Table 6 Success factors for the proposed benchmarking process
Success factors for international benchmarking on operations management | Step in Figure 1 |
|---|---|
Internal stakeholders should be convinced that others might have developed solutions for problems that can be translated to their own setting. | Step 1 |
Management must reserve sufficient resources for the total benchmark. | Step 1 |
Limit the scope to a well-defined problem. | Step 1 |
Define criteria to verify the comparability of the benchmarking partners based on the subject and the process. | Step 4 |
Construct a format that enables a structured comparison. | Step 6 |
Use both quantitative and qualitative data for measurement. | Step 7 |
Involve stakeholders to obtain consensus about the indicators, to provide information on data availability and reliability, and to assist in data collection. | Step 5,6,7,8,9 |
Keep indicators simple so that enough time can be spent on the analysis of the underlying processes. | Step 7,8,9,10 |
For those indicators showing a large annual variation in outcomes, measurement over a number of years should be considered. | Step 7,9,10 |
Adapt the identified better working methods, so that they comply with other practices in the organization. | Step 11 |