Business Excellence ’03
Benchma king o Me alcas ing Indus y Ribei o, Cab al
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A BENCHMARKING METHODOLOGY FOR METALCASTING INDUSTRY
Lau a M M Ribei o*, GMM/IMAT,
Dep . Eng. Me alú gica e Ma e iais, Fac. de Engenha ia da UP, Po ugal - l ibei o@ e.up.p
J. A. Sa s ield Cab al,
Dep. Eng. Mecânica e Ges ão Indus ial, Fac. de Engenha ia da UP, Po ugal - jacab al@ e.up.p
Abs ac : F om he concep ual poin o iew, benchma king seems a simple p ocess. Howe e , in
p ac ice a numbe o di e en models and app oaches a e used o assessing he companies’
pe o mance. In he i s pa o his pape some benchma king me hodologies used o he pe o mance
assessmen a e b ie ly analysed. In he ollowing sec ion, he planning s age o a speci ic benchma king
me hodology o he ound y indus y is p esen ed. This me hodology was de eloped wi hin he scope o
he A
NALYSIS AND SELECTION OF BENCHMARKING METHODOLOGIES FOR METALCASTING INDUSTRY
p ojec . This
p ojec , which dese ed he suppo o he Po uguese Found y Associa ion, was s uc u ed in wo s ages:
(1) de eloping he model o he pe o mance assessmen (including pe o mance indica o s specially
designed o he ound y companies), and (2) conduc ing a pilo benchma king s udy in o de o alida e
he model. Bo h s age (1) and s age (2) ecei ed he con ibu ion o 8 ele an na ional ound ies.
Keywo ds: benchma king | pe o mance indica o s | manu ac u ing.
BENCHMARKING METHODOLOGIES
Benchma king app oaches a y bo h in he
way he pe o mance assessmen models a e
concei ed, and how in p ac ice he me hodology is
used. Rega ding he i s aspec , he e is an
e iden end in de eloping he model acco ding o
he speci ic cha ac e is ics and needs o he
benchma king pa ne s. Re e ing he
me hodology, a la ge consensus seems o
p e ail: benchma king is widely desc ibed as a
s uc u ed p ocess ollowing sequen ial s eps
inspi ed in he Deming con inuous imp o emen
cycle: Plan (Plan), Collec (Do), Analyse (Check)
and Adap (Ac ).
Table 1 shows he ac i i ies ha , acco ding o
se en di e en me hodologies, ha e o be
accomplished in each s age o a benchma king
exe cise. These me hodologies we e selec ed
because hey a e widely accep ed and equen ly
men ioned in he li e a u e. The di e ences a e
mo e ob ious be ween hose ha we e designed
o assis a pa icula o ganisa ion (Alcoa, AT&T)
and hose ha we e no de eloped unde a
speci ic o ganisa ion pe spec i e (Camp,
Spendolini, Ka lö , Codling, and Ande sen). In
spi e o he di e ences, i can be concluded ha all
me hodologies en ail a sequence o s eps ha can
be applied in b oad con ex s.
I is in e es ing o e i y ha all he
me hodologies ecognise he impo ance o
achie ing dep h unde s anding o he in e nal
p ocesses be o e exchanging da a among
benchma king pa ne s. They also emphasise he
need o comple ing he exe cise h ough he
in eg a ion o he benchma king indings (in o de
o imp o e he pe o mance le el).
Howe e , some benchma king me hodologies
di e in pa icula aspec s. Tha is he case o he
Alcoa’s me hodology. In ac , i does no poin ou
he impo ance o he egula eplica ion o he
benchma king p ocess as a suppo o a ge ing
pe o mance indica o s [1]. Addi ionally, some
me hodologies emphasise he planning s age (see
o ins ance, AT&T and Spendolini), poin ing ou
he need o : (a) o assess he use s expec a ions
abou benchma king in o ma ion, (b) o iden i y
po en ials ba ie s o he e ec i e da a exchange,
(c) o c ea e a lea ning en i onmen , and (d) o
ob ain op managemen commi men and
esou ces.
