a planning exercise that they can reproduce in their ow n organisations, allow ing them to benchmark themselves with other companies. Why conduct Benchmarking? Benchmarking effectively is essential to survival and to Hoshin Kanri and the principles should be thoroughly understood in order both to make sure that the Strategy remains sound and that the KPIs are valid. In the commercial or industrial world the term is used to describe activities which are aimed to make comparisons against `best' or `better' business practices not just in your ow n industry but across all industries where valid comparisons can be made. Benchmarking is essential to be able to: develop a good business strategy, prioritise PIs to create and prioritise KPIs ensure that the organisation is not vulnerable to a ‘loose brick’ attack. enable a ‘loose brick’ attack on competitors. keep up to date on the latest practices regardless of industry ensure the use of the best methods watch for extraneous threats from legislation, international developments etc. Ensure the correct priority for continuous improvement It is a widely held but mistaken belief that Benchmarking can be applied only to our competitors. In fact, there is much more useful information that we can obtain from benchmarking non competitors for a variety of reasons. The main one being that most business processes are not industry specific. For example, the Personnel Selection Process, Management and Financial Accounting, Training, Quality Management etc. are common to most industries and we can carry out benchmarking of these in any industry to make comparisons. This is useful for tw o reasons. Firstly, it is much easier to obtain benchmaking information from a non competitor than it is from an organisation which is our sw orn rival. In this latter case espionage might be the only means of benchmarking such sources but that can lead to big problems as McLaren discovered in their Formula 1 rivalry with Ferrari. The second and more important reason is that whilst people in the same industry tend to do the same things the same way, it is possible that people in different industries may do the same things but in very different ways e.g. the case of Japanese Shipbuilding methods vs. those used to construct aircraft. The reason is that a lot of benchmarking information circulates in one industry by people moving from one competitor to another, trade magazines pass on information etc. How ever there is likely to be far less cross over from one industry to another. Therefore benchmarking non competitors can prove effective. Also, non competitors are far more likely to divulge information in benchmarking visits. When properly applied, benchmarking may be conducted in some principle categories. These are know n to us as the seven point benchmark plan. 1. Customer benchmarking surveys " id="pdf-obj-0-2" src="pdf-obj-0-2.jpg">

