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1. Benchmarking now and in the future This presentation is titled Benchmarking the Easier Way what i want to achieve by the end of this presentation is that you find benchmarkig much easier to apply. To help to achieve that i will sharing with you some advancements in terms of benchmarking methodologies and the technologioes that supprt benchmarking. This presentation is titled Benchmarking the Easier Way what i want to achieve by the end of this presentation is that you find benchmarkig much easier to apply. To help to achieve that i will sharing with you some advancements in terms of benchmarking methodologies and the technologioes that supprt benchmarking.
2. Organisations can go two ways:
They can put their head in the sand like an Ostrich and just carry on doing business as usual
They can constantly surveying the landscape like an Eagle looking for new opportunities and ways of doing things
Benchmarking is about surveying the landscape. Identifying best practices that will help your organisation reach its potential much more quickly.
Within my presentation I will provide you with ideas on how you can get the most use out of benchmarking. In particular, I will show you two new innovative approaches to benchmarking that ADICOE and the Emirates Quality Association are supporting. The first innovation is a new benchmarking methodology and certification scheme called TRADE that helps organisations to undertake benchmarking professionally and the second is BPIR.com, a benchmarking resource that ADICOE and Emirates Quality Association are giving free access to and also and become the eagles of the benchmarking world. Organisations can go two ways:
They can put their head in the sand like an Ostrich and just carry on doing business as usual
They can constantly surveying the landscape like an Eagle looking for new opportunities and ways of doing things
Benchmarking is about surveying the landscape. Identifying best practices that will help your organisation reach its potential much more quickly.
Within my presentation I will provide you with ideas on how you can get the most use out of benchmarking. In particular, I will show you two new innovative approaches to benchmarking that ADICOE and the Emirates Quality Association are supporting. The first innovation is a new benchmarking methodology and certification scheme called TRADE that helps organisations to undertake benchmarking professionally and the second is BPIR.com, a benchmarking resource that ADICOE and Emirates Quality Association are giving free access to and also and become the eagles of the benchmarking world.
3. Key message Benchmarking turned Rank Xerox into a world-class organisation
Purpose of slide To show that benchmarking leads to world-class performance
In the early 1980s Xerox were in danger of going out of business. From being the organisation that initially developed photocopiers and were the world leader they had become an organisation at crisis point. Due to worldwide competition:
they had seen their market share plummet from 86% in 1974 to just 17% in 1984
Japanese companies, such as Ricoh and Canon, were selling their equipment at the same cost it took Xerox to manufacture photocopiers.
In 1982, David T. Kearns (Kearns) took over as the CEO. He discovered that the average manufacturing cost of copiers in Japanese companies was 40-50% of that of Xerox. Therefore he t started Xereoxs destination of business excellence using benchmarking as a key method for improvement. After over 200 benchmarking projects Xerox went on to become the first company to win both the Malcolm Baldrige National Quality Award in 1989, and the European Quality Award in 1992. Therefore within a period of 10 years they reached they reached their destination of business excellence.
Additional
Xeroxs philosophy was to benchmark against the best irrespective of which industry they came from. These included American Express (for billing and collection), Cummins Engines and Ford (for factory floor layout), Florida Power and Light (for quality improvement), Honda (for supplier development), Toyota (for quality management), Hewlett-Packard (for research and product development), Saturn (a division of General Motors) and Fuji Xerox (for manufacturing operations) and DuPont (for manufacturing safety).
Key message Benchmarking turned Rank Xerox into a world-class organisation
Purpose of slide To show that benchmarking leads to world-class performance
In the early 1980s Xerox were in danger of going out of business. From being the organisation that initially developed photocopiers and were the world leader they had become an organisation at crisis point. Due to worldwide competition:
they had seen their market share plummet from 86% in 1974 to just 17% in 1984
Japanese companies, such as Ricoh and Canon, were selling their equipment at the same cost it took Xerox to manufacture photocopiers.
4. Presentation structure Benchmarking now an example
Benchmarking in the future
Steps towards world class performance
Conclusion Key message: I am going to show you what is benchmarking, the current status of benchmarking worldwide, and introduce you to a new innovative approach to benchmarking.
Key purpose of slide to show structure of presentation
Therefore my presentation will focus on What is benchmarking, current status of benchmarking and introduce you to two new innovative approaches to benchmarking.Key message: I am going to show you what is benchmarking, the current status of benchmarking worldwide, and introduce you to a new innovative approach to benchmarking.
Key purpose of slide to show structure of presentation
Therefore my presentation will focus on What is benchmarking, current status of benchmarking and introduce you to two new innovative approaches to benchmarking.