In b ie , any o he me hodologies e e ed in
able 1 can be applied o helping he iden i ica ion
o s ong and weak poin s. These me hodologies
(and many o he s quo ed in he bibliog aphy) also
exp ess he simplici y o benchma king when
ega ded om he concep ual poin o iew.
Howe e , a common pi all is o unde es ima e he
amoun o in e nal wo k equi ed by his
managemen ool. In ac , se e al benchma king
exe cises did no succeed because he conce ned
o ganisa ions we e no p epa ed (lack o
commi men o insu icien esou ces) o endu e a
ime consuming exe cise, e y demanding in
e ms o da a ga he ing.
A BENCHMARKING METHODOLOGY
Benchma king s udies a e usually lead by a
ce ain o ganisa ion o a g oup o o ganisa ions.
Independen en i ies ( ade associa ions,
echnological cen es, uni e si ies, e c...) ha e
also p omo ed benchma king ac i i ies as a key
ool o imp o ing hei o ganisa ions pe o mance.
I is ob ious ha benchma king app oach la gely
depends on he ype o he sponso .
Business Excellence ’03
Benchma king o Me alcas ing Indus y Ribei o, Cab al
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PLAN COLLECT ANALYSE ADAPT
Camp
10-s eps
[2]
Planning
• Iden i y wha is o be
benchma ked
• Iden i y compa a i e
companies
• Es ablish he me hods o
collec ing da a
Analysis
• De e mine cu en
pe o mance gap
• P ojec u u e
pe o mance le els
I
n eg a ion
• Communica e benchma k
indings and gain
accep ance
• Es ablish unc ional goals
Ac ion
• De elop ac ion plans
• Implemen speci ic ac ions
and moni o p og ess
• Recalib a e benchma ks
Alcoa’s
6-s eps
[3]
•
Decide wha o benchma k
- check ele ancy and
alidi y
• Planning he p ojec
- selec he eam
- iden i y he cus ome s
- es ablish he scope
- selec he cha ac e is ics o
be measu ed
- iden i y in o ma ion sou ces
•
Unde s anding you own
pe o mance
• S udying o he s
- iden i y benchma king
candida es
- p epa e gene al and speci ic
ques ions
- p epa e guidelines ega ding
e hical and legal issues
- pe o m he s udy
•
Lea ning om he da a
- analyse he da a
- quan i y he pe o mance
gap
•
Using he indings
AT&T’s
12-s eps
[3]
•
De e mine who he clien s
a e
• T ain he clien s abou
benchma king
• Assess he clien s
expec a ion
• De e mine u gency
• De e mine scope and ype
o benchma king needed
• Selec and p epa e he
eam
• Ob ain uppe managemen
commi men
•
De elop he benchma king
plan:
- p epa e he mission
s a emen
- selec collec ion me hod
- de elop a p o ile o
selec ing pa ne s
- do esea ch abou po en ial
pa ne s
- documen he p ocesses
- de ine me ics
- se up isi s and p o ocol
- make isi s and collec da a
•
Analyse he da a
•
In eg a e he
ecommended ac ions
• Take ac ion
• Con inue imp o emen
Spendoli
ni
5-s eps
[4]
•
Iden i y wha o benchma k
- iden i y cus ome s
- iden i y he in o ma ion
equi emen s
- de ine he speci ic subjec s
o be benchma ked
- iden i y he esou ces
equi ed
•
Fo m he benchma king eam
-
de ine speci ic oles and eam
membe s esponsibili ies
- ain he eam membe s in
p ojec managemen ools
• Iden i y benchma king
pa ne s
- iden i y in o ma ion sou ces
•
Collec and analyse
in o ma ion
- selec he collec ion
me hods
- con ac pa ne s o
app o al he bench.