David Hutchins International Quality College

David Hutchins International Quality College <a href=Home Contact Us CQI and Distance learning Learning products New s Our success portfolio About Us Benchmarking for results training course Benchmarking course description: During this event, managers will learn how and when to use benchmarking and best practice techniques to bring their strategic business plan into focus. Through benchmarking based group work and case study material, participants will learn the steps involved, addressing why, what, when, where and how to carry out benchmark ing. Using Hoshin Management Principles participants will understand how to deploy strategy and policy throughout the organisation. Delegates from different organisations will be able to carry out benchmarking themselves against each other and use some of DHI's proprietary benchmark ing data. Benchmarking which was once know n as 'interfirm comparisons' is one of the most important external activities that an organisation can develop if it is to avoid threats in the market place and gain ability over the competition. Without Benchmarking, many organisations fail without know ing why because they do not conduct benchmarking scientifically or even at all. The reason is that either they were complacent or that they were ignorant of the tools and techniques of Benchmarking. They were probably also unaw are that the main reason why a competitor beat them was because the competitor had been cleverly benchmarking them without them know ing it. They were also probably unaw are of the loose brick concept in which the aggressive competitor exploits a weakness in your organisation that is market sensitive. This is why we believe that Benchmarking training is fundamental to business success. Target audience: Executives, Strategic Planners and those involved with Policy Deployment and Benchmarking Duration: 2 days on site Course objectives: Related information Check out these related links Quality management Business performance improvement through Hoshin Kanri Hoshin Kanri Benchmarking for results Benchmarking and best practice Business performance improvement through policy deployment Risk management training courses Implementing risk management When conducted in house, Benchmarking for results has an unusually high level of group work. The objective being to involve participants in a planning exercise that they can reproduce in their ow n organisations, allow ing them to benchmark themselves with other companies. Why conduct Benchmarking? Benchmarking effectively is essential to survival and to Hoshin Kanri and the principles should be thoroughly understood in order both to make sure that the Strategy remains sound and that the KPIs are valid. In the commercial or industrial world the term is used to describe activities which are aimed to make comparisons against `best' or `better' business practices not just in your ow n industry but across all industries where valid comparisons can be made. Benchmarking is essential to be able to: develop a good business strategy, prioritise PIs to create and prioritise KPIs ensure that the organisation is not vulnerable to a ‘loose brick’ attack. enable a ‘loose brick’ attack on competitors. keep up to date on the latest practices regardless of industry ensure the use of the best methods watch for extraneous threats from legislation, international developments etc. Ensure the correct priority for continuous improvement It is a widely held but mistaken belief that Benchmarking can be applied only to our competitors. In fact, there is much more useful information that we can obtain from benchmarking non competitors for a variety of reasons. The main one being that most business processes are not industry specific. For example, the Personnel Selection Process, Management and Financial Accounting, Training, Quality Management etc. are common to most industries and we can carry out benchmarking of these in any industry to make comparisons. This is useful for tw o reasons. Firstly, it is much easier to obtain benchmaking information from a non competitor than it is from an organisation which is our sw orn rival. In this latter case espionage might be the only means of benchmarking such sources but that can lead to big problems as McLaren discovered in their Formula 1 rivalry with Ferrari. The second and more important reason is that whilst people in the same industry tend to do the same things the same way, it is possible that people in different industries may do the same things but in very different ways e.g. the case of Japanese Shipbuilding methods vs. those used to construct aircraft. The reason is that a lot of benchmarking information circulates in one industry by people moving from one competitor to another, trade magazines pass on information etc. How ever there is likely to be far less cross over from one industry to another. Therefore benchmarking non competitors can prove effective. Also, non competitors are far more likely to divulge information in benchmarking visits. When properly applied, benchmarking may be conducted in some principle categories. These are know n to us as the seven point benchmark plan. 1. Customer benchmarking surveys " id="pdf-obj-0-10" src="pdf-obj-0-10.jpg">
David Hutchins International Quality College <a href=Home Contact Us CQI and Distance learning Learning products New s Our success portfolio About Us Benchmarking for results training course Benchmarking course description: During this event, managers will learn how and when to use benchmarking and best practice techniques to bring their strategic business plan into focus. Through benchmarking based group work and case study material, participants will learn the steps involved, addressing why, what, when, where and how to carry out benchmark ing. Using Hoshin Management Principles participants will understand how to deploy strategy and policy throughout the organisation. Delegates from different organisations will be able to carry out benchmarking themselves against each other and use some of DHI's proprietary benchmark ing data. Benchmarking which was once know n as 'interfirm comparisons' is one of the most important external activities that an organisation can develop if it is to avoid threats in the market place and gain ability over the competition. Without Benchmarking, many organisations fail without know ing why because they do not conduct benchmarking scientifically or even at all. The reason is that either they were complacent or that they were ignorant of the tools and techniques of Benchmarking. They were probably also unaw are that the main reason why a competitor beat them was because the competitor had been cleverly benchmarking them without them know ing it. They were also probably unaw are of the loose brick concept in which the aggressive competitor exploits a weakness in your organisation that is market sensitive. This is why we believe that Benchmarking training is fundamental to business success. Target audience: Executives, Strategic Planners and those involved with Policy Deployment and Benchmarking Duration: 2 days on site Course objectives: Related information Check out these related links Quality management Business performance improvement through Hoshin Kanri Hoshin Kanri Benchmarking for results Benchmarking and best practice Business performance improvement through policy deployment Risk management training courses Implementing risk management When conducted in house, Benchmarking for results has an unusually high level of group work. The objective being to involve participants in a planning exercise that they can reproduce in their ow n organisations, allow ing them to benchmark themselves with other companies. Why conduct Benchmarking? Benchmarking effectively is essential to survival and to Hoshin Kanri and the principles should be thoroughly understood in order both to make sure that the Strategy remains sound and that the KPIs are valid. In the commercial or industrial world the term is used to describe activities which are aimed to make comparisons against `best' or `better' business practices not just in your ow n industry but across all industries where valid comparisons can be made. Benchmarking is essential to be able to: develop a good business strategy, prioritise PIs to create and prioritise KPIs ensure that the organisation is not vulnerable to a ‘loose brick’ attack. enable a ‘loose brick’ attack on competitors. keep up to date on the latest practices regardless of industry ensure the use of the best methods watch for extraneous threats from legislation, international developments etc. Ensure the correct priority for continuous improvement It is a widely held but mistaken belief that Benchmarking can be applied only to our competitors. In fact, there is much more useful information that we can obtain from benchmarking non competitors for a variety of reasons. The main one being that most business processes are not industry specific. For example, the Personnel Selection Process, Management and Financial Accounting, Training, Quality Management etc. are common to most industries and we can carry out benchmarking of these in any industry to make comparisons. This is useful for tw o reasons. Firstly, it is much easier to obtain benchmaking information from a non competitor than it is from an organisation which is our sw orn rival. In this latter case espionage might be the only means of benchmarking such sources but that can lead to big problems as McLaren discovered in their Formula 1 rivalry with Ferrari. The second and more important reason is that whilst people in the same industry tend to do the same things the same way, it is possible that people in different industries may do the same things but in very different ways e.g. the case of Japanese Shipbuilding methods vs. those used to construct aircraft. The reason is that a lot of benchmarking information circulates in one industry by people moving from one competitor to another, trade magazines pass on information etc. How ever there is likely to be far less cross over from one industry to another. Therefore benchmarking non competitors can prove effective. Also, non competitors are far more likely to divulge information in benchmarking visits. When properly applied, benchmarking may be conducted in some principle categories. These are know n to us as the seven point benchmark plan. 1. Customer benchmarking surveys " id="pdf-obj-0-22" src="pdf-obj-0-22.jpg">

