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Products & Services Business Operations Benchmarking and Quality Benchmarking

Developing the Benchmarking Function: Prioritizing Requests

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ID: 4273


Features:

Graphics


Words: 1,746


Published: Pre-2014


Delivery Format: Online PDF Document


 

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Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • SPECIAL OFFER
When companies decide to devote resources to benchmarking in the pursuit of continuous improvement, they must ensure that time, money and effort are allocated efficiently. The benchmarking champion likely will be faced with a variety of internal requests for help at the same time that external companies are looking for potential benchmarking partnerships. Successful benchmarking functions develop systems to align internal and external responses with the company’s business priorities. These functions segment the benchmarking-support services they provide to internal customers in order to reflect the impact and level of a proposed benchmarking initiative. In turn, high-performing benchmarking functions accept external benchmarking invitations that align well with corporate objectives and they turn down external requests that do not offer added value through participation. This 6-page document looks at how companies effectively prioritize internal and external requests for benchmarking resources.

Industries Profiled:
Government; Energy; Telecommunications; Manufacturing; High Tech; Aerospace


Companies Profiled:

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