Introduction to Benchmarking

1. Introduction to Benchmarking Improving Performance Based on External Assessment LuAnn Stokke F2 Administration/ Strategy Management July 27, 2010

2. Today’s Agenda • What is benchmarking? • Why do people do it? • Why should we do it? • How is it done? • What do you do with the data or information you get? • What’s “benchmarking protocol”? • Is there any ongoing commitment to partners?

3. Benchmarking?

4. Benchmarking Defined “Benchmarking is the process of comparing one’s business processes and performance metrics to industry bests and/or best practices from other industries. Dimensions typically measured are quality, time, and cost. Improvements from learning mean doing things better, faster, and cheaper.”en.wikipedia.org/wiki/Benchmarking

5. All Benchmarking is not Created Equal… • Forms: • “results”—comparative performance within and between organizations (efficiency/effectiveness) • “process”—analysis of activities and tasks that turn resources inputs into outputs and outcomes • “best-practice standards”—take the form of goals and benchmarks to which orgs aspire, as part of planning and continuous improvement

6. All Benchmarking is not Created Equal… • Methods: • Internal—compares across branches or units (e.g., one GCA customer team benchmarks budget set-up time to another team) • External—compares one aspect across similar or different businesses, products or services (e.g., F2’s personnel; IT systems) • Generic—external across organizations with very different products or services (e.g., client mgmt across diverse private-sector companies)

7. When Should you Consider Benchmarking? • You need to know more about how your cost and quality levels compare to best practice • Budget resources are under pressure and necessary investments for growth in demand have to be financed • Program revenue or client demand is under pressure • Client service standards are being created, or require improvement

8. Group Exercise: Where are your obvious opportunities? You either want to maintain your product/service/customer leadership position, or you want to meet or beat the front-runner.

9. Where Does Benchmarking “Fit” in F2’s Strategy? Vision Efficient Processes Delighted Customers Strategic Plans Leaders Staff Trustworthy Trustworthy Trusting of Others Trusting of Others Approachable, Inspiring Collaborative, Committed Quality Improvement System Trained Staff Recognition Data Analysis Customer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems

10. Where Does Benchmarking “Fit” in OR’s Strategy? Add Value to the Overall Research Experience Provide exceptional research administrative services while effectively managing risks and opportunities Develop strategies and a plan for open and clear communication Improve access to key information Improve researcher productivity and satisfaction by reducing administrative burden Decrease barriers to collaboration Achieve Operational Excellence Streamline business processes Develop effective relationships with process partners and the campus research community Identify and adapt best practices Promote a culture of continuous process improvement Embrace a culture of transparency and accountability Strategically analyze risks and benefits

11. Where Does Benchmarking “Fit” in OR’s Strategy? (OR) Attract & Retain Top, Diverse Staff Cultivate an environment that stimulates, challenges and grows staff knowledge, skills and competencies through continuous learning Encourage staff engagement and participation at all levels of process improvement and achievement of OR goals Develop OR leaders and career paths for promoting upward mobility within the organization. Add Value to the UW Work within the campus community and at a national and international level to impact UW-wide strategic initiatives, strategic research directions and policies Improve recruitment and retention of top faculty Improve integration of research and education Improve translation of research into the public benefit Promote and enhance cross-cutting research initiatives Increase and diversify external research funding

12. Audit…Analyze…ID…Improve…Assess

13. “Hey…That Looks Sort of Familiar!”

14. Benchmarking at a Process or Project Level

15. Copying? “Industrial Tourism”? “old-school” benchmarking, UK style

16. What is it Like Now? LEAN, CPI, BSC Remote Research/Analysis “Contact Us” Process Mapping; partnering BSC

17. What is our Performance Level? How do we do it? • Operational performance—what “matters” (to strategy, customers, bottom-line, stakeholders) • Dashboards and scorecards • LEAN current-process maps • Process maps from PI projects • F2’s productivity data (widgets and FTE) • Customer Feedback

18. What are Others’ Performance Levels? (secondary data) • Reports (e.g., Hackett, UBER) • Consortia and Existing Organizations (e.g., NACUBO, AAU, IPEDS, APPA) • Media (e.g., Princeton Review, U. S. News & World Report) • UW P&B—Institutional Research & Data Mgmt. • Peer contacts • Marketing materials/annual reports • Customized web searching …All to determine, “what is our performance gap?”

19. How Did They Get There? (primary data) • Determine if their performance is “best in class” • Investigate similarities and differences • Identify constraints • What was their quality journey? (where did they start?) • What resources did they apply to achieve their performance level? • Who do they benchmark? Ask them! E-mail, conference call, videoconference, or live visit (if they’re local)

20. TABLE EXERCISE Your unit is responsible for processing spending reports for gifted funds and submitting them to donors, correctly and within 10 days of the end of the quarter. Your current on-time performance is 78%, and your error-rate averages 91% correct (9% of your reports must be recalculated and redistributed). You learn from one of your major (and disgruntled) donors that Seattle Pacific University completes similar donor reports, and according to her, they are “always on time” and “always correct.” Who would you seek out at SPU to talk to? How would you contact them, and what would you say? What form would your interview take? (e.g., phone, email, live) What would your questions be? (4-5 interview questions)

21. Benchmarking Protocol (business etiquette) • Allow plenty of time for partners to set up visits/call arrangements • Do your homework—know something about them (can’t emphasize this enough!) • Zone in on key questions—don’t extend the scheduled time • Listen; seek first to understand • Avoid head-to-head comparisons while in the meeting (unless they ask) • You’re there to inquire; not advocate • Maintain confidences; they may share sensitive information • Bring a “leave-behind” (and business cards) • Take copious notes; share them after the meeting, asking for correction or clarification • Wear comfortable shoes* • Send prompt thank-you’s • Figure out reciprocation beforehand

22. “Creative Adaptation” • Compare primary data (immediate) and secondary (collected) data • Validate what’s applicable to your performance objective (may need to “chunk out”) • Assess internally: is “not-invented-here” syndrome an issue? • Identify what enablers are necessary • Communication “hardware and software”—email, memos, meetings vs. cultural norms • Select high-leverage improvements and/or adjusted targets

23. Today’s Hybrid Method(spendy, but effective) Companies and public-sector organizations are relying on consultants/vendors to: • Identify peer groups • Oversee peer-group “visits” or data-collection efforts (using web-enabled, customer-fed systems) • Analyze performance data • Identify and promulgate best practices • Report out to senior management • Provide recommendations for improvement • Host consortia of peers and industry leaders • (Examples: Bain, Hackett, UBER) • Or…paying membership fees to professional organizations for detailed benchmark data.

24. “Breakthrough Performance” and Beyond • Determine ROI/feasibility of alternatives—select short- and long-term • Coordinate and secure approvals • Sufficient Cooperation? Plan communication & change-management, as needed (denial—resistance—exploration—acceptance) • Involve the work group to maximum extent • Implement training, as needed • Remeasure/rebaseline (as needed) • Communicate linkage to business/strategic plan (“case for change”)

25. Conclusion: Impacting Value to the Customer MARKET SPACE ORGANIZATIONAL CAPABILITIES MARKET NEEDS BENCHMARKING AND CONTINUOUS IMPROVEMENT MARKET NEEDS MARKET SPACE ORG CAPABILITIES