Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Benchmarking: The Best Tool for Measuring Competitiveness

Benchmarking: The Best Tool for Measuring Competitiveness Argues that benchmarking is much more fundamental to strategic thinking than other tools relied upon thus far by senior managers in their decision‐making processes. Argues that for benchmarking to be effective it has to be closely linked to total quality management programmes in place. Strongly recommends that the focal point has to be on understanding process and behaviour (i.e. the means/enablers) before asking questions about results (i.e. the outcomes). Unless such a discipline is established, results can only be considered as absolutes and as such are not useful in telling us why differences take place. Benchmarking works inwards by helping organizations set desired goals and objectives and set about achieving them through continuous improvement activities. Proposes an implementation strategy for benchmarking based on 16 steps. In addition highlights some factors which are considered to be critical if the practice of benchmarking is to lead to any results. Provides some guidelines on ensuring that benchmarking remains a powerful strategic tool. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Benchmarking for Quality Management & Technology Emerald Publishing

Benchmarking: The Best Tool for Measuring Competitiveness

Download PDF
14 pages

Loading next page...
 
/lp/emerald-publishing/benchmarking-the-best-tool-for-measuring-competitiveness-AMjE0UITdz

References (7)

Publisher
Emerald Publishing
Copyright
Copyright © 1994 MCB UP Ltd. All rights reserved.
ISSN
1351-3036
DOI
10.1108/14635779410056859
Publisher site
See Article on Publisher Site

Abstract

Argues that benchmarking is much more fundamental to strategic thinking than other tools relied upon thus far by senior managers in their decision‐making processes. Argues that for benchmarking to be effective it has to be closely linked to total quality management programmes in place. Strongly recommends that the focal point has to be on understanding process and behaviour (i.e. the means/enablers) before asking questions about results (i.e. the outcomes). Unless such a discipline is established, results can only be considered as absolutes and as such are not useful in telling us why differences take place. Benchmarking works inwards by helping organizations set desired goals and objectives and set about achieving them through continuous improvement activities. Proposes an implementation strategy for benchmarking based on 16 steps. In addition highlights some factors which are considered to be critical if the practice of benchmarking is to lead to any results. Provides some guidelines on ensuring that benchmarking remains a powerful strategic tool.

Journal

Benchmarking for Quality Management & Technology – Emerald Publishing

Published: Apr 1, 1994

Keywords: Benchmarking; Competitiveness; Financial performance; Kaizen; Organizational change; Performance management; Process management; Strategic planning; TQM

There are no references for this article.