Introduction to Benchmarking. Improving Performance Based on External Assessment LuAnn Stokke F2 Administration/ Strategy Management July 27, 2010. Today’s Agenda. What is benchmarking? Why do people do it? Why should we do it? How is it done?
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Introduction to Benchmarking
Improving Performance Based
on External Assessment
July 27, 2010
“Benchmarking is the process of comparing one’s business processes and performance metrics to industry bests and/or best practices from other industries. Dimensions typically measured are quality, time, and cost. Improvements from learning mean doing things better, faster, and cheaper.”en.wikipedia.org/wiki/Benchmarking
You either want to maintain your product/service/customer leadership position, or you want to meet or beat the front-runner.
Trusting of Others Trusting of Others
Approachable, Inspiring Collaborative, Committed
Quality Improvement System
Trained Staff RecognitionData Analysis
Customer FocusEmpowered StaffProblem Solving
Teamwork Quality Processes Measurement Systems
Add Value to the Overall Research Experience
Provide exceptional research administrative services while effectively managing risks and opportunities
Develop strategies and a plan for open and clear communication
Improve access to key information
Improve researcher productivity and satisfaction by reducing administrative burden
Decrease barriers to collaboration
Achieve Operational Excellence
Streamline business processes
Develop effective relationships with process partners and the campus research community
Identify and adapt best practices
Promote a culture of continuous process improvement
Embrace a culture of transparency and accountability
Strategically analyze risks and benefits
Attract & Retain Top, Diverse Staff
Cultivate an environment that stimulates, challenges and grows staff knowledge, skills and competencies through continuous learning
Encourage staff engagement and participation at all levels of process improvement and achievement of OR goals
Develop OR leaders and career paths for promoting upward mobility within the organization.
Add Value to the UW
Work within the campus community and at a national and international level to impact UW-wide strategic initiatives, strategic research directions and policies
Improve recruitment and retention of top faculty
Improve integration of research and education
Improve translation of research into the public benefit
Promote and enhance cross-cutting research initiatives
Increase and diversify external research funding
“old-school” benchmarking, UK style
LEAN, CPI, BSC
Process Mapping; partnering
…All to determine, “what is our performance gap?”
E-mail, conference call, videoconference, or live visit (if they’re local)
Your unit is responsible for processing spending reports for gifted funds and submitting them to donors, correctly and within 10 days of the end of the quarter. Your current on-time performance is 78%, and your error-rate averages 91% correct (9% of your reports must be recalculated and redistributed).
You learn from one of your major (and disgruntled) donors that Seattle Pacific University completes similar donor reports, and according to her, they are “always on time” and “always correct.”
Who would you seek out at SPU to talk to?
How would you contact them, and what would you say?
What form would your interview take? (e.g., phone, email, live)
What would your questions be? (4-5 interview questions)
Companies and public-sector organizations are relying on consultants/vendors to:
BENCHMARKING AND CONTINUOUS IMPROVEMENT