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.

Benchmarking involves management identifying the best firms in their industry, or any other
industry where similar processes exist, and comparing the results and processes of those studied
(the "targets") to one's own results and processes to learn how well the targets perform and, more
importantly, how they do it.

The term benchmarking was first used by cobblers to measure people's feet for shoes. They
would place someone's foot on a "bench" and mark it out to make the pattern for the shoes.
Benchmarking is most used to measure performance using a specific indicator (cost per unit of
measure, productivity per unit of measure, cycle time of x per unit of measure or defects per unit
of measure) resulting in a metric of performance that is then compared to others.

Also referred to as "best practice benchmarking" or "process benchmarking", it is a process used

in management and particularly strategic management, in which organizations evaluate various
aspects of their processes in relation to best practice companies' processes, usually within a peer
group defined for the purposes of comparison. This then allows organizations to develop plans
on how to make improvements or adapt specific best practices, usually with the aim of increasing
some aspect of performance. Benchmarking may be a one-off event, but is often treated as a
continuous process in which organizations continually seek to improve their practices.

Contents
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 1 Benefits and use

 2 Collaborative benchmarking
 3 Procedure
 4 Costs
 5 Technical Benchmarking/Product Benchmarking
 6 Types
 7 Metric Benchmarking
 8 See also
 9 References

[edit] Benefits and use

In 2008, a comprehensive survey on benchmarking was commissioned by The Global
Benchmarking Network, a network of benchmarking centers representing 22 countries. Over 450
organizations responded from over 40 countries. The results showed that:
 1. Mission and Vision Statements and Customer (Client) Surveys are the most used (by
77% of organizations of 20 improvement tools, followed by SWOT analysis(72%), and
Informal Benchmarking (68%). Performance Benchmarking was used by (49%) and Best
Practice Benchmarking by (39%).
2. The tools that are likely to increase in popularity the most over the next three years are
Performance Benchmarking, Informal Benchmarking, SWOT, and Best Practice
Benchmarking. Over 60% of organizations that are not currently using these tools
indicated they are likely to use them in the next three years.

[edit] Collaborative benchmarking

Benchmarking, was originally invented as a formal process by Rank Xerox, is usually carried out
by individual companies. Sometimes it may be carried out collaboratively by groups of
companies (e.g. subsidiaries of a multinational in different countries). One example is that of the
Dutch municipally-owned water supply companies, which have carried out a voluntary
collaborative benchmarking process since 1997 through their industry association. Another
example is the UK construction industry which has carried out benchmarking since the late
1990s again through its industry association and with financial support from the UK
Government.

[edit] Procedure
There is no single benchmarking process that has been universally adopted. The wide appeal and
acceptance of benchmarking has led to various benchmarking methodologies emerging. The
seminal book on benchmarking is Boxwell's Benchmarking for Competitive Advantage published
by McGraw-Hill in 1994.[1] It has withstood the test of time and is still a relevant read. The first
book on benchmarking, written and published by Kaiser Associates,[2] is a practical guide and
offers a 7-step approach. Robert Camp (who wrote one of the earliest books on benchmarking in
1989)[3] developed a 12-stage approach to benchmarking.

The 12 stage methodology consisted of 1. Select subject ahead 2. Define the process 3. Identify
potential partners 4. Identify data sources 5. Collect data and select partners 6. Determine the gap
7. Establish process differences 8. Target future performance 9. Communicate 10. Adjust goal
11. Implement 12. Review/recalibrate.

The following is an example of a typical benchmarking methodology:

1. Identify your problem areas - Because benchmarking can be applied to any business
process or function, a range of research techniques may be required. They include:
informal conversations with customers, employees, or suppliers; exploratory research
techniques such as focus groups; or in-depth marketing research, quantitative research,
surveys, questionnaires, re-engineering analysis, process mapping, quality control
variance reports, or financial ratio analysis. Before embarking on comparison with other
organizations it is essential that you know your own organization's function, processes;
 base lining performance provides a point against which improvement effort can be
measured.
2. Identify other industries that have similar processes - For instance if one were
interested in improving hand offs in addiction treatment he/she would try to identify other
fields that also have hand off challenges. These could include air traffic control, cell
phone switching between towers, transfer of patients from surgery to recovery rooms.
3. Identify organizations that are leaders in these areas - Look for the very best in any
industry and in any country. Consult customers, suppliers, financial analysts, trade
associations, and magazines to determine which companies are worthy of study.
4. Survey companies for measures and practices - Companies target specific business
processes using detailed surveys of measures and practices used to identify business
process alternatives and leading companies. Surveys are typically masked to protect
confidential data by neutral associations and consultants.
5. Visit the "best practice" companies to identify leading edge practices - Companies
typically agree to mutually exchange information beneficial to all parties in a
benchmarking group and share the results within the group.
6. Implement new and improved business practices - Take the leading edge practices and
develop implementation plans which include identification of specific opportunities,
funding the project and selling the ideas to the organization for the purpose of gaining
demonstrated value from the process.

[edit] Costs
The three main types of costs in benchmarking are:

 Visit Costs - This includes hotel rooms, travel costs, meals, a token gift, and lost labor
time.
 Time Costs - Members of the benchmarking team will be investing time in researching
problems, finding exceptional companies to study, visits, and implementation. This will
take them away from their regular tasks for part of each day so additional staff might be
required.
 Benchmarking Database Costs - Organizations that institutionalize benchmarking into
their daily procedures find it is useful to create and maintain a database of best practices
and the companies associated with each best practice now.

The cost of benchmarking can substantially be reduced through utilizing the many internet
resources that have sprung up over the last few years. These aim to capture benchmarks and best
practices from organizations, business sectors and countries to make the benchmarking process
much quicker and cheaper.

[edit] Technical Benchmarking/Product Benchmarking

The technique initially used to compare existing corporate strategies with a view to achieving the
best possible performance in new situations (see above), has recently been extended to the
comparison of technical products. This process is usually referred to as "Technical
Benchmarking" or "Product Benchmarking". Its use is particularly well developed within the
automotive industry ("Automotive Benchmarking"), where it is vital to design products that
match precise user expectations, at minimum possible cost, by applying the best technologies
available worldwide. Many data are obtained by fully disassembling existing cars and their
systems. Such analyses were initially carried out in-house by car makers and their suppliers.
However, as they are expensive, they are increasingly outsourced to companies specialized in
this area. Indeed, outsourcing has enabled a drastic decrease in costs for each company (by cost
sharing) and the development of very efficient tools (standards, software).

[edit] Types
 Process benchmarking - the initiating firm focuses its observation and investigation of
business processes with a goal of identifying and observing the best practices from one or
more benchmark firms. Activity analysis will be required where the objective is to
benchmark cost and efficiency; increasingly applied to back-office processes where
outsourcing may be a consideration.
 Financial benchmarking - performing a financial analysis and comparing the results in
an effort to assess your overall competitiveness and productivity.
 Benchmarking from an investor perspective- extending the benchmarking universe to
also compare to peer companies that can be considered alternative investment
opportunities from the perspective of an investor.
 Performance benchmarking - allows the initiator firm to assess their competitive
position by comparing products and services with those of target firms.
 Product benchmarking - the process of designing new products or upgrades to current
ones. This process can sometimes involve reverse engineering which is taking apart
competitors products to find strengths and weaknesses.
 Strategic benchmarking - involves observing how others compete. This type is usually
not industry specific, meaning it is best to look at other industries.
 Functional benchmarking - a company will focus its benchmarking on a single function
to improve the operation of that particular function. Complex functions such as Human
Resources, Finance and Accounting and Information and Communication Technology are
unlikely to be directly comparable in cost and efficiency terms and may need to be
disaggregated into processes to make valid comparison.
 Best-in-class benchmarking - involves studying the leading competitor or the company
that best carries out a specific function.
 Operational benchmarking - embraces everything from staffing and productivity to
office flow and analysis of procedures performed.[4]
 Energy benchmarking - developing an accurate model of a building's energy
consumption with the purpose of measuring reductions in usage.

[edit] Metric Benchmarking

Another approach to making comparisons involves using more aggregative cost or production
information to identify strong and weak performing units. The two most common forms of
quantitative analysis used in metric benchmarking are data envelope analysis (DEA) and
regression analysis. DEA estimates the cost level an efficient firm should be able to achieve in a
particular market. In infrastructure regulation, DEA can be used to reward companies/operators
whose costs are near the efficient frontier with additional profits. Regression analysis estimates
what the average firm should be able to achieve. With regression analysis firms that performed
better than average can be rewarded while firms that performed worse than average can be
penalized. Such benchmarking studies are used to create yardstick comparisons, allowing
outsiders to evaluate the performance of operators in an industry. A variety of advanced
statistical techniques, including stochastic frontier analysis, have been utilized to identify high
performers and weak performers in a number of industries, including applications to schools,
hospitals, water utilities, and electric utilities.[5]

One of the biggest challenges for Metric Benchmarking is the variety of metric definitions used
by different companies and/or divisions. Metrics definitions may also change over time within
the same organization due to changes in leadership and priorities. The most useful comparisons
can be made when metrics definitions are common between compared units and do not change
over time so improvements can be verified.

[edit] See also

 Business Excellence
 Best Practices
 Project triangle

[edit] References
1. ^ Benchmarking for Competitive Advantage. Robert J Boxwell Jr, New York:
McGraw-Hill. 1994. pp. 225. ISBN 0-07-006899-2.
http://www.amazon.com/Benchmarking-Competitive-Advantage-Robert-
Boxwell/dp/0070068992.
2. ^ Beating the competition: a practical guide to Benchmarking. Washington, DC:
Kaiser Associates. 1988. pp. 176. ISBN 978-1563650185.
http://www.kaiserassociates.com/cs/first_book_on_benchmarking.
3. ^ Camp, R. (1989). The search for industry best practices that lead 2 superior
performance. Productivity Press.
4. ^ Benchmarking: How to Make the Best Decisions for Your Practice
5. ^ Body of Knowledge on Infrastructure Regulation "Incentive Regulation: Basic
forms of Regulation"