DO . . .

DON'T . . .

·         select benchmarking projects that are tied to strategic goals/objectives.

·         benchmark just to say you did it.

·         benchmark a core process.

·         expect big paybacks when benchmarking a non-core process.

·         obtain management commitment.

·         benchmark without sufficient support.

·         get the support/involvement of process owners.

·         leave out the middle managers.

·         know and clearly map out your own process before attempting to bench­mark.

·         expect to benchmark another's process without a thorough understanding of your own.

·         identify the important measures of the process.

·         trust what you can't measure.

·         allocate adequate resources.

·         think you can get a big return without some investment of resources.

·         follow the DON Benchmarking Model.

·         reinvent the wheel.

·         plenty of research.

·         forget to research public domain.

·         limit the number of site visits and the benchmarking team members who participate in visits.

·         confuse benchmarking with industrial tourism.

·         research companies/organizations you visit before you go.

·         go on a site visit unprepared.

·         abide by the Benchmarking Code of Conduct.

·         assume Code of Conduct is implicitly known and understood.

·         reciprocate.

·         ask for information that you would not be willing to share.

·         debrief benchmarking teams ASAP after each site visit.

·         delay a debrief more than three days after the site visit.

·         keep communications flowing up and down the chain of command.

·         wait until benchmarking study is complete to get management's thumbs up or thumbs down on progress.

·         implement the improvements identified by the benchmarking study ASAP.

·         forget the primary reason for bench­marking is to implement the best practices.

·         ask internal/external customers what they think would improve the process.

·         forget what's important to your customer(s).

·         provide guidance/resources/charter.

·         over control. the team.