Bench Marking at Xerox

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BENCHMARKING AT XEROX

Presented by:

Saurabh Katar (1021230)Vaibhav Nagar (1021235)Atul Agarwal (1021209)

Apoorv Jhudeley (1021207)

Ann Stephen(1021238)Amit Prakash(1021204)Rahul Sinha


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Benchmarking at XEROX


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Benefits throughBenchmarking


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Benchmarking

Benchmarking is the process of comparingone's business processes and performancemetrics to industry bests and/or bestpractices from other industries.

Dimensions typically measured are quality,time and cost.

In the process of benchmarking, managementidentifies the best firms in their industry, and

compare the results and processes of those" " '


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THE TERM

The term benchmarking was first usedby cobblers to measure people's feet forshoes.

They would place someone's foot on a"bench" and mark it out to make the patternfor the shoes.

Benchmarking is used to measureperformance using a specific indicator (cost

per unit of measure, productivity per unit of


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Benchmarking is not:

Just competitor analysis - benchmarking isbest when it involves collaboration

A quick fix, done once for all time -benchmarking projects may extend over anumber of months or even years, and it isvital to repeat them periodically so as not to

fall behind as the background environmentchanges

Catching up - in rapidly changingcircumstances, good practices become dated


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Types of Benchmarking

Process benchmarking - Used by companies to improvespecific key processes and operations with the help ofbestpractice organizations involved in performing similar work oroffering similar services.

Financial benchmarking - performing a financial analysisand comparing the results in an effort to assess your overallcompetitiveness.

Performance benchmarking - Used by companies tocompare their positions with respect to the performancecharacteristics of their key products and services.Competitive benchmarking involves companies from thesame sector.


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Strategic benchmarking - Aimed at improving acompany's overall performance by studying the long-termstrategies and approaches that helped the 'best practice'companies to succeed. It involves examining the corecompetencies, product/service development and innovationstrategies of such companies.

Functional benchmarking - A company will focus itsbenchmarking on a single function in order to improve theoperation of that particular function.

Internal benchmarking: Involves benchmarkingbusinesses or operations from within the same organisation(e.g. business units in different countries). The mainadvantages of internal benchmarking are that access tosensitive data and information is easier; standardised datais often readily available; and, usually less time andresources are needed.


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External Benchmarking: Involves analysing outsideorganisations that are known to be best in class. Externalbenchmarking provides opportunities of learning fromthose who are at the "leading edge".

International benchmarking: Best practitioners areidentified and analysed elsewhere in the world, perhapsbecause there are too few benchmarking partners withinthe same country to produce valid results.


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Implementation

Identify your problem areas - Research techniquesfor identifying problem areas: Informal conversationswith customers, employees, or suppliers; exploratoryresearch techniques such as focus groups; or in-depth marketing research, quantitative

research, surveys, questionnaires, re-engineeringanalysis, process mapping, etc. Before embarking oncomparison with other organizations it is essential thatyou know your own organization's function, processes;base lining performance provides a point against whichimprovement effort can be measured.

Identify other industries that have similarprocesses - For instance if one were interested inimproving hand offs in addiction treatment he/she wouldtry to identify other fields that also have hand offchallenges.

Identif or anizations that are leaders in these


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Survey companies for measures andpractices - Companies target specificbusiness processes using detailed surveysof measures and practices used to identifybusiness process alternatives and leading

companies. Surveys are typically masked toprotect confidential data by neutralassociations and consultants.

Visit the "best practice" companies toidentify leading edge practices -Companies typically agree to mutually

exchange information beneficial to allarties in a benchmarkin rou and share


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1. Explain the circumstances that ledKearns to adopt the 'Leadership

Through Quality' program. In thebackdrop of his initiatives to retainXerox's global competitiveness,

comment on the rationale behindthe decision to implementbenchmarking practices at the

company.


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2. Define benchmarking and

discuss the various types ofbenchmarking. Explain thesteps involved in the

implementation of a typicalbenchmarking process.


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3. Describe Xerox's

benchmarking model. Howdid Xerox go aboutimplementing benchmarking

practices in the company?


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4. What benefits did Xerox derive from theimplementation of benchmarkingpractices? Why do you thinkbenchmarking initiatives sometimes failto give companies the expected benefits?Explain how you would go about ensuringthe success of the benchmarkinginitiatives undertaken by the company.


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CONCLUSION


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AnyQu

estions

folks?

Bench Marking at Xerox

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