code o conduc
- analyse in o ma ion
- p o ide
ecommenda ions o
ac ion
•
Take ac ion
- p oduce a epo
- make imp o emen
ecommenda ions
- ollow-up he esul s
- con inue he
benchma king p ocess
Ka lö ,
Ös blom
5-s ages
[5]
Decide wha o
benchma k
- iden i y he clien ’s
in o ma ion equi emen s
- iden i y he c i ical ac o s
Iden i y he benchma king
pa ne s
Ga he in o ma ion
- documen he p ocesses
- collec da a
Analyse
- iden i y pe o mance
gaps
Implemen o e ec
- pu imp o emen s in o
p ac ice
- se ealis ic goals
Codling
3-s ages
12-s eps
[6]
The planning s age
- selec he subjec a ea
- de ine he p ocess
- iden i y po en ial pa ne s
- iden i y da a sou ces and
selec app op ia e
collec ion me hod
The analysis s age
- collec da a and selec
pa ne s
- de e mine he gaps
- es ablish di e ences
- a ge u u e
pe o mance
The ac ion s age
- communica e o
managemen & o he s
- adjus goals and de elop
imp o emen plan
- implemen
- e iew p og ess and
calib a e
Ande sen
5-s ages
8 s eps
[7]
Plan
• De e mine he p ocess o
benchma k
• Unde s and and documen
own p ocess
• Measu e pe o mance
own p ocess
Find
• Iden i y benchma king
pa ne s
Collec
• Unde s and and documen
he pa ne s’ pe o mance
and p ac ice
Analyse
• Iden i y gaps in
pe o mance and he
oo causes o he gaps
Imp o e
• Plan he implemen a ion
o imp o emen s
• Implemen imp o emen s
and moni o he
implemen a ion p og ess
Table 1 - Benchma king me hodologies
Business Excellence ’03
Benchma king o Me alcas ing Indus y Ribei o, Cab al
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Howe e , in o de o be success ul, he
me hodology adop ed (o designed) mus be
ocused on he benchma king pa ne s needs and
expec a ions.
The benchma king me hodology discussed in
his pape was de eloped wi hin he scope o he
p ojec Analysis and Selec ion o Benchma king
Me hodologies o Me alcas ing Indus y. This
p ojec , which dese ed he suppo o he
Po uguese Found y Associa ion (APF), was
s uc u ed in wo s ages: (1) de eloping he
assessmen pe o mance model (including
pe o mance indica o s specially designed o he
ound y companies), and (2) conduc ing a pilo
benchma king s udy in o de o alida e he
assessmen pe o mance model. The
me hodology ollowed he s ages o he P-D-C-A
cycle. The Planning s age ( he only one ha will
be desc ibed in his pape ) en ailed he ollowing
sequenced s eps:
1. De ini ion o he adhesion condi ions;
2. De ini ion o he ules o he u ilisa ion o he
benchma king esul s;
3. Selec ion o he benchma king pa ne s;
4. P omo ion o uppe managemen commi men ;
5. Iden i ica ion o he in-house benchma king
leade ;
6. Collec ion and cla i ica ion o he expec a ions
o he benchma king pa ne s;
7. Design o he pe o mance assessmen
model:
• Iden i ica ion o he key p ocesses;
• Iden i ica ion o he c i ical ac o s;
• De eloping speci ic indica o s o he
p ocesses e alua ion;
8. P epa a ion he ques ionnai e and ins uc ions
o he da a collec ing;
9. Conduc a pilo benchma king exe cise o
alida e he assessmen pe o mance model.
Du ing his s age, a g oup o 22 p e-selec ed
ound ies we e con ac ed by elephone and by
elec onic mail. Visi s we e also ca ied ou o (a)
ge ing acquain ed wi h he in-house
benchma king leade , (b) discussing he p ojec in
mo e de ail, and (c) e alua ing he expec a ions
using a o mal su ey. This p ocess was ime-
consuming and slow: i was necessa y a whole
yea o gain he accep ance o 8 ound ies (ou o
he ini ial 22) o emba king in he de elopmen
and alida ion o he benchma king me hodology
(s eps 3, 4, and 5).
All he in-house benchma king leade s we e a
he senio manage le el o execu i e di ec o
le el. This was conside ed an impo an
p e equisi e o he pa icipa ion in he assessmen
o he model design, assu ing a global ision o he
company.
An expec a ion su ey was used a s ep 6.
