A pragmatic approach to conducting a successful benchmarking expedition

Abstract

PurposeThe purpose of this paper is to provide a conceptual framework for conducting a benchmarking visit/expedition.Design/methodology/approachRecent articles on the models of benchmarking are reviewed and used to construct a seven‐step benchmarking visit/expedition framework that is subsequently tested by applying it to facilitate a benchmarking expedition for Dubai Holding Group (DHG) with United Utilities, Bradford and Bingley and the Marriot Hotel, all of the UK.FindingsThe paper finds that good planning and execution of the benchmarking visit are essential. How the visit is conducted influences favourably/unfavourably the outcomes of the visit/expedition. Capturing meaningful learning of best practices required a purpose‐focused approach/framework to guide gathering, documenting and prioritising best practice evidences. The suggested 7‐Steps framework, when applied, focuses actions towards realising and reaping the full potential of such visits/expeditions. The 7‐Steps model enabled DHG to exhaustively collect, document and prioritise best practice actions from the three benchmarking partners thereby rendering the expeditions a success.Practical implicationsThe success of a benchmarking visit's/expedition's outcome is contingent on the planning and training undertaken prior to the visit/expedition, how the visit itself is conducted and crucially, the usability and reliability of data and evidence gathered. Poor execution of a benchmarking visit even with good planning inevitably yields poor results and vice versa.Originality/valueThe paper contributes to knowledge by closing a knowledge gap and providing a framework that enables user organisations to fully realise the benefits of a benchmarking visit/expedition.

Benchmarking challenges in facilities management in Nigeria

“…Hence, this model could be improved and evolving best practice can be incorporated within this model (Anand and Kodali, 2008). Other models for implementing benchmarking which could be used are that of the European Foundation for Quality Management (EFQM), that of Bhutta and Huq (1999), Zairi and Baidoun (2003), Marwa and Zairi (2008) and others, but they are too process-oriented and costly to implement. Furthermore, the amount of effort and investment required for participating is consequential.…”

Attitudes of Nigerian facilities management professionals to the benefits of benchmarking

“…Hence, this model could be improved, and evolving best practice can be incorporated within this model (Anand and Kodali, 2008). Other models for implementing benchmarking which could be used are that of the EFQM, that of Bhutta and Huq (1999), Zairi and Baidoun (2003), Marwa and Zairi (2008) and others, but they are too process oriented, costly to implement. Furthermore, the amount of effort and investment required for participating is consequential.…”

Implementation of TQM: A Case Study in an Auto Company

“…Found that participation in quality award process strengthened their quality improvement process and gained quality awards. Benchmarking practices is one of the TQM techniques, practiced in a case study (Simmy and Zairi, 2008) suggested that benchmarking visits are a cost to business and should therefore be designed and executed with outmost care to achieve desired outcomes. Kiran et al, (1995), through their theoretical studies said that joint implementation of JIT and TQM in the industries are outperforming in improving the quality of products and processes as well as customer satisfaction.…”