1. BANUPRIYA.J
SIVASUBRAMANIAM
SUMIYA FATHIMA
THANGAPANDIYAN
UDAYA SANKAR
VINODINI.K.R
BENCHMARKING

2. DEFINITIONS OF
BENCHMARKING
 Benchmarking is the process of comparing
the cost, cycle time, productivity or quality of
a specific process or method to another that
is widely considered to be an industry
standard or best practice.
 Benchmarking is the process of continually
searching for the best methods, practices
and processes, and either adopting or
adapting their good features and
implementing them to become “best of the
best.”

3. BENCHMARKING
COMPLIANCE(CONFIRMITY)
Policy regarding benchmarking protocol
should be communicated to all
employees employed, prior to
contacting external organizations.
Guidelines should address the
following areas:
1. Misrepresentation.
2. Information requests.
3. Sensitive/proprietary information.
4. Confidentiality.

4. WHEN TO BENCHMARK
Benchmark early and often.
During design
Helps make decisions about table
structure, indexes, etc.,
Know early on if you have sufficient
hardware.
Before launch.
Anytime you’re wondering “which is faster A
or B?”

5. WHEN NOT TO BENCHMARK
Target is not critical to the core
business functions.
Customer’s requirement is not clear.
Key stakeholders are not involved.
Inadequate resources to carry through.
No plan for implementing findings.
Fear of sharing information with other
organizations.

6. PERFORMANCE GAP
Performance
Performance Gap
Time

7. BENCHMARKING PROCESS
Planning
Improving Collecting
Practices Data
Analysis

8. 1. PLANNING
 Determine the purpose and scope of
the project.
 Select the process to be
benchmarked.
 Choose the team.
 Define the scope.
 Develop a flow chart for the process.
 Establish process measures.
 Identify benchmarking partners.

9. 2. COLLECTING DATA
 Conduct background research to gain
thorough understanding on the
process and partnering organizations
 Use questionnaires to gather
information necessary for
benchmarking
 Conduct site visits if additional
information is needed
 Conduct interviews if more detail
information is needed

10. 3. ANALYSIS
 Analyze quantitative data of partnering
organizations and your organization.
 Analyze qualitative data of partnering
organizations and your organization.
 Determine the performance gap.

11. 4. IMPROVING PRACTICES
 Report findings and brief management.
 Develop an improvement implementation
plan.
 Implement process improvements.
 Monitor performance measurements and
track progress.
 Recalibrate the process as needed.

12. COST OF BENCHMARKING
• The three main types of costs
are:
Visit costs.
Time costs.
Database costs.

13. APPROACHES TO
BENCHMARKING
1. Identify the process to be
benchmarked.
2. Establish management commitment to
the benchmarking process.
3. Identify and establish the
benchmarking team.
4. Define and understand the process to
be benchmarked.
5. Identify metrics and collect process

14. 1. IDENTIFY AN APPROPRIATE
BENCHMARKING MODEL
The generic model is selected as the
most appropriate.
The approach ensures elements crucial
to customer satisfaction.
Facilitates an in depth scrutiny of the
way operations are currently run.
A learning experience.
Comparisons with other organizations
enable participants to exchange ideas

15. 2. PROCEDURES REPRESENTING
THE APPROACH TAKEN
Identify a key process, critical to the success
of the service.
Document or map the sub-process.
Take measurements of factors critical to the
success of the process.
Analyze the results of exercise and identify
gaps in performance.
Select benchmarking partners, arrange visit
to compare the results of the exercise.
Identify “best practice” e.g. methods used by

16. 3. SELECTING
BENCHMARKING PARTNERS
Most difficult aspects of benchmarking.
Partners are selected from organizations.
Interested in benchmarking and willing to
participate in the exercise.
Not in competition with the demonstration
organization.
Formal letter will be sent stating procedures
for the exercise to the partners.
Demonstration organizations will arrange for

17. 4. THE BENCHMARKING
VISIT
Meeting is set up by the demonstration and
the benchmarking partner.
Aim - to compare the data and exchange
ideas on the process.
Meeting is informal, to be led by
demonstration organizations with
researchers observing.
Best practice will be identified and establish.

18. NECESSARY UNDERPINNINGS
(SUPPORT) OF BENCHMARKING
1. Time management.
2. Communications.
3. Formal vs. informal approaches.
4. Confidentiality and Learning organization.

19. 1. TIME MANAGEMENT
Consuming time might be better spent on other
task or more important matters.
To survive, libraries must give up the quick fix
philosophy and understand the change is now
the norm and stability is a thing of the past.
Quality management is a gradual or organic
process involve cultural change and holistic
approach to management.
benchmarking is time consuming process,
requires planning, team work and frequent

20. 2.COMMUNICATIONS
essential for quality management initiative,
lines of communications may affect location
of the library, availability of channels of
communication e.g. E-mail, telephone, fax
et.al.
Meetings between senior management and
staff involved in the exercise should be
setup in advanced and reporting mechanism
in place.

