Benchmarking can be called comparing your own performances to those of the best practices in top-level companies. It involves an evaluation of how those companies have achieved results - and on the basis of this information, setting the targets for your own company.
Benchmarking is not limited to mere goal setting. It involves concentrating on the superior performance. Benchmarking projects are like any other project - it is essential to have a systematic and structured approach to the process.
At the same time, the process should be flexible to any innovative ways to obtain new information. Typically, there are four phases of the benchmarking process; planning, analysis, integration and action.
Phases of Benchmarking:
Planning Phase
Being the first phase, this phase has to be completely error free. Any mistakes in this phase will mean further phases would be affected, and efficiency and effectiveness may not be up to the mark.
This phase involves the identification of the benchmark itself. It means that top management has to decide which processes are relevant - from the point of view of customer requirements.
The critical to quality (CTQs) requirements have to be studied properly to prioritize the relevant processes. These have to be benchmarked to an organization. A proper study of which one suits your goals the most should be selected.
Analysis Phase
This phase involves analyzing the information collected in the planning phase. An analysis of the reasons for the better outcomes of the benchmarked processes has to be done based on the data collected. Based on this analysis, a better process has to be developed.
The next step is to set goals for developing an improved process for your organization. This goal for the process should be to make as good a process - or an even better one - than the other organization.
Integration Phase
This phase takes the planning and analysis done in the earlier steps to further levels only after being accepted by senior management and department heads. Proper communication of the findings in the earlier stages has to be conducted and their commitment established.
When the revisions are accepted, the acceptance of the goals is the next important step.
Action Phase
The last phase is the most important phase. It involves developing a plan for implementation with all the factors involved such as the time line, responsible owners and targets being planned properly.
It is necessary that senior management also be responsible for the coordination of various activities, monitoring the progress of the plans and removing any barriers in the implementation process. When the revised process is in place, a report stating the benefits of the new revised process has to be developed.
The project completion should be the milestone- the benchmark - for any further projects. The process has to be a continuous one so that the initiative does not fail due to neglect.
Benchmarking is definitely advantageous, as it involves learning from others to make suitable changes to suit your company's requirements and goals.
At the top level are the proponents of Six Sigma in the organizations who prepare the vision and do the much needed cost benefit analysis of implementing Six Sigma. They are the top executives and include the CEO, CFO and other senior most management. These persons are responsible for initiating the setup of a vision for the niche Six Sigma implementation.
The ‘Champions’ are the persons who are responsible for implementing the Six Sigma rollout across the whole organization under guidance of the top management. Champions usually act as mentors and help the Black Belts. They some times also called ‘Quality Leaders’.
The champions identify certain persons who are requited to received proper training and then become the master trainers in the organizations and hence the designation of ‘Master Black Belts’ is given to this level. These persons are full time devoted to Six Sigma in an organization.
Some of the persons with extreme expertise in any of the technical field are termed as ‘Experts’. These persons may work across various departments and sites and division spreading their expert knowledge.
Under the Master Black Belts operate the ‘Black Belts’ who apply Six Sigma techniques and methodologies for implementing of specific projects. They normally devote their full time to Six Sigma. Their main focus is on execution of Six Sigma projects, whereas Master Black Belts and Champions focus on identifying the projects/functions which need Six Sigma.
The employees who use a part of their time to implement Six Sigma along with their regular job and work responsibilities are the ‘Green Belts‘ are the employees who consider implementation of Six Sigma with other job requirements responsibilities which they have.
In most of the Six Sigma implementations the Black Belts and Green Belts are usually authorized to initiate or expand or lead projects of the area of their expertise and /or responsibility. The roles are not watertight and can be changed by the top management at will.
Both Tony Jacowski & Alex Gwen Thomson are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.
Tony Jacowski has sinced written about articles on various topics from University, Six Sigma and Information Technology. Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online and certification classes for six sigma pro. Tony Jacowski's top article generates over 90500 views. to your Favourites.
Alex Gwen Thomson has sinced written about articles on various topics from Home Management, Income Tax Return and Wrinkles. John Nash writes on topics such as , and. Alex Gwen Thomson's top article generates over 673000 views. to your Favourites.