Centre for Integral Excellence Sheffield Hallam University Education

© Centre for Integral Excellence Sheffield Hallam University Education Community of Practice University of Bergen, January 2005 www. shu. ac. uk/integralexcellence

Benchmarking EFQM Education Community of Practice University of Bergen 10 January 2005 MIKE PUPIUS Director Centre for Integral Excellence Sheffield Hallam University, UK © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

EFQM Education Community of Practice: Our Mission To promote and support the adoption of the philosophy, methods, tools and techniques of Excellence by all education organisations in Europe and to develop and share good practice amongst ourselves and the other networks we belong to. © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

What is the relevance of benchmarking to our Community of Practice? © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

Chancellor’s vision statement It is time for change at Berkeley. We need to examine all aspects of how we conduct our business with the aim of streamlining decision making and infusing our campus community with a service orientation. We must make certain that the same ethos of excellence that marks our teaching and research permeates our entire organisation. Organisational effectiveness is everyone’s responsibility. Chancellor Berdahl © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

Benchmarking- some definitions Benchmark -Dictionary Definition ‘A surveyor’s mark. . . of previously determined position. . . and used as a reference point. . . ’ ‘A standard by which something can be measured or judged’ © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

Benchmarking- some definitions Benchmarking is a comparative process whereby organisations can analyse their performance against similar organisations, competitors or organisations operating in different but non-competitive fields. Benchmarking is a structured process of learning from others, internally or externally, who are leaders in a field or with whom legitimate comparisons can be made. © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

Benchmarking- some definitions Strategic Benchmarking The study of World class organisations to determine opportunities for strategic change both organisationally and within key business processes. Driver Context: Organisation’s strategic direction and goals Strategic direction setting process Strategy development Partnership External Process Benchmarking The comparison of the organisations functions and key processes against good practice organisations wherever relevant. Driver: Improvement or breakthrough opportunities in business processes Context: Process review projects Results comparisons against external comparators and ‘best-in-class’ Partnership © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

Benchmarking- some definitions Internal Good Practice Benchmarking The establishing of good practice organisation-wide through the comparison of internal activities or operations. Driver Sharing good practice in cross-cutting activities Process improvement or breakthrough opportunities in local or organisation-wide processes Outcome improvement Context: Business planning Corporate scorecard Process review projects Results comparisons against internal ‘best-in-class’ Partnership © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

Benchmarking- some definitions The practice of being humble enough to admit that someone is better at something and being wise enough to try to learn how to match them and even surpass them. APQC © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

The Philosophy of Benchmarking • Know what you want to improve / learn about (Scoping) • Identify the “Good Practices” in those areas • Learn from the “Good Practices”-organisations: – What they are achieving – How they are achieving it • Adapt the key insights and incorporate the learning into your own process Improve Adapt Adopt © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

EFQM Excellence Model Enablers Leadership “Discovering and using new process designs, operating philosophies and enabling technology” Results People Results Policy & Strategy Customer Results Partnerships & Resources Processes Key Performance Results Society Results Innovation and Learning “Comparisons with external “Analysing the performance of competitors and best-in-class organisations” © Centre for Integral Excellence Sheffield Hallam University organisations take place and results compare well with sector averages or acknowledged best-in-class” www. shu. ac. uk/integralexcellence Copyright EFQM 1999

Characteristics of successful organisations (Barrett, Collins and Porras, de Geus, Fitz-Enz) • A strong, positive, values driven culture • A commitment to learning and self-renewal • Continual adaptation using internal and external feedback from environments • Strategic alliances with internal and external partners, customers and suppliers • A willingness to take risks and experiment • A balanced, values based approach to measuring performance that includes – Corporate survival (financial) – Corporate fitness (efficiency, effectiveness) – Collaboration with suppliers and customers – Continuous learning and self-development (evolution) – Organisational cohesion and employee fulfilment – Corporate contribution to the local community and society © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

Benchmarking opportunities What? Self-assessment Learning Overall score Criteria scores Sub-criteria scores Approaches/results Deployment strategies Depth and detail Shared data Measurement Internal versus external Workshops framework Multi -sector Visits KPIs ‘World Class’ Tours Process metrics Methods How? World Class Excellence © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

Why Benchmark? • Excellence brings: – – – stakeholder satisfaction recognition customers respect financial stability sustainability • To become the best you must know: – – yourself: strengths and limitations recognise and understand the leading organisations use best processes available build on these processes to create even better ones © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

Benchmarking Positioned Competitive Comparisons Strategic Bench marking The Sphere of Benchmarking Operational Benchmarking Product Benchmarking Individual benchmarking Process Benchmarking Market Research © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

Questions for ECo. P • How can we enhance the effectiveness of ECo. P using the principles and practice of benchmarking? • How can we share the learning? • What areas of focus are important to us and our organisations? • Any volunteers to take things forward to future meetings? © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

Thank you! © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence