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Essay / Research Paper Abstract
Benchmarking is becoming increasingly common. This 9 page paper explores the concept and uses of benchmarking to help the student develop a deeper understanding pf the processes and strategies of benchmarking by looking at three different benchmarking models that have been developed. The models examined are the evolutionary model, the integration model and the model developed as a part of the Agile Construction Initiative (ACI). The first two are broad flexible models, whereas the last is narrower and applicable to a single industry. The bibliography cites 10 sources.
Page Count:
9 pages (~225 words per page)
File: TS14_TEbenchmk.rtf
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Unformatted sample text from the term paper:
to benchmarking there are many similarities as well as some interesting differences. In this paper we will look at three different models. The first model is the evolutionary approach
that put forward by Fernandez (et al, 2001), the second is proposed by Madigan (1997) in response to the report by Sir Michael Latham who highlighted the need to cut
construction costs. This method of benchmarking is part of the Agile Construction Initiative (ACI).The last is the integrated approach by Bhutta and Huq (1999).
There are many commonalities. These can be seen in the way that benchmarking is seen and the processes that are involved. All the approaches make use of a
uniform model with similar aims and a set of logical steps. Fernandez (et al, 2001) look to the definitions of others to
define what they see as benchmarking. Here there is the use of a definition by Allen (1993, quoted Fernandez et al, 2001) which states "benchmarking can be seen as one
of the quality activities that can be applied to process improvement". This agrees with Shettys (1993), opinion (quoted Fernandez et al, 2001) which stated the practice was one where there
was a continuous process of measuring and comparing the processes as well as the products against those of the better competitors. If we
look at the ACI approach the process is seen as very similar as it is defined as "a systematic and continuous measurement process: a process of continuously measuring and comparing
an organisations business process against the business leaders anywhere ion the world to gain information which will help the organisation take action to improve its performance (Madigan, 1997).
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