The Rank Xerox Experience: Benchmarking Ten Years On

Cross, Rich; Iqbal, Anjum

doi:10.1007/978-0-387-34847-6_1

Cited by 13 publications

(5 citation statements)

References 1 publication

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“…The next three technologies in Table all fit the ‘fads and fashions’ (Abrahamson, 1995) idea of management diffusion. All of them have private sector origins: Benchmarking came from Rank Xerox (Cross and Iqbal, ); the Balanced Scorecard came from Analog Devices, an electronics company (Schneiderman, undated); and Lean Management came from Toyota, the Japanese car manufacturer (Womack et al., ). The practice of looking to the private sector for management ideas is a fundamental element of NPM.…”

Section: Technologies Of Performance Management: An Accounting Problementioning

confidence: 99%

Performance Management in the Public Sector: The Ultimate Challenge

Arnaboldi¹,

Lapsley²,

2015

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Performance Management is the challenge confronting public service managers. However, the enduring research focus on performance measurement in public services, without resolution, does not offer neat solutions to performance management in public services. This drawback of measurement difficulties has not abated interest in performance management. But there are significant adverse outcomes associated with the clumsy use of performance management systems in public services, particularly negative effects on staff morale. The lack of ready‐made answers to performance management makes this task complex and demanding for public service managers. This paper identifies critical dimensions of effectiveness in performance management systems.

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Section: Technologies Of Performance Management: An Accounting Problementioning

confidence: 99%

Performance Management in the Public Sector: The Ultimate Challenge

Arnaboldi¹,

Lapsley²,

2015

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“…The Xerox Company started benchmarking as a way to lower its production costs. In the 1980s, benchmarking methods spread through the industrial sector (Cross and Iqbal 1995). The literature review is based on the different types of benchmarking and how they relate to the technology and practice of foundries.…”

Section: Benchmarkingmentioning

confidence: 99%

“…The framework is commonly applied in context, content and process (Jarrar and Zairi 2001). This framework follows the following logic: Context framework is based on the factors of the measurement of foundry practice and can be separated into two levels: level one: Organisational context (these are factors that are within the organisation) and level two: Foundry practice context (these are factors specific to the foundry practice) (Cross and Iqbal 1995) The content framework is based on the metrics and dimensions of the entire foundry process. Processes are methods and tools to measure the foundry practice performance (Cross and Iqbal 1995).…”

Section: Benchmarkingmentioning

confidence: 99%

Analytical Factors for the South African Foundry Industry: A Benchmarking Study

Mageza¹,

Sedumedi²,

Pan³

2023

Proceedings of the International Conference on Industrial Engineering and Operations Management

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The South African foundry industry is in a state of decline. From 2010 to 2020, almost 37 foundries were closed, resulting in 123 operational foundries from 160 foundries. A benchmarking study was done using analytical factors to determine how competitive SA (South Africa) foundries were compared to those in other countries. Notably, an attempt was made to map the analytical factors, such as capacity utilisation, labour productivity, process yield, and energy cost, of SA foundries and compare them to Chinese foundries. Questionnaires were formulated to acquire primary data from SA foundries and China. In South Africa, 11 out of 14 foundries responded to the questionnaires administered through face-to-face interviews, whereas in China, one out of three foundries responded through email. On average, data from SA foundries indicate that they are uncompetitive in gating systems, scrap casting, labour productivity, capacity utilisation, and energy costs. In conclusion, based on these analytical factors, Chinese foundry has a competitive edge over SA foundries and the EU; consequently, buyers may prefer to acquire casting from china due to lower production cost, which translates into cheaper casting. It is recommended that SA foundries invest in upskilling their workforces, adopt casting simulation software, and participate in energy efficiency programmes to improve their competitiveness.

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“…Their methods originate from personal experience. Benchmarking was introduced for business processes in the late 1970s (Cross and Iqbal, 1995) and the first reported loop performance assessment was done bẙ Aström for a paper machine in 1967 (Åström, 1967). The development of CPA tools pursued.…”

Section: Control Performance Assessmentmentioning

confidence: 99%

Assessment of the GPC Control Quality Using Non–Gaussian Statistical Measures

Domański

Ławryńczuk

2017

International Journal of Applied Mathematics and Computer Science

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This paper presents an alternative approach to the task of control performance assessment. Various statistical measures based on Gaussian and non-Gaussian distribution functions are evaluated. The analysis starts with the review of control error histograms followed by their statistical analysis using probability distribution functions. Simulation results obtained for a control system with the generalized predictive controller algorithm are considered. The proposed approach using Cauchy and Lévy α-stable distributions shows robustness against disturbances and enables effective control loop quality evaluation. Tests of the predictive algorithm prove its ability to detect the impact of the main controller parameters, such as the model gain, the dynamics or the prediction horizon.

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The Rank Xerox Experience: Benchmarking Ten Years On

Cited by 13 publications

References 1 publication

Performance Management in the Public Sector: The Ultimate Challenge

Performance Management in the Public Sector: The Ultimate Challenge

Analytical Factors for the South African Foundry Industry: A Benchmarking Study

Assessment of the GPC Control Quality Using Non–Gaussian Statistical Measures

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