The pu pose o his su ey was o e alua e he
p ima y expec a ions o he pa ne s g oup. This
su ey e ealed he ollowing p io i ies:
(a) o g asp and o dissemina e in e nally he
benchma king me hodology know-how;
(b) o acqui e a ound y-o ien ed assessmen
model;
(c) o iden i y pa ne s willing o sha e indica o s
and p ac ices;
(d) o ge a deep knowledge on he way he wo k
is done;
(e) o iden i y weak and s ong poin s and
imp o emen oppo uni ies, and
( ) o iden i y and adap good p ac ices o o he
companies.
Based on he expe ience ob ained in p e ious
empi ical s udies, i was decided ha he
assessmen pe o mance model should be based
on 3 basic p inciples:
1.
o be designed o and wi h he
benchma king pa ne s, in o de o c ea e a
model sui able o he speci ic cha ac e is ics
o he s eel and i on sandcas e s and
aluminium alloys diecas e s (so a , in Eu ope
and pa icula ly in Po ugal, he e is no
published benchma king s udies o he
me alcas ing indus y);
2.
o be ocused on he so-called “c i ical
ac o s” conce ning he manu ac u ing
pe spec i e, inno a ion and imp o emen
pe spec i e and cus ome pe spec i e; he
selec ion o hese 3 a eas was inspi ed in he
balanced sco eca d me hodology [8], and
3.
o be based on a ela ional and hie a chical
s uc u e o indica o s g ouped in 3
ca ego ies:
•
indica o s ha p o ide in o ma ion abou
imp o emen pe o mance p ac ices (which
a e supposed o in luence he pe o mance
esul s);
•
indica o s o assessing he pe o mance
esul s on c i ical ac o s (which, in u n, a e
supposed o explain, a leas pa ially, he
business esul s);
•
indica o s ha e alua e he business esul s:
p o i abili y, p oduc i i y, g ow h and
cus ome s' sa is ac ion.
Business Excellence ’03
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The unde lying a ional is ha consis en
manu ac u ing pe o mance is a basic condi ion o
he su i al and success o an indus ial company:
unde s anding in ull de ail and imp o ing
con inuously he “manu ac u ing c i ical ac o s”
seems o be a good and easible s a egy.
Howe e , implemen ing imp o emen s a egies
ha only include, o ins ance, en i onmen ,
sa e y, inno a ion and e ec i eness (o he
manu ac u ing p ocesses), doesn' d i e,
necessa ily, o posi i e esul s in he long e m.
O he unc ional capaci ies, such as employee
mo i a ion, cus ome ocus and new p oduc
de elopmen , a e also c ucial o he success o
he o ganisa ions and should be explo ed (see
able 2).
The hie a chical s uc u e e e ed in hi d
p inciple can be illus a ed using he ollowing
example: o e alua e he en i onmen al
pe o mance one should de elop indica o s o
measu ing he esou ces consump ion, he
amoun o solid was e and he amoun o gaseous
emissions. On he o he hand, he sus ainabili y o
he en i onmen al pe o mance demands a
p oac i e managemen o he esou ces and was e
ea men . Acco dingly, imp o emen p ac ices
ha e o be iden i ied and e alua ed. Following ou
example, (a) en i onmen al managemen sys em
implemen a ion, (b) a e o esou ces consump ion
educ ion, and (c) capaci y o de eloping echnical
skills. App op ia e indica o s should be de ined o
measu ing he implemen a ion o hese p ac ices.
The selec ed indica o s a e summa ised in able 2:
(1) en i onmen al managemen sys em, (2) mo e-
clean echnologies, (3) euse o was ewa e , (4)
ene gy e iciency p og amme, (5) employees
commi ed o en i onmen , (6) en i onmen
aining ime.
The pe o mance assessmen model in ol es
a b oad and de ailed s uc u e o indica o s ha
supply quan i a i e and quali a i e in o ma ion
ela ed o esul s and p ac ices. Fo each a ea
conside ed (manu ac u ing, cus ome ocus, and
business esul s) a numbe o pe o mance
indica o s a e used. Some indica o s (usually
in ol ing nume ic measu emen s) e e he esul s
ob ained on c i ical ac o s, while o he s (usually
in ol ing quali a i e judgemen s) p o ide
in o ma ion abou he pe o mance on p ac ices,
which help in imp o ing hose esul s (see able 3).
