| The focus should be on your company, compared with | | | | This phase involves analyzing the information collected |
| the standards or achievements of other similar | | | | in the planning phase. An analysis of the reasons for |
| companies. They are external references on which to | | | | the better outcomes of the benchmarked processes |
| base your evaluations of your own achievements. | | | | has to be done based on the data collected. Based on |
| Benchmarking can be called comparing your own | | | | this analysis, a better process has to be developed. |
| performances to those of the best practices in | | | | The next step is to set goals for developing an |
| top-level companies. It involves an evaluation of how | | | | improved process for your organization. This goal for |
| those companies have achieved results - and on the | | | | the process should be to make as good a process - |
| basis of this information, setting the targets for your | | | | or an even better one - than the other organization. |
| own company. | | | | Integration Phase |
| Benchmarking is not limited to mere goal setting. It | | | | This phase takes the planning and analysis done in the |
| involves concentrating on the superior performance. | | | | earlier steps to further levels only after being accepted |
| Benchmarking projects are like any other project - it is | | | | by senior management and department heads. Proper |
| essential to have a systematic and structured | | | | communication of the findings in the earlier stages has |
| approach to the process. | | | | to be conducted and their commitment established. |
| At the same time, the process should be flexible to | | | | When the revisions are accepted, the acceptance of |
| any innovative ways to obtain new information. | | | | the goals is the next important step. |
| Typically, there are four phases of the benchmarking | | | | Action Phase |
| process; planning, analysis, integration and action. | | | | The last phase is the most important phase. It involves |
| Phases of Benchmarking: | | | | developing a plan for implementation with all the |
| Planning Phase | | | | factors involved such as the time line, responsible |
| Being the first phase, this phase has to be completely | | | | owners and targets being planned properly. |
| error free. Any mistakes in this phase will mean further | | | | It is necessary that senior management also be |
| phases would be affected, and efficiency and | | | | responsible for the coordination of various activities, |
| effectiveness may not be up to the mark. | | | | monitoring the progress of the plans and removing any |
| This phase involves the identification of the benchmark | | | | barriers in the implementation process. When the |
| itself. It means that top management has to decide | | | | revised process is in place, a report stating the benefits |
| which processes are relevant - from the point of view | | | | of the new revised process has to be developed. |
| of customer requirements. | | | | The project completion should be the milestone- the |
| The critical to quality (CTQs) requirements have to be | | | | benchmark - for any further projects. The process has |
| studied properly to prioritize the relevant processes. | | | | to be a continuous one so that the initiative does not |
| These have to be benchmarked to an organization. A | | | | fail due to neglect. |
| proper study of which one suits your goals the most | | | | Benchmarking is definitely advantageous, as it involves |
| should be selected. | | | | learning from others to make suitable changes to suit |
| Analysis Phase | | | | your company's requirements and goals. |