posted 13 October 1999 01:32 PM               

I believe balance is very important, and as such, would suggest using balance when selecting items. Use items that are Customer driven and items that are important to your organization. For instance, on-time delivery is important to the Customer (perhaps), scrap is not. But measuring scrap rates are typically important to business metrics (a failure cost). Be sure you select the correct Customer driven factors. Do not fall prey to preconceived notions that your organization may be holding. They could be dead wrong! To do this, you may need to do a study with your Customers. Surveys, face to face meetings, phone calls can all contribute effectively. Perhaps use basic Pareto techniques to organize your items. Track these for a while to get a better understanding of where you actually are. Often folks take small samples that are not indicative of the population drawing incorrect assumptions about how they fair against the benchmark target.

Well, to get you out of the gate. Any other suggestions out there?

Kevin

[This message has been edited by Kevin Mader (edited 13 October 1999).]

posted 14 October 1999 08:31 AM               

I have a CD that was passed to me from a reader of IW. I think that he got the CD through an ad in the magazine. Unfortunately, he isn't here to ask. For the record, it is called Industry Week's Interactive Benchmarking Database. It comes in a binder including a booklet outlining benchmarking items and percentages of how many out of 100 organizations they surveyed over a 3 year period measure these items.

I haven't been to IW's page, but I did drop by a place called The Benchmarking Exchange (TBE) about 2 years ago. I don't recall to much about it, but I think I remember that they actually help organizations to meet and become benchmarking buddies. This might cost some small $$ though (to join). It might be worth the investment.

Regards,

Kevin