The p oblem wi h he ound y-o ien ed
p ocess indica o s is how o de ine hem
accu a ely (in o de o a oid di e en
in e p e a ions a di e en o ganisa ion con ex s).
The ollowing example illus a es how a p omising
indica o can o igina e w ong esul s. When using
he “numbe o new p oduc s” o e alua e he new
p oduc de elopmen pe o mance, i is common
ha all new e e ences a e aken in conside a ion.
Howe e , using his p ocedu e, inno a i e
p oduc s a e no dis inguished om hose ha
esul om simple modi ica ions o he cu en
p oduc s. A change on he size o on he coa ing
shall be conside ed in he “numbe o new
p oduc s”? This issue mus be discussed in de ail
wi h he benchma king pa ne s. Un o una ely,
his ype o ques ions is usually disclosed only
du ing he pilo benchma king exe cise.
Examples om he li e a u e and sugges ions
om he benchma king pa ne s we e used o
guiding he de elopmen and de ini ion o he
indica o s (s ep 7). I is equen ha companies
o ce he inclusion o pa icula indica o s (al eady
being used in e nally) in he benchma king
indica o s s uc u e, because hose in e nal
indica o s cause a g ea impac wi hin he
company when compa ed wi h he espec i e
ex e nal alues. This ques ion shall be handled
wi h ca e. In he one hand, hose indica o s a e
al eady es ed and amilia . On he o he hand,
including hem in he model ou cou can lead o
an excessi e numbe o indica o s.
Concluding, he de elopmen o pe o mance
indica o s is a demanding ac i i y. This is mo e
e iden when he assessmen model is designed
o a ain speci ic benchma king in o ma ion
equi ed o di e en companies included in he
benchma king g oup.
THE PILOT BENCHMARKING EXERCISE
The pu pose o he pilo benchma king
exe cise ca ied ou in he second pa o his
p ojec was o es , co ec , and alida e he ini ial
assessmen model and indica o s s uc u e. A
ound o mee ings hos ed by APF was
accomplished, pu ing oge he all o he
companies in ol ed. The cen al issue discussed
in hese mee ings was he sui abili y o he
ques ionnai e used o ga he he benchma king
da a (s ep 8).
The ques ionnai e is a 35-page documen ,
di ided in 2 pa s. In he i s one, he pe o mance
indica o s a e desc ibed. Fo each indica o , i is
included a b ie de ini ion, he scope, he o mula
and he espec i e uni (days/employee, €/hou ,
%, e c.). In he second pa o he documen , he
da a equi ed o compu ing he indica o s was
de ined in de ail, in o de o a oid ha di e en
con ex s could gene a e da a wi h di e en
meanings. The quali a i e indica o s a e measu ed
using a scale wi h 3 o 4 esponse op ions. In
o de o minimise he subjec i i y associa ed wi h
he quali a i e esponses, a alida ion c i e ia was
de eloped.