7. Great Ormond Street Hospital for Children were concerned at the amount of time it took, and problems that occurred when transferring patients from the operation theatre to the intensive care unit (ICU)
8. The most dangerous part is when the patient is disconnected from one side of life-support systems and hooked up to another for the transfer to the ICU.
It could take 30 minutes to untangle and unplug all the wires and tubes.
External and internal drivers made GOSH aware of dangers in handover procedures. In the mid-1990s in Bristol, England, there was very high mortality for surgery in congenital heart disease followed by contentious public inquiry. One of the important findings of a subsequent study was that the journey from the operating room to the intensive care unit (ICU) was high risk. This external environment impetus to change was followed by an internal driver for change. Interest in human factors led staff physician, Professor Marc de Leval to question whether staff-related factors, such as exhaustion, were more important than patient-related factors, such as the position of the coronary arteries. De Leval reviewed all the arterial switch procedures done in the United Kingdom over a two-year period with by Victor E. Sower, Jo Ann Duffy, and Gerald Kohers August 2008 a psychologist watching the operation. Once again, the journey from the operating room to the ICU was demonstrated to be a high risk factor. This knowledge created a heightened awareness of the danger. Staff came to accept that there was an element of danger associated with what they were doing so they were receptive
to change. So many things can go wrong, and sometimes do, as the tiny vulnerable person is transferred from the surgery to intensive care. Moving the little body from one bed to another is only
one part of the complex set of movements that must take place. Wires, equipment, people, and information move about in an intricate dance where a misstep can place the child in mortal
danger. Within 15 minutes all the technology and support systems, including ventilation, two to four monitoring lines, multiple vasodilators, and inotropes, are transferred two times: going
from operating theatre system to portable equipment to intensive care systems.
The most dangerous part is when the patient is disconnected from one side of life-support systems and hooked up to another for the transfer to the ICU.
It could take 30 minutes to untangle and unplug all the wires and tubes.
External and internal drivers made GOSH aware of dangers in handover procedures. In the mid-1990s in Bristol, England, there was very high mortality for surgery in congenital heart disease followed by contentious public inquiry. One of the important findings of a subsequent study was that the journey from the operating room to the intensive care unit (ICU) was high risk. This external environment impetus to change was followed by an internal driver for change. Interest in human factors led staff physician, Professor Marc de Leval to question whether staff-related factors, such as exhaustion, were more important than patient-related factors, such as the position of the coronary arteries. De Leval reviewed all the arterial switch procedures done in the United Kingdom over a two-year period with by Victor E. Sower, Jo Ann Duffy, and Gerald Kohers August 2008 a psychologist watching the operation. Once again, the journey from the operating room to the ICU was demonstrated to be a high risk factor. This knowledge created a heightened awareness of the danger. Staff came to accept that there was an element of danger associated with what they were doing so they were receptive
to change. So many things can go wrong, and sometimes do, as the tiny vulnerable person is transferred from the surgery to intensive care. Moving the little body from one bed to another is only
one part of the complex set of movements that must take place. Wires, equipment, people, and information move about in an intricate dance where a misstep can place the child in mortal
danger. Within 15 minutes all the technology and support systems, including ventilation, two to four monitoring lines, multiple vasodilators, and inotropes, are transferred two times: going
from operating theatre system to portable equipment to intensive care systems.
9. Intimate knowledge of the patient gained during a
procedure lasting up to eight hours must be transmitted from the
surgical team to the intensive care unit team.Intimate knowledge of the patient gained during a
procedure lasting up to eight hours must be transmitted from the
surgical team to the intensive care unit team.
10. Incidentally the hospital staff were watching a Formula One race in the hospitals staff common room after completing a 12-hour emergency operation.
They notice the pit-stop process has some similarities to their hand-over process.
The proverbial light bulb went on as two tired
doctors, Alan Goldman and Martin Elliott, sat down to relax
after lengthy surgeries. Martin Elliott, MD, FRCS, Professor
of Cardiothoracic Surgery, University College London, and
Chairman of Cardiothoracic Services, recalls: Id done a
transplant, then an arterial switch in the morning and we were
both pretty knackered [exhausted]. The Formula One came on
TV just as we were sitting down . . . at the end of surgery, and
we just realized that the pit stop where they changed tyres and
topped up the fuel was pretty well identical in concept to what
we do in handoverso we phoned them up. The two doctors
recognized the importance of teamwork in transforming the
highly risky pit stop operation into one that was both safe and
quick. They wondered: If they can do it, why cant we?
Incidentally the hospital staff were watching a Formula One race in the hospitals staff common room after completing a 12-hour emergency operation.
They notice the pit-stop process has some similarities to their hand-over process.