Benchmarking for results training course

Benchmarking course description: During this event, managers will learn how and when to use benchmarking and best practice techniques to bring their strategic business plan into focus.

Through benchmarking based group work and case study material, participants will learn the steps involved, addressing why, what, when, where and how to carry out benchmarking. Using Hoshin Management Principles participants will understand how to deploy strategy and policy throughout the organisation.

Delegates from different organisations will be able to carry out benchmarking themselves against each other and use some of DHI's proprietary benchmarking data.

David Hutchins International Quality College <a href=Home Contact Us CQI and Distance learning Learning products New s Our success portfolio About Us Benchmarking for results training course Benchmarking course description: During this event, managers will learn how and when to use benchmarking and best practice techniques to bring their strategic business plan into focus. Through benchmarking based group work and case study material, participants will learn the steps involved, addressing why, what, when, where and how to carry out benchmark ing. Using Hoshin Management Principles participants will understand how to deploy strategy and policy throughout the organisation. Delegates from different organisations will be able to carry out benchmarking themselves against each other and use some of DHI's proprietary benchmark ing data. Benchmarking which was once know n as 'interfirm comparisons' is one of the most important external activities that an organisation can develop if it is to avoid threats in the market place and gain ability over the competition. Without Benchmarking, many organisations fail without know ing why because they do not conduct benchmarking scientifically or even at all. The reason is that either they were complacent or that they were ignorant of the tools and techniques of Benchmarking. They were probably also unaw are that the main reason why a competitor beat them was because the competitor had been cleverly benchmarking them without them know ing it. They were also probably unaw are of the loose brick concept in which the aggressive competitor exploits a weakness in your organisation that is market sensitive. This is why we believe that Benchmarking training is fundamental to business success. Target audience: Executives, Strategic Planners and those involved with Policy Deployment and Benchmarking Duration: 2 days on site Course objectives: Related information Check out these related links Quality management Business performance improvement through Hoshin Kanri Hoshin Kanri Benchmarking for results Benchmarking and best practice Business performance improvement through policy deployment Risk management training courses Implementing risk management When conducted in house, Benchmarking for results has an unusually high level of group work. The objective being to involve participants in a planning exercise that they can reproduce in their ow n organisations, allow ing them to benchmark themselves with other companies. Why conduct Benchmarking? Benchmarking effectively is essential to survival and to Hoshin Kanri and the principles should be thoroughly understood in order both to make sure that the Strategy remains sound and that the KPIs are valid. In the commercial or industrial world the term is used to describe activities which are aimed to make comparisons against `best' or `better' business practices not just in your ow n industry but across all industries where valid comparisons can be made. Benchmarking is essential to be able to: develop a good business strategy, prioritise PIs to create and prioritise KPIs ensure that the organisation is not vulnerable to a ‘loose brick’ attack. enable a ‘loose brick’ attack on competitors. keep up to date on the latest practices regardless of industry ensure the use of the best methods watch for extraneous threats from legislation, international developments etc. Ensure the correct priority for continuous improvement It is a widely held but mistaken belief that Benchmarking can be applied only to our competitors. In fact, there is much more useful information that we can obtain from benchmarking non competitors for a variety of reasons. The main one being that most business processes are not industry specific. For example, the Personnel Selection Process, Management and Financial Accounting, Training, Quality Management etc. are common to most industries and we can carry out benchmarking of these in any industry to make comparisons. This is useful for tw o reasons. Firstly, it is much easier to obtain benchmaking information from a non competitor than it is from an organisation which is our sw orn rival. In this latter case espionage might be the only means of benchmarking such sources but that can lead to big problems as McLaren discovered in their Formula 1 rivalry with Ferrari. The second and more important reason is that whilst people in the same industry tend to do the same things the same way, it is possible that people in different industries may do the same things but in very different ways e.g. the case of Japanese Shipbuilding methods vs. those used to construct aircraft. The reason is that a lot of benchmarking information circulates in one industry by people moving from one competitor to another, trade magazines pass on information etc. How ever there is likely to be far less cross over from one industry to another. Therefore benchmarking non competitors can prove effective. Also, non competitors are far more likely to divulge information in benchmarking visits. When properly applied, benchmarking may be conducted in some principle categories. These are know n to us as the seven point benchmark plan. 1. Customer benchmarking surveys " id="pdf-obj-0-41" src="pdf-obj-0-41.jpg">

Benchmarking which was once know n as 'interfirm comparisons' is one of the most important external activities that an organisation can develop if it is to avoid threats in the market place and gain ability over the competition. Without Benchmarking, many organisations fail without know ing why because they do not conduct benchmarking scientifically or even at all. The reason is that either they were complacent or that they were ignorant of the tools and techniques of Benchmarking. They were probably also unaw are that the main reason why a competitor beat them was because the

competitor had been cleverly benchmarking them without them know ing it.

They were also probably unaw are of the loose brick concept in which the aggressive competitor exploits a weakness in your organisation that is market sensitive. This is why we believe that Benchmarking training is fundamental to business success.

Target audience: Executives, Strategic Planners and those involved with Policy Deployment and Benchmarking

Duration: 2 days on site

Course objectives:

Related information

Check out these related links

David Hutchins International Quality College <a href=Home Contact Us CQI and Distance learning Learning products New s Our success portfolio About Us Benchmarking for results training course Benchmarking course description: During this event, managers will learn how and when to use benchmarking and best practice techniques to bring their strategic business plan into focus. Through benchmarking based group work and case study material, participants will learn the steps involved, addressing why, what, when, where and how to carry out benchmark ing. Using Hoshin Management Principles participants will understand how to deploy strategy and policy throughout the organisation. Delegates from different organisations will be able to carry out benchmarking themselves against each other and use some of DHI's proprietary benchmark ing data. Benchmarking which was once know n as 'interfirm comparisons' is one of the most important external activities that an organisation can develop if it is to avoid threats in the market place and gain ability over the competition. Without Benchmarking, many organisations fail without know ing why because they do not conduct benchmarking scientifically or even at all. The reason is that either they were complacent or that they were ignorant of the tools and techniques of Benchmarking. They were probably also unaw are that the main reason why a competitor beat them was because the competitor had been cleverly benchmarking them without them know ing it. They were also probably unaw are of the loose brick concept in which the aggressive competitor exploits a weakness in your organisation that is market sensitive. This is why we believe that Benchmarking training is fundamental to business success. Target audience: Executives, Strategic Planners and those involved with Policy Deployment and Benchmarking Duration: 2 days on site Course objectives: Related information Check out these related links Quality management Business performance improvement through Hoshin Kanri Hoshin Kanri Benchmarking for results Benchmarking and best practice Business performance improvement through policy deployment Risk management training courses Implementing risk management When conducted in house, Benchmarking for results has an unusually high level of group work. The objective being to involve participants in a planning exercise that they can reproduce in their ow n organisations, allow ing them to benchmark themselves with other companies. Why conduct Benchmarking? Benchmarking effectively is essential to survival and to Hoshin Kanri and the principles should be thoroughly understood in order both to make sure that the Strategy remains sound and that the KPIs are valid. In the commercial or industrial world the term is used to describe activities which are aimed to make comparisons against `best' or `better' business practices not just in your ow n industry but across all industries where valid comparisons can be made. Benchmarking is essential to be able to: develop a good business strategy, prioritise PIs to create and prioritise KPIs ensure that the organisation is not vulnerable to a ‘loose brick’ attack. enable a ‘loose brick’ attack on competitors. keep up to date on the latest practices regardless of industry ensure the use of the best methods watch for extraneous threats from legislation, international developments etc. Ensure the correct priority for continuous improvement It is a widely held but mistaken belief that Benchmarking can be applied only to our competitors. In fact, there is much more useful information that we can obtain from benchmarking non competitors for a variety of reasons. The main one being that most business processes are not industry specific. For example, the Personnel Selection Process, Management and Financial Accounting, Training, Quality Management etc. are common to most industries and we can carry out benchmarking of these in any industry to make comparisons. This is useful for tw o reasons. Firstly, it is much easier to obtain benchmaking information from a non competitor than it is from an organisation which is our sw orn rival. In this latter case espionage might be the only means of benchmarking such sources but that can lead to big problems as McLaren discovered in their Formula 1 rivalry with Ferrari. The second and more important reason is that whilst people in the same industry tend to do the same things the same way, it is possible that people in different industries may do the same things but in very different ways e.g. the case of Japanese Shipbuilding methods vs. those used to construct aircraft. The reason is that a lot of benchmarking information circulates in one industry by people moving from one competitor to another, trade magazines pass on information etc. How ever there is likely to be far less cross over from one industry to another. Therefore benchmarking non competitors can prove effective. Also, non competitors are far more likely to divulge information in benchmarking visits. When properly applied, benchmarking may be conducted in some principle categories. These are know n to us as the seven point benchmark plan. 1. Customer benchmarking surveys " id="pdf-obj-0-70" src="pdf-obj-0-70.jpg">

When conducted in house, Benchmarking for results has an unusually high level of group work. The objective being to involve participants in a planning exercise that they can reproduce in their ow n organisations, allow ing them to benchmark themselves with other companies.

Why conduct Benchmarking?

Benchmarking effectively is essential to survival and to Hoshin Kanri and the principles should be thoroughly understood in order both to make sure that the Strategy remains sound and that the KPIs are valid. In the commercial or industrial world the term is used to describe activities which are aimed to make comparisons against `best' or `better' business practices not just in your ow n industry but across all industries where valid comparisons can be made.

Benchmarking is essential to be able to:

  • develop a good business strategy,

  • prioritise PIs to create and prioritise KPIs

  • ensure that the organisation is not vulnerable to a ‘loose brick’ attack.

  • enable a ‘loose brick’ attack on competitors.

  • keep up to date on the latest practices regardless of industry

  • ensure the use of the best methods

  • watch for extraneous threats from legislation, international developments etc.

  • Ensure the correct priority for continuous improvement

It is a widely held but mistaken belief that Benchmarking can be applied only to our competitors. In fact, there is much more useful information that we can obtain from benchmarking non competitors for a variety of reasons. The main one being that most business processes are not industry specific. For example, the Personnel Selection Process, Management and Financial Accounting, Training, Quality Management etc. are common to most industries and we can carry out benchmarking of these in any industry to make comparisons. This is useful for tw o reasons. Firstly, it is much easier to obtain benchmaking information from a non competitor than it is from an organisation which is our sw orn rival. In this latter case espionage might be the only means of benchmarking such sources but that can lead to big problems as McLaren discovered in their Formula 1 rivalry with Ferrari. The second and more

important reason is that whilst people in the same industry tend to do the same things the same way, it is possible that people in different industries may do the same things but in very different ways e.g. the case of Japanese Shipbuilding methods vs. those used to construct aircraft. The reason is that a lot of benchmarking information circulates in one industry by people moving from one competitor to another, trade magazines pass on information etc. How ever there is likely to be far less cross over from one industry to another. Therefore benchmarking non competitors can prove effective. Also, non competitors are far more likely to divulge information in benchmarking visits.