Business Excellence ’03
Benchma king o Me alcas ing Indus y Ribei o, Cab al
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MANUFACTURING
C i ical
ac o s En i onmen Sa e y P ocess Inno a ion
P ocess E ec i eness
Employee Mo i a ion
Resul s
indica o s
•
Wa e consump ion
• Elec ici y
consump ion
• Fuel gas
consump ion
• Fuel oil
consump ion
• Was ewa e
• Slag gene a ed
• Was e sand
• Me allic ines
• VOC emissions
•
Labou acciden
equency a e
• Labou acciden
se e i y a e
•
New manu ac u ing
p ocess
•
Sc ap pe cen age
• Rewo k pe cen age
• A ailabili y
• Pe o mance
• Quali y
• E ec i eness index
• B eakdowns
• Down ime due o ool
se ing
•
S a manu ac u ing
u no e
• Adm. and suppo s a
u no e
• Manu ac u ing. ea ly
lea e s
• Adm. and suppo s a
ea ly lea e s
• Manu ac u ing
absen eeism
• Adm. and suppo s a
absen eeism
P ac ices
indica o s
•
En i onmen
managemen
sys em
• Mo e-clean
echnologies
• Reuse o
was ewa e
• Ene gy e iciency
p og amme
• Employees
commi ed o
en i onmen
• En i onmen
aining ime
•
Sa e y
managemen
sys em
• Risk e alua ion
• Risk con ol
• Employees
commi ed o
use p o ec i e
equipmen s
• Cos o pe sonal
p o ec i e
equipmen s
• Employees
commi ed o
sa e y
• Sa e y aining
ime
•
G adua e
employees
• R&D s a ing
• Inno a ion aining
ime
• Implemen ing
employees ideas
• In o ma ion
sou ces
• R&D in es men
• Manu ac u ing
p ocess inno a ion
in es men
• R&D p ojec s
• Placemen s o
highe educa ion
s uden s
• Pa ne ships
• Manu ac u ing
managemen ools
• Quali y ools
•
Team wo k o quali y
imp o emen
• Sc ap educ ion
p og amme
• E ec i eness
imp o emen
p og amme
• Sel -inspec ion
• S a is ical p ocess
con ol
• Ce i ied supplie s
• Income deli e ies on-
ime
• Rejec ed supplies
• Supplie s assessmen
• S a manu ac u ing
aining ime
• Supe iso s skill
• S a ing lexibili y
• Labou p oduc i i y
• In o ma isa ion
in es men
•
Manu ac u ing s a
emune a ion
• Adm. and suppo s a
emune a ion
• Addi ional bene i s
• Bene i s co e age
• Employees sa is ac ion
• Numbe o supe iso s
• Implemen ing
employees ideas
• Job s abili y
• Face up o o de s
dec ease
• S a manu ac u ing
aining ime
• Adm. and suppo s a
aining ime
• New employees
amilia isa ion
CUSTOMER FOCUS
C i ical
ac o s Mee ing Cus ome Needs New Cus ome s Commi men New p oduc de elopmen
Resul s
indica o s
•
Complain s
• Cancelled o de s
• On- ime deli e s ( alue)
• On- ime deli e s (amoun )
• Complain s handling lead ime
• O de ul ilmen lead ime
• New p oduc s o de ul ilmen lead ime
•
Sales om new cus ome s ( alue)
• Numbe o new cus ome s
(amoun )
• Tende s submi ed and no
accep ed
•
Numbe o new p oduc s
• Sales om new p oduc s
• Lead ime o launch new p oduc s
P ac
ices
me ics
•
Sa is ac ion assessmen
• Complain s educ ion p og amme
• Sc ap educ ion p og amme
• E ec i eness imp o emen p og amme
• Manu ac u ing planning changes
• Face up o o de s inc ease
• Communica ion
• Cus ome mee ings
•
Le el o ma ke ing in es men
•
G adua e employees
• R&D s a ing
• P ojec eams
• Implemen ing employees ideas
• In o ma ion sou ces
• Le el o ma ke ing in es men
• R&D p ojec s
Placemen s o highe educa ion
s uden s
• Pa ne ships
• P o o yping echnologies
• Comme cial me hods
• Quali y ools
BUSINESS RESULTS
P o i abili y
P oduc i i y
G ow h
Cus ome sa is ac ion
Resul s
me ics
•
Re u n on capi al employed
• Re u n on equi y
• Re u n on ne asse s
•
Sales pe employee
• Value added pe
employee
•
% sales g ow h
• % e u n on ne asse s
g ow h
Cus ome s loyal y
Table 2- P oposed pe o mance indica o s s uc u e

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RESULT INDICATOR: AMOUNT OF NEW PRODUCTS
De ini ion: Numbe o new p oduc s compa ed o he cu en p oduc s (%).
Fo mula: NP*100/CP
Uni : Pe cen age
Scope: Shows he pe cen age o new p oduc s launched in he las wo yea s.