21. 3. FORMAL VS. INFORMAL
APPROACHES
• Formal methods are:
theoretical
impractical
bureaucratic.
• Informal methods of evaluation may be used such as:
 Regular team meetings and storming sessions.
Service level agreements; service standards.
Student course evaluation.
Liaison thru Library Advisory Committee.
Course review document.
Informal comparison of statistics.
Participation in university wide survey.
Access the board comparison with a member of other

22. 4. CONFIDENTIALITY AND
LEARNING ORGANIZATION
compare work practices and establish best
practices.
areas of concern : confidentiality as a
problem.
misapprehensions : information about
procedures are compared and no need for
confidential information to be implicated.
those who are apprehensive about showing
information are not ready to participate in

23. TYPES OF BENCHMARKING
Competitive benchmarking
Functional benchmarking
Product benchmarking
Process benchmarking
Best practices benchmarking
Strategic benchmarking
Performance benchmarking
Financial benchmarking

24. COMPETITIVE
BENCHMARKING
Comparison of performance among
direct competitors.
FUNCTIONAL
Uses SWOT analysis.
BENCHMARKING
Single function benchmarking is to
improve the operation if that particular
function.
Complex functions are directly
comparable in cost and efficiency

25. PRODUCT BENCHMARKING
Process of designing new products or
upgrades to new ones.
Comparison of processes.
PROCESS BENCHMARKING
Focuses on discrete work
processes and operating systems.
Identify most effective operating
practices.
Power lies in its ability to produce

26. BEST PRACTICES BENCHMARKING
Don’t reinvent what others have learnt
to do better!
Borrow shamelessly!
Adopt, adapt, advance!
Imitate creatively!
Adapt innovatively!
FINANCIAL BENCHAMRKING
Performing financial
analysis.
Comparing the

27. STRATEGIC BENCHMARKING
Identify winning strategies.
Influences the longer term competitive
patterns of the company.
PERFORMANCE BENCHMARKING
Enable managers to assess their
competitive positions.
Focus on elements.
Primary techniques are applied.

28. REASONS FOR BENCHMARKING
cost comparison.
reduction in turn around times.
reduction in error rates.
establishing meaningful performance
indicators /realistic output measures.
feasibility of collaboration to achieve
cost saving.
investigate in sourcing, outsourcing
and collaborative opportunities.
establish individual performance

29. REASONS FOR BENCHMARKING
explore appropriate roles and activities
of cataloguers.
develop improved outcomes for
customers.
pilot benchmarking / instill value of
benchmarking.
as an instrument to achieve change.
develop bet practice model.
validation measure.
develop statements of good practice.

30. PROBLEMS WITH
BENCHMARKING
 Problems with benchmarking occur
where
Data is not obtained for the process
being measured – and analysis
becomes subjective
No peer group/best practice identified
(including data available)
The gap between current state and
best practice is captured but nothing
is done about it
Assumed best practice isn't best

31. APPLICATIONS AND
BENEFITS
Improves organizational quality.
Leads to lower cost positions.
Creates buy-in for change.
Exposes people to new ideas.
Broadens the organization’s operation
perspective.
Creates a culture open to new ideas.
Serves as a catalyst to learning.
Tests the rigor of internal operating
targets.

32. APPLICATIONS AND
BENEFITS
Raises the organization’s level of
maximum potential performance.
Setting and refining strategy.
Reengineering work processes &
business systems.
Continuous improvement of work
processes and business systems.
Strategic planning and work setting.
Problem solving.
Education and idea enrichment.

33. CRITICAL SUCCESS
FACTORS
 Adopt, adapt & advance: a well
designed performance measurement
and benchmark system is essential, but
there are other critical success factors:
Senior management support.
Benchmarking training for the project
team.
Useful information technology
systems.
Cultural practices that encourage

35. LIBRARY PROCEDURES
SCOPE:
Acquisition of Books Purchase
GENERAL POLICIES AND
GUIDELINES:
Determination of the educational
resources of the SHL library is a
professional consideration of great
magnitude, requiring the cooperative
efforts of the acquisition librarian and the
faculty members with the College deans

36. PROCEDURES
1. The Director of Libraries directs the
Acquisition Librarian to invite book
suppliers in batches and assigns
staffs to attend book fairs and
coordinates with the College Deans for
faculty members to attend book fairs
2. The Property Officer receives books
from suppliers
3. The Acquisition Librarian segregates
books per college and prepares book
acquisition to go with the books

37. PROCEDURES
6. The College Secretary
returns/transmits all books to
Acquisition Librarian
7. The Director of Libraries re-evaluates
books recommended and endorse
acquisition
8. The Acquisition Librarian prepares list
of books as “recommended” and “not
recommended” per supplier in
triplicate
9. The Acquisition Librarian transmits all
books to Property Office with the duly

38. PROCEDURES
11. The VP/Treasurer approves the
P.R./P.O.
12. The Purchasing Officer sends
approved P.O. to supplier; then
forward the approved P.O. to Property
Officer and to Accounting for payment.
13. The Property officer returns books
“not recommended” to suppliers,
prepares RR for the purchased books
per the approved P.O. and transmits
books per approved P.O.
14. The Acquisition Librarian records all

41. XEROX-12 STEP
BENCHMARKING PROCESS
Phase 1: Planning
1. Identify what to benchmark.
2. Identify comparative companies.
3. Determine data collection method
and collect data.
Phase 2: Analysis
4. Determine current performance gap.
5. Project future performance levels.
Phase 3: Integration
6. Communicate finding and gain

42. XEROX-12 STEP
BENCHMARKING PROCESS
Phase 4: Action
8. Develop action plans.
9. Implement specific actions &
monitor progress.
10. Recalibrate benchmarks.
Phase 5: Maturity
11. Attain leadership positions.
12. Fully integrate practices into
processes.