When properly applied, benchmarking may be conducted in some principle categories. These are know n to us as the seven point benchmark plan.

1. Customer benchmarking surveys

2.

Competitor benchmaking analysis

  • 3. Best in class business process benchmarking

  • 4. Best in class technological process benchmarking

  • 5. Best in class task performance benchmarking

  • 6. Internal cultural surveys

  • 7. Financial performance benchmarking

8 ‘Green’ Teams

  • 9. Benchmarking is also essential to know the correct level of resource required to stay ahead using such

concepts as Hoshin Kanri, Six Sigma, Lean Manufacturing, Quality Circles and paradoxically Benchmarking itself.

For more information and to acquire the skills to conduct Benchmarking effectively:

Please contact us for the course regisration form.

When properly applied, benchmarking may be conducted in some principle categories. These are know n to us as the seven point benchmark plan.

Benchmarking is also treated in detail in David Hutchins new book Hoshin Kanri - The strategic approach to continuous improvement available through Amazon and other sources it was published in September 2008 and contains a whole chapter on Benchmarking an extract from which is as follow s:

Chapter 6 Benchmarking (an excerpt)

The term Benchmarking originates from Ground Survey work where the relative heights of land or other features are `benchmarked' against some reference. In this case the `benchmark' feature is usually the highest hill or mountain in the vicinity. Strictly speaking Business Intelligence might be a more appropriate term in the sense that it is more like Military Intelligence than surveying and we are looking for many more features than simply highs and low s. Seeing who is on the high ground is just one of the objectives of Benchmarking. Neither is the term ‘Benchmarking’ the original term. For example, in the 1950s and 1960s the now Chartered Institute of Management sold a product entitled ‘Interfirm Comparisons’. This was essentially a Benchmarking service.

In the 18 th Century innovator Abraham Derby blocked the keyholes in his workshop whilst he was developing the technique for casting wide bellied pots. Apparently competition was so severe that this was necessary to prevent spying! Benchmarking of sorts clearly existed all that time ago.

Much of what the Japanese learned was gifted to them by the Americans in the immediate years follow ing World War 2 as part of the Martial Aid Plan. In one reference, senior managers from Toyota admitted that the Ford Motor Company had show n them everything they wanted to see. They commented that what they saw was vastly superior to Toyota’s ow n manufacturing methods but they could see how they could improve even on the Ford methodology. In another reference which was broadcast some years ago in the BBC 2 series “Nippon” the former head of the Japanese ship building industry explained that after they had introduced the modular system of construction for the production of large oil tankers, he wanted to study the methods used by the Shipbuilders in the UK. He claimed that when he arrived in the UK he was barred from entering the Yards. So, to obtain the information he required, he used his camera and pair of binoculars and studied the yards from the outside. He said that from what he saw , the British workers were working well but the methods he saw were outdated and inferior to those currently used in Japan.

At that time the UK had over 50% of the World market in commercial ship production but it was his opinion that by the 1960s Japan would be the World’s leading producer. Interesting, the development of the modular construction system for Shipbuilding which the Japanese developed came as a result of a now popular Benchmarking concept of studying parallel industries. In this case, follow ing World War 2, the Head of Japanese Aircraft construction was appointed Head of Shipbuilding. In those days, the traditional method of building ships was to lay the keel and then build the ship from the bottom up. Aircraft construction was different; in this case, a modular construction method was used. Large but movable sections were constructed individually and then welded or bolted together. This method required greater accuracy in the manufacture of the units but overall it reduced construction times by a factor of ten. The same improvement resulted when the method was applied to Ship construction. As a consequence, in less than ten years Japan had replaced the UK as the world’s leading shipbuilder, a situation from which the British Industry never recovered even when it began to adopt the same methods many years later. This is a classic case of Benchmarking one industry to benefit another.

Effective Benchmarking is essential to Hoshin Kanri and the principles should be thoroughly understood in order both to make sure that the Strategy remains sound and that the KPIs are valid. In the commercial or industrial world the term is used to describe activities which are aimed to make comparisons against `best' or `better' business practices not just in your ow n industry but across all industries where valid comparisons can be made.

Benchmarking is essential to be able to:

develop a good strategy, prioritise PIs to create and prioritise KPIs ensure that the organisation is not vulnerable to a ‘loose brick’ attack. enable a ‘loose brick’ attack on competitors.

keep up to date on the latest practices regardless of industry ensure the use of the best methods watch for extraneous threats from legislation, international developments etc.

It is a widely held but mistaken belief that Benchmarking can be applied only to our competitors. In fact, there is much more useful information that we can obtain from non competitors for a variety of reasons. The main one being that most business processes are not industry specific. For example, the Personnel Selection Process, Management and Financial Accounting, Training, Quality Management etc. are common to most industries. This is useful for tw o reasons. Firstly, it is much easier to obtain information from a non competitor than it is from an organisation which is our sw orn rival. In this latter case espionage might be the only means but that can lead to big problems as McLaren discovered in their Formula 1 rivalry with Ferrari. The second and more important reason is that whilst people in the same industry tend to do the same things the same way, it is possible that people in different industries may do the same things but in very different ways e.g. the case of Japanese Shipbuilding methods vs. those used to construct aircraft. The reason is that a lot of information circulates in one industry by people moving from one competitor to another, trade magazines pass on information etc. How ever there is likely to be far less cross over from one industry to another. There is more discussion of this aspect later in the chapter.

When properly applied, benchmarking may be conducted in some principle categories. These are know n to us as the seven point benchmark plan.

  • 1. Customer surveys

  • 2. Competitor analysis

  • 3. Best in class business processes

  • 4. Best in class technological processes

  • 5. Best in class task performance

  • 6. Internal cultural surveys

  • 7. Financial performance

8 ‘Green’ Teams

  • 1. Customer Surveys

The objective here is to determine customer attitudes tow ards our organisation relative to the competitors. It is worth noting here that we might get some surprises. For example, it is possible that we may be concerned that our competitor is better than us on some features of the product or service but we may discover from a Customer Survey that these features are not perceived to be important to our customer. In this case, we might not waste our scarce resources trying to catch up, the loose brick approach would be to let them continue to waste their money.

Another possibility is that there may be other features where we know that we are good as or even better than our competitor but our customer’s ‘perception’ is otherw ise. Such was the case with our Steel Corporation. In this example, the Plant is located on a high plain in a desert region of the Middle East. The air is extremely dry for almost all of the year. Their cold rolled product was sent directly on the back of an open truck to their main customer, an automotive manufacturer. There was no need to wrap the product to protect it against corrosion in such a dry atmosphere. How ever, it was the customer’s perception that the reels of steel were inferior to foreign imports. We investigated this and found that there was no discernable difference so why the perception? Eventually, the reason became clear. The foreign products were transported by ship across oceans. In order to protect them from the salty atmosphere, they were packaged in oily paper. This gave the impression that the foreign producers took more care by wrapping them hence the different perception.

It is alw ays a good thing to check out the validity of perceptions otherw ise we might attempt to improve something that is good enough anyw ay. The challenge will be to try and change the perception...............

Content copyright David Hutchins International Limited. David Hutchins International are leading consultants in Hoshin Kanri, Six Sigma Strategy and Policy Deployment, Six Sigma, Lean Manufacturing, Benchmaking, Risk Management including ISO related training and Implementation and relevant leadership and People development.

keep up to date on the latest practices regardless of industry ensure the use of theHoshin Kanri , Six Sigma Strategy and Policy Deployment, Six Sigma , Lean Manufacturing , Benchmaking, Risk Management including ISO related training and Implementation and relevant leadership and People development. Registered in England as David Hutchins Innovation Ltd © 2009 Site map Terms and conditions " id="pdf-obj-2-43" src="pdf-obj-2-43.jpg">

Registered in England as David Hutchins Innovation Ltd

© 2009

keep up to date on the latest practices regardless of industry ensure the use of theHoshin Kanri , Six Sigma Strategy and Policy Deployment, Six Sigma , Lean Manufacturing , Benchmaking, Risk Management including ISO related training and Implementation and relevant leadership and People development. Registered in England as David Hutchins Innovation Ltd © 2009 Site map Terms and conditions " id="pdf-obj-2-52" src="pdf-obj-2-52.jpg">