Duration: 2-week online course | 2 hours per week
“Benchmarking” is something we do every day of our lives because benchmarking is about making comparisons. So, when we make choices or select a product, service (or anything else), we are doing so after comparing one product or service with another. It may be something rather trivial like the type of bread we chose for our sandwich for today’s lunch, or something major like the hospital we chose to perform a surgical procedure. So, we use comparisons to help us make good decision – that’s the purpose of benchmarking.
When carrying out benchmarking we, essentially, develop our criteria, look at (or sample) the options and then make a choice - that’s the process of benchmarking.
A “Benchmark” (as opposed to benchmarking) is a standard, something to aspire to and, again, something we use in our daily life: we may have a benchmark weight that we are dieting to achieve; a benchmark time we are attempting to match in our daily jog; a benchmark blood pressure or cholesterol level that we need to achieve to remain in good health.
It is very much the same at an organisational level where the process of “Benchmarking’ is described by David T Kearns Chairman, Xerox Corp (1982 – 1990) as: “the continuous process of measuring products, services and practices against the toughest competitors or those companies recognized as industry leaders;” the purpose of benchmarking at a business level is improvement. The “toughest competitors or recognised industry leaders” are known as “the Benchmarks.”
During this two-day course you will be able to explore all aspects of Benchmarking to enable you to select the best approach or approaches for your organisation – those that offer you the best opportunity to improve business performance. In addition, you will also learn how to follow the universally accepted process for Benchmarking with a partner.
Who Should Attend
Directors, senior managers and business improvement professionals from all sectors who wish to learn world class benchmarking approaches from others.
Benefits of Attending
- Outline the concepts, principles and context (organisational, legal and ethical) of Benchmarking
- Describe the history, developments and current conventions of Benchmarking
- Identify potential benchmarking opportunities and explain the different approaches to Benchmarking
- Describe the Benchmarking Model and list the Benchmarking phases, process steps and activities
- Select and deploy a range of tools and techniques for gathering information to inform business improvement strategie
Continuing Professional Development (CPD)
Established in 1996, The CPD Certification Service is the independent CPD accreditation centre working across all sectors, disciplines and further learning applications and supports policies of institutional and professional organisations globally.
CPD is the term used to describe the learning activities professionals engage in to develop and enhance their abilities and keep skills and knowledge up to date. This course is an accredited Continuing Professional Development (CPD) training which means it meets CPD standards and benchmarks. The learning value has been scrutinised to ensure integrity and quality.
Alan Power left Lloyds TSB after 32 years to set up his own consultancy business, MPOWER (UK) Ltd., which provides services to support organisational development.
During his career with the bank Alan had held several senior executive positions within Human Resources when, in 1986, during his time as HR Director of one of the bank's subsidiary companies, he became aware of the work of Dr W Edwards Deming and other Quality gurus and, as a result, became an enthusiastic supporter of the principles and practices of Total Quality Management, in particular he developed competencies in areas that today are known as Lean Thinking and Six Sigma; he was also an early adopter to the Balanced Scorecard and employed benchmarking extensively throughout his career.
In 1989, as a direct consequence of his interest in business improvement strategies, he was invited to set up and manage a centralised business unit to handle the bank's $15 billion mortgage business. As General Manager, he created the company, TSB Homeloans Ltd., using Lean and Six Sigma principles which won him several Quality awards and culminated in him winning the 1996 Quality Scotland National Award for Business Excellence. In 1997 this result led to the CEO of Lloyds TSB appointing Alan to a strategic quality role at the Lloyds TSB corporate headquarters where he directed the quality policy and strategy for the whole group.
Alan has been an assessor for the British Quality Awards and the European Foundation for Quality Management Awards; a visiting lecturer on Quality Management for the University of Warwick and the University of Leicester; he has also been a jury member for the Scottish National Quality Awards.
Alan has extensive experience of the Middle East where he has been running both public and in-company programmes for over 10 years and in all GCC countries.
Pricing excludes 5% VAT, which will be charged where applicable