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benchmarking
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Bench marking is setting some standard to the level of products and services being produced or offered to customers while still minimizing costs. The role of benchmarking is providing a reference point. The discipline of bench marking is focused on analyzing, identifying, studying and adopting best practices in an organization like customer satisfaction, product quality, throughput and implementing the findings. Performance measurement is the regular collection, reporting and analyses of resources used, work produced and whether the specific intended objectives were realized. Performance measurement is usually based on set goals and expected obligations against the outcome. There is a clear difference between a Performance Measure and a 'Benchmark'. The former provides a continuing measure of productivity, cost efficiency, operating excellence or level of quality and service delivery. A Benchmark on the other hand is a point of reference or target. In order to bench mark, the management needs to understand the needs and potential of the organization through its budget mostly and to avoid chasing the target while not accomplishing goals. It’s therefore clear that after setting the benchmark, the performance measures come in place to evaluate how the business did. Performance measurement is something that is done periodically over time to determine whether the business is working towards its goals.
In building a performance measurement system, one should take into account the four principles; Principle one; Establish broad goals to help in decision making;- review the organization strategic plan. The goals should be developed after an assessment of community conditions, a review of all applicable plans, and a review of internal oper...
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...ions-Management-Principles, Accessed on 6th Dec 2013
Alan Probst, (2009), performance measurement, benchmarking & outcome-based budgeting for Wisconsin local, government, local government center, Accessed on 6th Dec 2013
David Gillen, (2001), the role in quality management, benchmarking and performance measurement: Accessed on 6th Dec 2013.
Dr. Jens Brunner, Dr. Rainer Kolisch and Dr. Jesper Larsen, (April, 2013) Airport Operations Management, http://www.journals.elsevier.com/computers-and-operations-research/call-for-papers/special-issue-airport-operations-management/, Accessed on 6th Dec 2013
Economist, Expanding Heathrow westwards could give London the airport capacity it needs at reasonable cost, (2013) http://www.economist.com/news/leaders/21574486-expanding-heathrow-westwards-could-give-london-airport-capacity-it-needs-reasonable, Accessed on 6th Dec 2013
Metrics are very important in Operations Management within an organization because it provides functions such as control, reporting, communication, opportunities for improvement and expectations. It is a certifiable measure stated in either quantitative or qualitative terms types of measurements. In addition, metrics has different types of categories in the organizations. One of which is “Organizational Focus”, that have four different types of level within the organization or firm. 1. Organizational Metrics – this type of measure, capture and describe the performance of an organization (i.e.…market share and rate of return). 2. Product Metric – it measures cost per unit, contribution margin per unit, or growth in sales.
Benchmarking should not be considered simply a tool of management, but rather an integral part of the business strategy of a firm. When implementing benchmarking, management must consider the overall issues of performance and process re-engineering.
As stated by Baker and Baker (2014), benchmarking is the continuous process of measuring products, services, and activities against the best levels of performance. It may also be defined as the method of finding which practices are best and recommending what that performance should be in the future. Benchmarking is not permanent it is ever changing, it may be considered time-sensitive and perishable.
All operations have in common three main characteristics: inputs, actions (process) and outputs. When measuring performance, we need to consider these component parts having always in mind the five performance indicators.
Young, S., and Wells, A., (2011). Airport planning and management. 6th Edition. New York, New York. McGraw-Hill Professional.
According to Keith Sisson, the practice of Benchmarking or “continuous improvement” was first introduced in the 1950’s by Toyota. Benchmarking is the process used by organizations to improve specific processes within the organization. Benchmarking focuses on obtaining the “best practice” for the company and not measuring based on the maximum performance. Benchmarking is done by obtaining information from one organization and improving that information to be used in another organization within the same market. The two primary types of benchmarking are Internal and External. Internal benchmarking compares practices and performance between teams, individuals or groups within the organization. External benchmarking compares the organizational performance across industries. Benchmarking helps companies understand their type of industry better since they are able to compare the techniques used by competitor companies and enhance them to make it work more efficient for the company. “Benchmarking is a management technique aimed at detecting “best practice” in other organizations and then adopting it in one’s own.” Benchmarking. (2011).
Benchmarking is the process of establishing a standard of excellence and comparing an organization function or activity, a product, or an enterprise as a whole with that standard. Healthcare institutions may use benchmarking to reduce expenses and at the same time improve product and service quality. Benchmarking in the healthcare industry is a quality management issue that is a continuous process by which an organization can measure and compare its own processes with those of organizations that are leaders in a particular area. Benchmarking should be viewed as a part of quality management programs, not as a replacement. There are four kinds of benchmarking: internal, competitive, functional and generic. With internal benchmarking,
Anderson, K & McAdam, R, 2004, A criqique of benchmarking and performance measurement: Lead or lag?, Benchmarking: An International Journal, vol.11, No.5 Pp. 465-483
At its most fundamental core, quality improvement of healthcare services and resources requires disciplined attention to the measurement, monitoring, and reporting of system performance (Drake, Harris, Watson, & Pohlner, 2011; Jones, 2010; Kennedy, Caselli, & Berry, 2011). Research points to performance measurement as a significant factor in enabling strategic planning processes and achievement of performance goals (Tapinos, Dyson & Meadows, 2005). Thus, without a system of measurement that accounts for the performance behaviors of healthcare professionals, managers and administrative employees, quality improvement remains a visionary abstraction (de Waal, 2004).
The purpose of performance measurement are communication, motivation, control and improvement. The performance drivers should include this few parts, personnel development, employee attitudes, public responsibility, balance between short-range objective and long-term goals and product leadership. And these parts should affect the customers’ satisfaction of our company.
Performance management is a useful and powerful tool that can be used by managers to identify what areas of their organisation they need to improve to increase the organisation’s overall performance. The idea of a balanced scorecard enforces a sensible distribution of resources and effort across all aspect of performance an organisation is, or should be, concerned with.
When implementing a new performance management system in an organization there are both advantages and disadvantages that need to be taken into consideration by the design team. However, one of the best ways to know if a performance management system is effective is by implementing the system within the organization and then continuously monitor and reevaluate if the system is still relevant to the organizational
Benchmarking is the process of comparing the cost, cycle time, productivity and the quality of a specific process or method to another, that is commonly considered to be an industry standard or best practice, in order to provide a standard measurement of effective measurement within the organisation. In simpler words, it can be defined as a process of finding good practice and learning from others, and it provides a snapshot of the business performance helps to understand where you are in relation to a particular standard.
With over 650 million passengers travelling annually, each with different agendas, itineraries, needs, and desires, airport terminals have become complex systems in their own rights, incorporating both necessary passenger and baggage processing services as well as a full spectrum of customer service, retail shopping, food and beverage, and other facilities to make the passengers’ transition between the airside and landside components of the airport system as pleasant as possible. (Wells and Young, 2003, p.208)
‘If you can’t measure it, you can’t management it’, [Dan vesset and Brian, M. 2009]. Performance management is concerned with the measurement of results and with studying progress to achieving objectives base on the results. Managing performance can tell you what you’re doing well in, and also reveal areas where you need to make adjustments. Measuring performance tells you how far you’ve gone achieving your ultimate