1. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Education Community of Practice University of Bergen, January 2005

2. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Benchmarking EFQM Education Community of Practice University of Bergen 10 January 2005 MIKE PUPIUS Director Centre for Integral Excellence Sheffield Hallam University, UK

3. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence EFQM Education Community of Practice: Our Mission To promote and support the adoption of the philosophy, methods, tools and techniques of Excellence by all education organisations in Europe and to develop and share good practice amongst ourselves and the other networks we belong to.

4. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence What is the relevance of benchmarking to our Community of Practice?

5. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Chancellor’s vision statement It is time for change at Berkeley. We need to examine all aspects of how we conduct our business with the aim of streamlining decision making and infusing our campus community with a service orientation. We must make certain that the same ethos of excellence that marks our teaching and research permeates our entire organisation. Organisational effectiveness is everyone’s responsibility. Chancellor Berdahl

6. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Benchmarking- some definitions Benchmark -Dictionary Definition ‘A surveyor’s mark...of previously determined position...and used as a reference point...’ ‘A standard by which something can be measured or judged’

7. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Benchmarking- some definitions Benchmarking is a comparative process whereby organisations can analyse their performance against similar organisations, competitors or organisations operating in different but non-competitive fields. Benchmarking is a structured process of learning from others, internally or externally, who are leaders in a field or with whom legitimate comparisons can be made.

8. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Strategic Benchmarking The study of World class organisations to determine opportunities for strategic change both organisationally and within key business processes. Driver Organisation’s strategic direction and goals Context: Strategic direction setting process Strategy development Partnership External Process Benchmarking The comparison of the organisations functions and key processes against good practice organisations wherever relevant. Driver: Improvement or breakthrough opportunities in business processes Context: Process review projects Results comparisons against external comparators and ‘best-in-class’ Partnership Benchmarking- some definitions

9. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Internal Good Practice Benchmarking The establishing of good practice organisation-wide through the comparison of internal activities or operations. DriverSharing good practice in cross-cutting activities Process improvement or breakthrough opportunities in local or organisation-wide processes Outcome improvement Context:Business planning Corporate scorecard Process review projects Results comparisons against internal ‘best-in-class’ Partnership Benchmarking- some definitions

10. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence The continuous, systematic search for and implementation of Best Practices which lead to superior performance The continuous and systematic search for Best Practice that will lead to superior performance through the implementation of process improvements American Productivity & Quality Centre (APQC) Definition The process of continuously comparing and measuring against other organisations anywhere in the world to gain information on philosophies, policies, practices, and measures which will help our organisation take action to improve its performance Benchmarking- some definitions

11. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Benchmarking- some definitions The practice of being humble enough to admit that someone is better at something and being wise enough to try to learn how to match them and even surpass them. APQC

12. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Know what you want to improve / learn about (Scoping) Identify the “Good Practices” in those areas Learn from the “Good Practices”-organisations: –What they are achieving –How they are achieving it Adapt the key insights and incorporate the learning into your own process The Philosophy of Benchmarking Improve AdaptAdopt

13. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence EFQM Excellence Model Processes Customer Results Society Results Policy & Strategy People Leadership Key Performance Results People Results Partnerships & Resources Enablers Results Innovation and Learning Copyright EFQM 1999 “Discovering and using new process designs, operating philosophies and enabling technology” “Analysing the performance of competitors and best-in-class organisations” “Comparisons with external organisations take place and results compare well with sector averages or acknowledged best-in-class”

14. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Characteristics of successful organisations (Barrett, Collins and Porras, de Geus, Fitz-Enz) A strong, positive, values driven culture A commitment to learning and self-renewal Continual adaptation using internal and external feedback from environments Strategic alliances with internal and external partners, customers and suppliers A willingness to take risks and experiment A balanced, values based approach to measuring performance that includes –Corporate survival (financial) –Corporate fitness (efficiency, effectiveness) –Collaboration with suppliers and customers –Continuous learning and self-development (evolution) –Organisational cohesion and employee fulfilment –Corporate contribution to the local community and society

15. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Benchmarking opportunities Self-assessment Overall score Criteria scores Sub-criteria scores Approaches/results Deployment strategies Measurement framework KPIs Process metrics Methods Depth and detail Internal versus external Multi -sector ‘World Class’ Shared data Workshops Visits Tours What? How? Learning World Class Excellence

16. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Excellence brings: –stakeholder satisfaction –recognition –customers –respect –financial stability –sustainability To become the best you must know: –yourself: strengths and limitations –recognise and understand the leading organisations –use best processes available –build on these processes to create even better ones Why Benchmark?

17. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Benchmarking Positioned The Sphere of Benchmarking Competitive Comparisons Operational Benchmarking Process Benchmarking Strategic Bench marking Product Benchmarking Market Research Individual benchmarking

18. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Strategic Benchmarking Process A Practical Process Guide

19. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Questions for ECoP How can we enhance the effectiveness of ECoP using the principles and practice of benchmarking? How can we share the learning? What areas of focus are important to us and our organisations? Any volunteers to take things forward to future meetings?

20. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Thank you!