Step 2. Select
and prepare the Benchmarking (BMK) Team.
"The
wisdom of teams lies not in encouraging teams for their own sake, but rather in
helping those on potential teams have the chance to pursue their own
performance challenges." (Katzenbach and Smith, 1993)
Input for Step 2: The input for Step 2 is the output from Step
1:
- A significant process
to benchmark.
- A top leader (ESC
member) as benchmark champion.
- A chartered QMB.
- The type and desired
level of improvement.
A.
Charter and guide the BMK Team.
The
Benchmarking (BMK) Team charter is a document designed by the QMB to guide the
team. The BMK Team may be cross functional, and may have various levels of
employees working on it. The needs and requirements of the BMK Team are
dictated by the process to be benchmarked. The charter will align the
expectations of the BMK Team with the QMB and the ESC (DON Team Skills and
Concepts, 1996).
In
broad terms, the charter should state:
·
the purpose of the team.
·
any specific issues/problems/concerns identified by the
QMB or ESC.
·
their priorities.
·
the goals and expectations of the QMB.
·
any boundaries or parameters.
·
the estimated resources available.
- the reporting
requirements.
- the level of
decision-making authority of the BMK Team.
In
designing the BMK Team, the QMB should consider the size required and any time
frames or other limitations that need to be imposed. (Any required changes can
be negotiated between the BMK Team and QMB when necessary.) The BMK Team's charter
should also provide guidance for any plans of action and milestones (POA&M)
that need to be developed.
B.
Clarify the roles and responsibilities.
The
QMB needs to clarify the BMK Team members. roles and
responsibilities.
The
team leader:
·
serves as the project manager.
·
works with the quality advisor/facilitator to design
agendas.
·
oversees the team's resources and negotiates financial
support with the assistance of the QMB linking pin.
·
oversees the administration of the project logistics.
·
reminds the team of benchmarking protocol, etiquette, and
Code of Conduct.
The
quality advisor/facilitator:
- serves as the consultant to
the team leader.
- provides guidance on how to
apply the DON Benchmarking Model.
- enforces the BMK Team's ground
rules.
- provides just-in-time training
in TQ team skills/tools.
- promotes participation and
teamwork.
The
linking pin from the QMB to the BMK Team:
- serves as the executive
champion and ESC delegate.
- supports the BMK Team members
and provides resources when needed.
- communicates up the chain of
command.
- provides feedback and
recognition for the team's efforts.
Note:
The linking pin may also be the benchmarking champion, as described in Step 1c.
The
union representative (where applicable):
- serves as a labor partner to
management.
- expresses any concerns of union
officials.
The
information manager/recorder:
- serves as the team's
librarian.
- records and keeps the minutes.
- organizes and retains relevant
literature and records.
Team
members:
Team
members need to have an understanding of and experience working with the
overall process being benchmarked. Among the members, expertise in one or more
of
the
following areas is necessary to execute the BMK Team's work:
- designing a detailed flowchart
of the internal process being benchmarked.
- conducting research projects.
- data collection and
analysis methods.
- identifying special causes.
- performance measurement methods.
- technical expertise in the
process.
- record keeping skills.
- time keeping skills.
- oral skills for presenting
briefs.
- written skills for developing
reports.
- a reliable point of
contact for the benchmarking partner(s) and the site visit coordinator(s).
- leadership skills for leading
teams and fostering teamwork.
Note:
Administrative support is a necessary and important element for the BMK Team's
success.
A Word of Advice: The individuals selected
for the team will have an effect on the overall credibility of the study. A
variety of personality types should be included on the team. All the members
(the forward thinker and the foot dragger, the extrovert and the introvert, the
enthusiastic supporter and the cynic) represent points of view also found in
the larger organization and can add substantial value to the final outcome of
the benchmarking project.
C.
Flowchart the process to be benchmarked.
A
flowchart (or a process map) is essential to a common understanding of the
current process and also enables the teams to make quick, precise process
comparisons. The flowchart should reflect the .as-is. process,
not necessarily the "should-be" process. Later, this flowchart will
be compared to the benchmarking partners. flowchart.
Gaps and/or non-value added steps in the process will demonstrate the changes
that need to be made.
Output from Step 2: The
output from Step 2 is the input for Step 3.
- A chartered BMK Team.
- A flowchart of the
process to be benchmarked.
Quality Advisor's
Checklist
Before
moving to the next step, the quality advisor should review the following
checklist:
- How did the QMB ensure
that the appropriate employees are on the BMK Team?
- Does the BMK Team
charter provide clear guidance for the team?
- Is there a method for
changing/adding/deleting BMK Team members if necessary?
- Is there someone on the
BMK Team or someone who could be brought in as a resource to ensure that
the BMK Team has all the skills and tools it needs?
- Have all members of the
BMK Team understood and agreed to their roles and responsibilities?
- Is there a detailed
flowchart of the "as-is" process to be benchmarked? At the
Process Owners (QMB) level with Top Management (ESC) Linking Pin:
Disclaimer: This material is for training purposes only. Its purpose is to inform employers of best practices in occupational safety and health and general OSHA compliance requirements. This material is not, in any way, a substitute for any provision of the Occupational Safety and Health Act of 1970 or any standards issued by OSHA.