ASB

Amity School of Business

Programme – BBA+MBA(Dual), Semester VII

Course –Total Quality Management
Name of Faculty – Rajeev Pathak

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Breakthrough Improvement

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• Benchmarking
• Reengineering

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Benchmarking

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• Systematic search for best practices,

innovative ideas & highly effective
operating procedures

• Measure performance against best –in-

class organizations
• Find how best –in-class organizations
achieve their performance levels
• Use the information for improvement
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• Two key elements –

 Metrics (Measuring performance,
Benchmarks as targets)
 Understanding why performance differs
from best –in-class

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 Benefits ASB

• Avoid re-inventing the wheel

• External orientation (inspiring managers to
compete)
• Goals to be set objectively (Traditional
method of extrapolation, illustration for
achievable objectives)
• Time and cost efficient(Adaption)

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 Process ASB

• What to benchmark
• Understand current performance
• Plan
• Study others
• Learn from the data
• Use the findings

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 NSN Example ASB

• Since 2002 NSN has been helping

operators to benchmark their operational
efficiency against other players globally–
helping to set targets and deliver improved
performance.
• NSN offer operational efficiency
benchmarks to mobile, fixed and
integrated operators.

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• benchmarking process combines several

levels of analysis to give a clear
understanding of how operations compare
(across marketing and sales, product
development, customer service, networks,
IT and support functions) to some of the
most efficient operators in the world – so
giving a strong basis on which to set
efficiency targets for specific functions.
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• As of December 2012, 304 benchmarks

have been carried out across Europe,
Asia Pacific, America, the Middle East and
Africa.
• NSN also manage regional operator
peer groups around the world, giving an
aggregated and tailored environment in
which an operator benchmark its mobile,
fixed or integrated operations.
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Reengineering

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