Step 5: Determine performance gaps and strengths.
"The
organization sees evidence of what others can do and accepts goals more readily
because they are more realistic." (Thor, 1995)
Input to Step 5: The input
to Step 5 is the output from Step 4.
- A data collection plan
and method.
- Quantitative (just the
numbers) and qualitative (what the numbers mean) performance measures of
the process.
- A blind list of
partners in order of where they rank in each performance measure.
A.
Analyze performance gaps and strengths.
At
this step, the BMK Team, with the guidance and support of the process owner's
(QMB's) linking pin, can analyze the gaps between the organization's current
process performance and that of the benchmarked partner(s) by:
·
analyzing the gaps in your current business process against
your benchmarking partner(s) and determining your strengths as well as your
areas to target for improvement.
·
doing a performance gap analysis with a detailed
comparison of the .as-is. process to the
"best-in-class."
- listing the best practices and
the strengths where benchmarking partner(s) display superior performance.
- showing parity where there are
no significant differences.
- describing where your internal
practices are superior to the benchmarked partner(s).
- producing the analysis necessary
for the benchmarking report and preparing to make recommendations to the
process owners (QMB) based on that analysis.
- determining reasons for the gaps.
- projecting any future competitive
gaps.
- re-flowcharting your process as a
"could-be" process.
B.
Produce a benchmarking report.
This
report is intended to provide a summary of the benchmarking study, a permanent
record for the organization, and an internal communications document. The
report can also be used as a foundation for future benchmarking initiatives. It
might include the following information:
- A statement of the
need/purpose of the benchmarking study.
- The background on the
study, which might include:
- how and why the
process was selected
- how and why the
partners were selected
- charts or current
performance measurements.
- The customers of the
process benchmarked and any specific customer requirements addressed by
the analysis. z The BMK Team members and the QMB
members to whom they reported.
- An illustration of the
benchmarking project's calendar and milestones.
- A description of the
process as it actually existed at the start of the study (through an
outline, flowchart, process map, matrix, charts, or narrative).
- Information sources
researched and the criteria used in selecting partners.
- A description of the
methodology used to collect the data.
- A data summary or
matrix.
- An analysis of the data
collected.
- The conclusions and
results of the benchmarking study.
- The current performance
gaps and strengths.
- Recommendations from
the benchmarking team on improving the process.
- Identification of the
next steps to be taken.
- Any lessons learned.
- A re-flowchart or
updated process map of the new, "could-be" process.
Output from Step 5: The
output from Step 5 is the input for Step 6.
- Data collected. Data
analyzed. The BMK Team's benchmarking report.
Quality
Advisor's Checklist
Before
moving to the next step, the quality advisor should review the following
checklist:
·
What are the strengths of the current process?
·
Where can the current process be improved?
·
Are the gaps in performance clearly identified?
·
Were the gaps understood in terms of their tactical and strategic impact?
·
Does the benchmarking report address the issues and concerns found in the
original charter?
·
Are customer requirements in the benchmarked organization similar or
vastly different?
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.