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OCR for page 14
SCOPE OF CUSTOMER-DRIVEN BENCHMARKING Customer-driven benchmarking has the following scope: Products and services. You will be focused on a certain Road maintenance number of products and services. In this guide, you will managers and crews learn how to define maintenance products and services like to think for and to identify their attributes and corresponding themselves, control customer-oriented outcome measures. It is desirable to their own destinies, concentrate on one or two products or services when figure out how to do doing customer-driven benchmarking for the first time. a job in the best way Maintenance activities. A specific set of maintenance that makes them comfortable, and activities results in an outcome associated with a product take pride in their or service. One of the things you will have to do when ability and their benchmarking is gather labor, equipment, and material accomplishments. data for each relevant maintenance activity. The challenge in Internal or external organizational units. If you are doing government and internal benchmarking, the scope will involve all the business alike is to organizational units at a certain level within your harness the best agency--for example, all the districts or all the garages. instincts and Customer-driven benchmarking should occur at a level of motivation of their the organizational structure where practices vary and the employees in order driving public will detect a difference in the service to provide the best delivered. Types of practices that may vary include possible products planning and scheduling of activities, configurations of and service to labor and equipment, type of material used, training and customers. excellence of execution, and management structure and processes of working with people. External partners. If you are doing external benchmarking, the scope will include each organization outside yours. Each partner will have to benchmark at a level of the organization that is mutually agreed upon. Time frame. Most maintenance activities tend to be seasonal, and customers only gain a perspective over time. An appropriate time period for comparing performance and practices is annually. But planning to undertake customer-driven benchmarking for the first time will likely take at least 2 years. The Figure 4 provides a time line for customer-driven benchmarking for organizations that are beginning this activity for the first time. 15

OCR for page 14
Range of Required Activities Months from Start of the Benchmarking Process Time Months 5 10 15 20 25 30 35 40 1. Form a Benchmarking Partnership 2 --2 2. Identify Possible Measures 3-6 5-----8 3. Get Partnership Agreement on Measures and Protocols for Assessing Performance 3-6 8---------14 4. Take Measurements 3-6 11--------------------20 5. Identify Performances of All Benchmarking Units and Identify the 3 Better Performing Units 14-----------------23 6. Collect and Each Unit Compare the Practices of a Set of Better Performing 16--------------------25 Units 2 7. Determine Adaptability of Best Performance Practices to Another Unit 3 and Select Changes to Be Made for That Unit 19-------------------28 8. Implement New Practices 3-9 22-----------------------------------37 9. Measure Performance Again 3-6 25----------------------------------------43 Figure 4. Customer-Driven Benchmarking Time Line