The proverbial light bulb went on as two tired
doctors, Alan Goldman and Martin Elliott, sat down to relax
after lengthy surgeries. Martin Elliott, MD, FRCS, Professor
of Cardiothoracic Surgery, University College London, and
Chairman of Cardiothoracic Services, recalls: Id done a
transplant, then an arterial switch in the morning and we were
both pretty knackered [exhausted]. The Formula One came on
TV just as we were sitting down . . . at the end of surgery, and
we just realized that the pit stop where they changed tyres and
topped up the fuel was pretty well identical in concept to what
we do in handoverso we phoned them up. The two doctors
recognized the importance of teamwork in transforming the
highly risky pit stop operation into one that was both safe and
quick. They wondered: If they can do it, why cant we?
11. In F1 pit-stop a 20-member crew changed the tyres, filled the fuel, cleared the air intakes and sent it off in only 7 seconds. GOSH doctors visited and observed the pit crew handoff in
Italy. GOSH doctors visited and observed the pit crew handoff in
Italy.
12. While visiting the Formula One pit crew the GOSH doctors
became interested in the way they addressed possible failure.
The crew sat around a big table analyzing and reanalyzing, asking,
What could go wrong? and What are we going to do if
it does go wrong? and How important is it if it goes wrong?
While visiting the Formula One pit crew the GOSH doctors
became interested in the way they addressed possible failure.
The crew sat around a big table analyzing and reanalyzing, asking,
What could go wrong? and What are we going to do if
it does go wrong? and How important is it if it goes wrong?
13. Everyones ideas were given equal weight until the group ranked
them using the failure modes and effect analysis (FMEA).
The hospital staff invited McLaren & Ferrari teams to review their process and propose solutions.
Everyones ideas were given equal weight until the group ranked
them using the failure modes and effect analysis (FMEA).
The hospital staff invited McLaren & Ferrari teams to review their process and propose solutions.
14. The solution Every crew member knew the role and responsibilities and kept out of the way of others as they fulfilled their roles. To help the medical team manage the same feat, a dance choreographer was involved to help the team position themselves to stay out of the way of others. They also learned to recognize the need for space around where they are standing. This meant that the movement around some of these events in handovers was modified. Working with the choreographer also introduced the discipline of quietness and calm. Professor Elliott noted that the handover team tended to talk a lot. After the new process was introduced the handover became one of the quietest activities in the hospital, especially during hand-off briefings. The process in the hospital was much, much longer because the
level of complexity of the medical process was much greater. From the analysis came a new 12-page handover protocol (a short version, showing the four main stages of the new protocol, is shown in Figure 1). A copy of the protocol was laminated and put by the bedside. If a staff member had not received training in the new process or if someone needed a quick refresher, the posted protocol could be read through in five minutes, leading to understanding of what needed to be done.
While the main theme changes were more sophisticated procedures and better choreographed teamwork, another aspect of the Formula One handover process easily transferred to the hospital setting. The lollipop man is the one who waves the car in and coordinates the pit stop. He maintains overall situation awareness during the pit stop. In the old hospital handover there was no one like the lollipop man so it was unclear who was in
charge. Under the new handover process, the anesthetist was given overall responsibility for coordinating the team until it was transferred to the intensivist at the termination of the handover. These same two individuals were charged with the responsibility of periodically stepping back to look at the big picture and to make safety checks of the handover.
Every crew member knew the role and responsibilities and kept out of the way of others as they fulfilled their roles. To help the medical team manage the same feat, a dance choreographer was involved to help the team position themselves to stay out of the way of others. They also learned to recognize the need for space around where they are standing. This meant that the movement around some of these events in handovers was modified. Working with the choreographer also introduced the discipline of quietness and calm. Professor Elliott noted that the handover team tended to talk a lot. After the new process was introduced the handover became one of the quietest activities in the hospital, especially during hand-off briefings. The process in the hospital was much, much longer because the
level of complexity of the medical process was much greater. From the analysis came a new 12-page handover protocol (a short version, showing the four main stages of the new protocol, is shown in Figure 1). A copy of the protocol was laminated and put by the bedside. If a staff member had not received training in the new process or if someone needed a quick refresher, the posted protocol could be read through in five minutes, leading to understanding of what needed to be done.
While the main theme changes were more sophisticated procedures and better choreographed teamwork, another aspect of the Formula One handover process easily transferred to the hospital setting. The lollipop man is the one who waves the car in and coordinates the pit stop. He maintains overall situation awareness during the pit stop. In the old hospital handover there was no one like the lollipop man so it was unclear who was in
charge. Under the new handover process, the anesthetist was given overall responsibility for coordinating the team until it was transferred to the intensivist at the termination of the handover. These same two individuals were charged with the responsibility of periodically stepping back to look at the big picture and to make safety checks of the handover.
15. The result The healthcare handover team had to
be far more flexible than the motor car racing team because of
the complexity of the surgical handoff. Benchmarking against
the Formula One team pushed the hospital to anticipate problems
rather than wait until something goes wrong to deal with it.
The healthcare handover team had to
be far more flexible than the motor car racing team because of
the complexity of the surgical handoff. Benchmarking against
the Formula One team pushed the hospital to anticipate problems
rather than wait until something goes wrong to deal with it.
16. Benchmarking changes the culture to an anything is possible culture Dr. Catchpole found the hospitals reaction to the success of
the benchmarking effort interesting. People did not react to the
improvement in handover by saying, This is great, we dont
need to do anything more. What they did say was, This is
great, but we can do even better.
Dr. Catchpole found the hospitals reaction to the success of
the benchmarking effort interesting. People did not react to the
improvement in handover by saying, This is great, we dont
need to do anything more. What they did say was, This is
great, but we can do even better.
18. McLaren driver Lewis Hamilton with Matthew who benefited from the new process The real problem facing the GOSH cardiac unit in the future is keeping the new handover process in place. The European Working Time Directive and normal staff turnover means new members are added to the team over time. Some of them are inexperienced and need training. Even the more experienced ones who come to GOSH from other hospitals need retraining because handoffs are done differently in the cardiac unit at GOSH. Training is always time consuming and therein lies the challenge. Another type of challenge is replicating the handover in other areas of the hospital. There are more hand-offs now because of changing working hours, changing staff rotation systems, and less-experienced junior staff due to shorter working hours.The real problem facing the GOSH cardiac unit in the future is keeping the new handover process in place. The European Working Time Directive and normal staff turnover means new members are added to the team over time. Some of them are inexperienced and need training. Even the more experienced ones who come to GOSH from other hospitals need retraining because handoffs are done differently in the cardiac unit at GOSH. Training is always time consuming and therein lies the challenge. Another type of challenge is replicating the handover in other areas of the hospital. There are more hand-offs now because of changing working hours, changing staff rotation systems, and less-experienced junior staff due to shorter working hours.
19. Even if you are in a highly regulated industry such as healthcare you can still do benchmarking.
Benchmarking primarily is a strong learning tool and not just a data exchange tool.
It is not necessary to do a benchmarking project for financial reasons only.
20. Key message: Benchmarking is learning from the experience of others.
Key purpose of slide: To provide an overview of benchmarking.
Benchmarking is learning from the experience of others. This is why you do benchmarking so that you can improve your peoples capabilities, products and services.
There are many different ways to learn from the experience of others and so there are many different types of benchmarking.
When the terms is applied to businesses many people think that benchmarking is all about performance comparison, it is not. Benchmarking to me is all about learning from the experience of others - it much more than performance comparisons
Additional
The word benchmarking can be traced back to the term of benchmark used in surveying to indicate the point above sea level of a particularly point. Surveyors use these points as reference points for construction or building plans.
Key message: Benchmarking is learning from the experience of others.
Key purpose of slide: To provide an overview of benchmarking.
Benchmarking is learning from the experience of others. This is why you do benchmarking so that you can improve your peoples capabilities, products and services.
There are many different ways to learn from the experience of others and so there are many different types of benchmarking.
When the terms is applied to businesses many people think that benchmarking is all about performance comparison, it is not. Benchmarking to me is all about learning from the experience of others - it much more than performance comparisons
Additional
The word benchmarking can be traced back to the term of benchmark used in surveying to indicate the point above sea level of a particularly point. Surveyors use these points as reference points for construction or building plans.
21. Key message Benchmarking can be undertaken informally and is the most common type of benchmarking
Key purpose of slide To introduce informal benchmarking
Informal benchmarking is the most common type of benchmarking. It is often undertaken subconsiously without thinking whereby you compare your knowledge with another persons in order to learn from them.
The three main types of informal benchmarking are
learning from experts such as Robert Camp or leaning from the experience of work colleagues
- networking with other people to obtain good ideas and as you can see it can be quite an enjoyable experience. Conferences like this are great for picking up ideas.
on-line databases/websites that share benchmarking information and best practices such as the BPIR.com which publicise best practices from companies all around the world.
Whilst this in an informal approach to benchmarking you can actively encourage it within your organisation through developing a questioning culture whereby your people always question whether their practices or processes are the best that they can be and need to produce evidence that they are the best. Ask Is this a best Practice?
Key message Benchmarking can be undertaken informally and is the most common type of benchmarking
Key purpose of slide To introduce informal benchmarking
Informal benchmarking is the most common type of benchmarking. It is often undertaken subconsiously without thinking whereby you compare your knowledge with another persons in order to learn from them.
The three main types of informal benchmarking are
learning from experts such as Robert Camp or leaning from the experience of work colleagues
- networking with other people to obtain good ideas and as you can see it can be quite an enjoyable experience. Conferences like this are great for picking up ideas.
on-line databases/websites that share benchmarking information and best practices such as the BPIR.com which publicise best practices from companies all around the world.
Whilst this in an informal approach to benchmarking you can actively encourage it within your organisation through developing a questioning culture whereby your people always question whether their practices or processes are the best that they can be and need to produce evidence that they are the best. Ask Is this a best Practice?
22. Key message Benchmarking can be undertaken formally
Other messages Performance benchmarking is of less value than best practice benchmarking
Key purpose of slide To introduce formal and informal benchmarking
There is also formal benchmarking of which there are two types. 1. Performance Benchmarking 2. Best Practice Benchmarking.
Performance benchmarking is focussed on measuring and comparing the performance of your organisation within another organisation for a particular process or activity. It is useful for identifying performance gaps which show that your performance is better or worse than other organisations. Therefore it helps you to decide whether you need to improve a process or not. Performance benchmarking is great for identifying performance gaps but doesnt tell you what to do to improve.
Financial measures:Expenditure, cost of labour, cost of buildings/equipment, cost of energy use, adherence to budget, cash flow, revenue collected.
Non-financial measures: Absenteeism, staff turnover, % of admin staff to front-line staff, budget processing time, complaints, environmental impact, call centre performance.
And then there is the most powerful type of benchmarking called best practice benchmarking. Best Practice Benchmarking is focussed on learning and improving performance. Best practice benchmarking involves not only comparing performance but also learning why other organisations are performing better and then adapting those better practices to your own organisation. This is an example of a 5-step benchmarking methodology called TRADE which is focussed on trading information and knowledge rather than products and services. Other methodologies vary from 4 to 15 steps Bob Camps is 10 steps.
Additional
Within all of these types of benchamrking are strategic, internal, external, competitive, product, etc.. These all fit under the umbrella of formal and informal.
Key message Benchmarking can be undertaken formally
Other messages Performance benchmarking is of less value than best practice benchmarking
Key purpose of slide To introduce formal and informal benchmarking
There is also formal benchmarking of which there are two types. 1. Performance Benchmarking 2. Best Practice Benchmarking.
Performance benchmarking is focussed on measuring and comparing the performance of your organisation within another organisation for a particular process or activity. It is useful for identifying performance gaps which show that your performance is better or worse than other organisations. Therefore it helps you to decide whether you need to improve a process or not. Performance benchmarking is great for identifying performance gaps but doesnt tell you what to do to improve.
Financial measures:Expenditure, cost of labour, cost of buildings/equipment, cost of energy use, adherence to budget, cash flow, revenue collected.
Non-financial measures: Absenteeism, staff turnover, % of admin staff to front-line staff, budget processing time, complaints, environmental impact, call centre performance.
And then there is the most powerful type of benchmarking called best practice benchmarking. Best Practice Benchmarking is focussed on learning and improving performance. Best practice benchmarking involves not only comparing performance but also learning why other organisations are performing better and then adapting those better practices to your own organisation. This is an example of a 5-step benchmarking methodology called TRADE which is focussed on trading information and knowledge rather than products and services. Other methodologies vary from 4 to 15 steps Bob Camps is 10 steps.
Additional
Within all of these types of benchamrking are strategic, internal, external, competitive, product, etc.. These all fit under the umbrella of formal and informal.
23. Best Practice Benchmarking is the most powerful type of benchmarking Key message This is how a best practice benchmarking project is conducted
Key purpose of slide to introduce TRADE and provide a better understanding of how to conduct a best practice project
Best practice benchmarking projects should use a proven benchmarking methodology. The one shown here is TRADE. I advise that these projects focus on key opportunities for improvement. Usually such projects are undertaken by a project team and projects are may last 3-6 months but reap major benefits.
The diagram here explains a little more about each stage.. Firstly the foundation for a successful project is selecting an appropriate project that will deliver significant benefits to the organisation. To ensure this significant time needs to be devoted to developing an appropriate Terms of Reference for the project. The Terms of Reference will detail the aim of the project, its scope, expected benefits, project stakeholders, the project team members etc The TOR needs to be agreed with the project sponsor/stakeholders. An example of a project could be to develop best practices in employee motivation how do we get the best out of our people. .
When developing and finalising the TOR it is likely you will need to do some basic research. If in this case you will get feedback from employee surveys, abseentism levels, staff turnover to understand how big a problem you actually have. You may also consult with experts or read some books to understand more about employee motivation.
The next stage is about identifying those organisations that excel in employee motivation and learning from them. E.g. The Best Government Department in People Development - General Directorate of Abu Dhabi Police received by Colonel Jasim AlMarzouky as part of the Abu Dhabi Award for Excellence in Government Performance
Or speak to ADICOE about the best organisations in the private sector.
Deploy is about communicating the findings and implementing them.
Evaluate is about reviewing whether the project has been successful and also evaluating how can benchmarking projects be run more effectively in future what went well what didnt go well.Key message This is how a best practice benchmarking project is conducted
Key purpose of slide to introduce TRADE and provide a better understanding of how to conduct a best practice project
Best practice benchmarking projects should use a proven benchmarking methodology. The one shown here is TRADE. I advise that these projects focus on key opportunities for improvement. Usually such projects are undertaken by a project team and projects are may last 3-6 months but reap major benefits.
The diagram here explains a little more about each stage.. Firstly the foundation for a successful project is selecting an appropriate project that will deliver significant benefits to the organisation. To ensure this significant time needs to be devoted to developing an appropriate Terms of Reference for the project. The Terms of Reference will detail the aim of the project, its scope, expected benefits, project stakeholders, the project team members etc The TOR needs to be agreed with the project sponsor/stakeholders. An example of a project could be to develop best practices in employee motivation how do we get the best out of our people. .
When developing and finalising the TOR it is likely you will need to do some basic research. If in this case you will get feedback from employee surveys, abseentism levels, staff turnover to understand how big a problem you actually have. You may also consult with experts or read some books to understand more about employee motivation.
The next stage is about identifying those organisations that excel in employee motivation and learning from them. E.g. The Best Government Department in People Development - General Directorate of Abu Dhabi Police received by Colonel Jasim AlMarzouky as part of the Abu Dhabi Award for Excellence in Government Performance
Or speak to ADICOE about the best organisations in the private sector.
Deploy is about communicating the findings and implementing them.
Evaluate is about reviewing whether the project has been successful and also evaluating how can benchmarking projects be run more effectively in future what went well what didnt go well.
25. Good planning is essential when undertaking a benchmarking project
28. External and internal drivers made GOSH aware of dangers in handover procedures. In the mid-1990s in Bristol, England, there was very high mortality for surgery in congenital heart disease followed by contentious public inquiry. One of the important findings of a subsequent study was that the journey from the operating room to the intensive care unit (ICU) was high risk. This external environment impetus to change was followed by an internal driver for change. Interest in human factors led staff physician, Professor Marc de Leval to question whether staff-related factors, such as exhaustion, were more important than patient-related factors, such as the position of the coronary arteries. De Leval reviewed all the arterial switch procedures done in the United Kingdom over a two-year period with by Victor E. Sower, Jo Ann Duffy, and Gerald Kohers August 2008 a psychologist watching the operation. Once again, the journey from the operating room to the ICU was demonstrated to be a high risk factor. This knowledge created a heightened awareness of the danger. Staff came to accept that there was an element of danger associated with what they were doing so they were receptive
External and internal drivers made GOSH aware of dangers in handover procedures. In the mid-1990s in Bristol, England, there was very high mortality for surgery in congenital heart disease followed by contentious public inquiry. One of the important findings of a subsequent study was that the journey from the operating room to the intensive care unit (ICU) was high risk. This external environment impetus to change was followed by an internal driver for change. Interest in human factors led staff physician, Professor Marc de Leval to question whether staff-related factors, such as exhaustion, were more important than patient-related factors, such as the position of the coronary arteries. De Leval reviewed all the arterial switch procedures done in the United Kingdom over a two-year period with by Victor E. Sower, Jo Ann Duffy, and Gerald Kohers August 2008 a psychologist watching the operation. Once again, the journey from the operating room to the ICU was demonstrated to be a high risk factor. This knowledge created a heightened awareness of the danger. Staff came to accept that there was an element of danger associated with what they were doing so they were receptive
30. Examples of Kuwait TRADE Benchmarking projects
31. Key message To show the findings from a global survey on business improvement and benchmarking completed by over 450 companies from
Key purpose of slide - To introduce the Current status section which emphasises the use of benchmarking.
Now that you have a better understanding about benchmarking I will reveal some of the findings from a global survey on benchmarking that was conducted in 2008. It had over 450 companies respond from over 40 countries.Key message To show the findings from a global survey on business improvement and benchmarking completed by over 450 companies from
Key purpose of slide - To introduce the Current status section which emphasises the use of benchmarking.
Now that you have a better understanding about benchmarking I will reveal some of the findings from a global survey on benchmarking that was conducted in 2008. It had over 450 companies respond from over 40 countries.
32. Key message Best Practice benchmarking can deliver significant benefits but it needs to be done well.
Key purpose Emphasising the need to do benchmarking well and follow proven methodologioes
This graph shows that almost 20% of projects produce a financial return of $250,000 or more.
However worrying it shows that approximately 30% of projects have a financial return of less than $10,000.
From analysing the survey data it becomes obvious that many companies were not following an established benchmarking methodology. And this finding supports my own experience in this area. That many say they are doing benchmarking but dont seem to be applying the technique in what I would call a professional manner to get the most out of it.
If we consider other improvement methods such as Six Sigma, Balanced Scorecard, 5S, Business Excellence usually there is a significant training element to it. For benchmarking most people start using the method after just reading a book or after attending a one day awareness session on benchmarking. To apply the tools of best practice benchmarking much more training is required than that.
Key message Best Practice benchmarking can deliver significant benefits but it needs to be done well.
Key purpose Emphasising the need to do benchmarking well and follow proven methodologioes
This graph shows that almost 20% of projects produce a financial return of $250,000 or more.
However worrying it shows that approximately 30% of projects have a financial return of less than $10,000.
From analysing the survey data it becomes obvious that many companies were not following an established benchmarking methodology. And this finding supports my own experience in this area. That many say they are doing benchmarking but dont seem to be applying the technique in what I would call a professional manner to get the most out of it.
If we consider other improvement methods such as Six Sigma, Balanced Scorecard, 5S, Business Excellence usually there is a significant training element to it. For benchmarking most people start using the method after just reading a book or after attending a one day awareness session on benchmarking. To apply the tools of best practice benchmarking much more training is required than that.
33. Why do some projects fail? 35% do not undertake a cost/benefit analysis
34. Certification Levels Therefore to increase the professionalism of benchmarking my Centre were the first to introduce a certification scheme for benchmarking to ensure that people knew how to apply benchmarking to achieve the best results. Thos certification and the use of TRADE is now supported by adicoe.Therefore to increase the professionalism of benchmarking my Centre were the first to introduce a certification scheme for benchmarking to ensure that people knew how to apply benchmarking to achieve the best results. Thos certification and the use of TRADE is now supported by adicoe.
35. Benchmarking Key message All types of benchmarking are growing in popularity Key purpose of slide Therefore it is a tool you should be seriously considering
For those companies which werent using a tool we asked which tools most likely to use in next three years and benchmarking faired best with between 60-70% saying they will use. Again six sigma was rated as one of the least popular. .This shows benchmarking is increasing in popularity recognising that more companies understand they are operating in a global business environment and therefore recognise they need to have best practices.
However are all benchmarking projects successful?
Key message All types of benchmarking are growing in popularity Key purpose of slide Therefore it is a tool you should be seriously considering
For those companies which werent using a tool we asked which tools most likely to use in next three years and benchmarking faired best with between 60-70% saying they will use. Again six sigma was rated as one of the least popular. .This shows benchmarking is increasing in popularity recognising that more companies understand they are operating in a global business environment and therefore recognise they need to have best practices.
However are all benchmarking projects successful?
36. 38 years
13 years
4 years
9 months to reach 100 million.. One reason for the continued popularity of benchmarking will be due the growth in the internet which has greatly assisted organisations to learn from each other.
Facebook with 100m,
Even taken with a healthy grain of salt, the stats Tencent are presenting deserve a mention: the report claims more than 200 million people were using QZone as of January 31, 2009, surpassing international players like Facebook (which recently announced 175 million registered users) and MySpace.
Linked in advertising jobs One reason for the continued popularity of benchmarking will be due the growth in the internet which has greatly assisted organisations to learn from each other.
Facebook with 100m,
Even taken with a healthy grain of salt, the stats Tencent are presenting deserve a mention: the report claims more than 200 million people were using QZone as of January 31, 2009, surpassing international players like Facebook (which recently announced 175 million registered users) and MySpace.
Linked in advertising jobs
37. If we look at the social media today many of these assist in benchmarking e.g. Blogs, discussion forms, sharing, social networks, publishing etcIf we look at the social media today many of these assist in benchmarking e.g. Blogs, discussion forms, sharing, social networks, publishing etc
38. BPIR.com, a benchmarking & best practice website, was launched in 2002
39. What is the BPIR.com?
40. --
43. Standard Membership Services Key message The BPIR now offers networking services as well as information services
Key purpose of slide To inform old users to look at the site again and new users to want to access it.
The BPIR as some of you will have seen consists of benchmarks, best practice information and case studies, self-assessment tools and a huge electronic library consisting of over 1,000,000 articles.
However, as of last week the BPIR has now been enhanced. We have just launched our networking services as part of the site. This will enable you to develop your personal profile and network with other members to share best practices and much more..
Therefore this resource will enable you to be the eagle for your organisation searching for best practices and ways to improve performance
Key message The BPIR now offers networking services as well as information services
Key purpose of slide To inform old users to look at the site again and new users to want to access it.
The BPIR as some of you will have seen consists of benchmarks, best practice information and case studies, self-assessment tools and a huge electronic library consisting of over 1,000,000 articles.
However, as of last week the BPIR has now been enhanced. We have just launched our networking services as part of the site. This will enable you to develop your personal profile and network with other members to share best practices and much more..
Therefore this resource will enable you to be the eagle for your organisation searching for best practices and ways to improve performance
50. Search for people with specific expertise or organisations that have best practices or use improvement tools of interest.
51. Steps towards world-class performance I am going to conclude by providing an overview of how you should fit benchmarking into your business excellence approach..I am going to conclude by providing an overview of how you should fit benchmarking into your business excellence approach..
52. Firstly, what we have is a typical company.. I would suggest that the first step is to understand your current systems and obtain consistency in how your organisation operates. Therefore a basic first step is to implement a quality system. Once you understand what you do then this is the time to really focus on improving your systems and the easiest and fastest way to do this is through Informal Benchmarking therefore through networking, read best practice case studies etc..Firstly, what we have is a typical company.. I would suggest that the first step is to understand your current systems and obtain consistency in how your organisation operates. Therefore a basic first step is to implement a quality system. Once you understand what you do then this is the time to really focus on improving your systems and the easiest and fastest way to do this is through Informal Benchmarking therefore through networking, read best practice case studies etc..
53. The next step I advise you to undertake is to undertake a business excellence assessment as this will identify what your organisation is good at and not so good at. The model shown here, as many of you will know, is the European Business Excellence Model. To address those oppportunities for improvement you could just brainstorm what needs to be done or my advice would be to do some Informal Benchmarking and learn from the practices of others. Remember how you can search for practices via the bpir.com?The next step I advise you to undertake is to undertake a business excellence assessment as this will identify what your organisation is good at and not so good at. The model shown here, as many of you will know, is the European Business Excellence Model. To address those oppportunities for improvement you could just brainstorm what needs to be done or my advice would be to do some Informal Benchmarking and learn from the practices of others. Remember how you can search for practices via the bpir.com?
54. Step 4 is to undertake best practice benchmarking for those key opportunities for improvement. With proper planning you can ensure these projects produce major benefits to your organisation. Step 4 is to undertake best practice benchmarking for those key opportunities for improvement. With proper planning you can ensure these projects produce major benefits to your organisation.
55. Benchmarking between business units leads to Boeing Aerospace Support achieving world-class status in three years. ON BUDGET. . . Managing to tight operating budget with a management reserve!ON BUDGET. . . Managing to tight operating budget with a management reserve!
56. 56
57. 57 Boeing Aerospace Supports Revenue Performance
58. 58 David Spong, CEO, Boeing Aerospace Support receiving the Baldrige Award from George Bush Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. Youve got to be willing to change. You cannot use finesse to solve problems.
Embrace the concept that all ideas have value. People come into my office all the time. Theyve got ideas and, to be quite honest, I havent a clue whether their ideas will work or not. But if the idea isnt comparable to rearranging deck chairs on the Titanic, I usually say, go for it. 95% of the time they come back with a success story.
Again, its part of empowering, part of motivating people so they feel theyre worthwhile.
Finally, I would challenge all of you, especially if youre not already doing it, to use an internal Baldrige assessment process -- it works.
Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. Youve got to be willing to change. You cannot use finesse to solve problems.
Embrace the concept that all ideas have value. People come into my office all the time. Theyve got ideas and, to be quite honest, I havent a clue whether their ideas will work or not. But if the idea isnt comparable to rearranging deck chairs on the Titanic, I usually say, go for it. 95% of the time they come back with a success story.
Again, its part of empowering, part of motivating people so they feel theyre worthwhile.
Finally, I would challenge all of you, especially if youre not already doing it, to use an internal Baldrige assessment process -- it works.
59. Conclusion I am going to conclude by providing an overview of how you should fit benchmarking into your business excellence approach..I am going to conclude by providing an overview of how you should fit benchmarking into your business excellence approach..
60. In conclusion, use all types of benchmarking to achieve benchmarking excellence.
So if you follow these guidelines you will be soaring like an Eagle in no time.
In conclusion, use all types of benchmarking to achieve benchmarking excellence.
So if you follow these guidelines you will be soaring like an Eagle in no time.
61. Dr Robin Mann, Director, Centre for Organisational Excellence Research (COER) www.coer.org.nz, R.S.Mann@massey.ac.nz,
+64 6 326 7377 +64 21 142 6531
