Advancing
Ad
i Improvement & Innovation
i Conference
C f
October 15, 2008
Sarah L. Collie
Benchmarking
g means finding
g out who is the best
in an area, studying how they work, and adopting
the best practices that are suitable to your own
organization ”
organization.”
‰“
Dew, J. & Nearing, M (2004), Continuous Quality Improvement in Higher Education
‰“Benchmarking
“B h
ki iis a systematic
i and
d – frequently
f
l –
continuous process for measuring own
performance against best practice in order to
identify improvement potential.”
Dr. Ing. Holger Kohl, Head of Departmental Excellence, Fraunhofer Institute for Protection
Systems
y
and Design
g Technology
gy (IPK),
(
), Germany
y
2
PLAN
STUDY
• What
Wh t
• Whom
• Collect
C ll t
• Analyze
Analyze
ACT
• Implement
I l
t
• Measure
3
PLAN
1. Determine what to benchmark
ƒ Identify critical processes
ƒ Collect internal data for comparison – how measure
performance
ƒ Understand strengths and weaknesses of current
process
ƒ Explore best and leading practices
4
PLAN
2. Determine whom to benchmark
ƒ Internal Units - comparison within an institution
ƒ Other Colleges and Universities – comparison across
institutions
ƒ Functional – comparison across diverse settings - higher
education, corporate, industry, etc.
ƒ Best in Class
Class–comparison
comparison with exceptional performers
ƒ Identify through professional associations, consortia, professional
contacts, article citations, award
5
STUDY
3. Collect data from external partners
ƒ Collect comparative
p
data – qqualitative/quantitative;
q
;
process and product
ƒ Calls, surveys, site visits, interviews, review of websites
or supporting
ti ddocumentation
t ti
ƒ Systematic collection
6
STUDY
4. Analyze data
ƒ Gap
p between pperformance
ƒ
Are they better? Why are they better ?
ƒ New strategies/practices for adoption
ƒ
What practices could we adapt and adopt?
7
ACT
5. Implement improvements
ƒ Action plan for change
ƒ Implement changes
ƒ Measure results for effectiveness
8
Not a “One-Size Fits All” Approach
pp
Tailor to Meet Needs
Formality
Scope
Ti /R
Time/Resources
Type of Data (quantitative/qualitative)
Number of Comparisons
9
‰ Intentional
‰ Deliberate
‰ Planned
‰ Action-oriented
A ti
i t d
‰ Results in change - adapt and adopt for
improvement
p
‰ Ongoing and continuous
‰ Organizational learning
10
‰ Allow adequate time to plan and execute
‰ Select good benchmarking partners
‰ Don’t limit to organizations that you consider to be
superior or those that appear to be most similar.
‰ Collect relevant data
‰ Keep an open mind
11
12
Process Mapping
Nannette Keenan
Process Simplification
p
Manager
g
Definition
• Graphic
p representation
p
of a step-by-step
p y p
process showing:
•
•
•
•
•
inputs
p and outputs;
p ;
areas of responsibility;
process time;
transfer and decision points; and
form and system usage.
usage
2
Purpose
• To understand “as is” process;
p
•
•
•
•
•
•
determine sequence;
identifyy cross-functional areas;;
understand differences in task completion;
identify bottlenecks;
clarify boundaries; and
identify opportunities for improvement.
improvement
3
It
It’ss All in the Details
• High
g level:
• to chart an entire, cross functional process; and
p
“macro” activities.
• to focus on important
• Detailed level:
• to chart an entire, cross functional process; and
• to ffocus on every possible
ibl step andd every
possible path.
4
Getting Started
• Working
g with key
y ppersonnel:
•
•
•
•
•
•
•
document the source of the input;
p
the step;
p;
record time to complete
identify number of transactions (volume);
list number of resources;
identify smaller subtasks;
document the product or final output; and
chart findings in a spreadsheet.
5
Questions
•
•
•
•
•
•
•
•
•
What is the purpose of a task or process?
How is the work done?
Who is doing
g the work?
How many resources are available?
What is the average time to complete?
Are there variations to the process?
Are the steps random or chaotic?
quality
y control pprocess?
Is there a q
What is the cost to complete the step? 6
Spreadsheet
7
Common Shapes
8
Mapping Your Data
9
Envision Desired State
• Ask:
• What are we looking to achieve?
• evolutionary vs. revolutionary
• Who else is doing it?
• How will the new pprocess helpp the customer?
• How will it help the department/unit or
institution?
• How will the organization change?
• Are there existingg limitations or constraints?
10
Next Steps
• After benchmarking:
g
• identify positive or negative characteristics;
• brainstorm with those involved;;
• identify gaps—measure current process and
compare
p it with ideal pprocess;;
• identify critical requirements; and
y g yyour “as is”
• list lessons learned from analyzing
process.
• Create “to
to be
be” process map.
11
Questions?