Da a:
New p oduc s (NP)
: Numbe o new p oduc s sold by he o ganisa ion in he las wo yea s (*).
Cu en P oduc s (CP)
: Numbe o p oduc s sold by he o ganisa ion in he las wo yea s (*).
(*) Size o coa ing changes a e no conside ed.
PRACTICE INDICATOR: PROTOTYPING TECHNOLOGIES
De ini ion: Does you company use ad anced echnologies o accele a e he de elopmen o new
p oduc s and ools?
1.
e y a ely o ne e
2.
occasionally, equi ing ex e nal esou ces
3.
egula ly using CAD 3D so wa e
4.
as (3) and using apid p o o yping and ooling
Table 3– Examples o quan i a i e and quali a i e indica o s o new p oduc de elopmen e alua ion
The da a om he benchma king
ques ionnai es we e segmen ed acco ding o he
ound ies o ganisa ional and echnological
cha ac e is ics. The esul s we e explo ed aking
in o accoun ha hey should be easily displayed
and compa ed using g aphics, ables, e c. The
me ics we e con e ed in a pe cen ile scale and
each o ganisa ion pe o mance sco e was shown
in a compa a i e ba cha (see igu e 1). These
cha s a e easy o analyse and allow he
simul aneous ep esen a ion o se e al indica o s
exp essed in di e en uni s.
0 20 40 60 80 100
New p oduc s
Lead ime
G ad. employees
P ojec eams
Employees ideas
In o ma . sou ces
R&D p ojec s
Pa ne ships
P o o yping echn.
Quali y ools
Weak S ong
Figu e 1–Ba cha compa ing new p oduc
de elopmen pe o mance agains o he s
The pilo exe cise e ealed ha he numbe o
indica o s en isaged ini ially was excessi e. The
ollowing s ep consis ed in he iden i ica ion o
hose indica o s no inc easing ele an
in o ma ion. The ini ial pe o mance indica o ’s
s uc u e was analysed using Analy ic Hie a chy
P ocess, elying again in he eedback o he
pa icipan companies. Wi h his me hodology, he
ela i e impo ance o he c i ical ac o s and he
ela i e p io i ies o he imp o emen s a egies
we e de e mined in a pai wise basis.
The inal benchma king model o assessing
he ound ies’ pe o mance is now a ailable a he
APF. F om now on, his ins i u ion can p o ide i s
membe s wi h a ool capable o p omo e he co-
ope a ion among companies and o enhance and
enla ge signi ican ly he in o ma ion a ailable
abou his sec o .
In he u u e, i is in ended ha APF will
explo e i s in e na ional con ac s, aiming a
exchanging benchma king da a and allowing
mu ual aid in he sea ch o bes p ac ices. This
ac i i y will, ce ainly, help pe o mance
o ganisa ion’s imp o emen ha will con ibu e o
he de elopmen o he me alcas ing indus y
compe i i eness
Re e ences
[1] Czuch y, A Yasin, M. Do sh, J., A e iew o
benchma king li e a u e: a p oposed model o
impleman a ion. In oduc ion Jou nal o Ma e ials and
P oduc Technology, 1995. 10 (1/2):p. 27-45.
[2] Camp, R. C., Benchma king: he sea ch o indus y
bes p ac ices ha lead o supe io pe o mance, ASQC
Quali y P ess. 1989.
[3] Bemowski, K., The Benchma king Bandwagon.
Quali y P og ess, 1991. Jan: p19-24.
[4] Spendolini, M. J., The Benchma king Book, Amacon.
1992.
[5] Ka lö , B., Ös blom, S., Benchma king: a signpos o
excellence in quali y and p oduc i i y, John Wiley &
Sons. 1993.
[6] Codling, S., Benchma king, Gowe . 1998.
[7] Ande sen, B., Jo dan, P., Se ing up a pe o mance
benchma king ne wo k, P oduc ion Planning & Con ol,
1998. 9 (1): 13-19.
[8] Kaplan, R. S., No on, D. P., The balanced
sco eca d: ansla ing s a egy in o ac ion, Ha a d
Business School P ess. 1996.
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