The process of benchmarking, benchlearning and benchaction

doi:10.1108/09544780110360624

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The TQM Magazine

ISSN: 0954-478X
Currently published as: The TQM Journal
Incorporates: Training for Quality

Online from: 1988

Subject Area: Managing Quality

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The process of benchmarking, benchlearning and benchaction

Document Information:
Title:	The process of benchmarking, benchlearning and benchaction
Author(s):	Per V. Freytag, (Per V. Freytag is at the University of Southern Denmark, Sønderborg, Department of Marketing, Denmark.), Svend Hollensen, (Svend Hollensen is at the University of Southern Denmark, Sonderborg, Department of Marketing, Denmark.)
Citation:	Per V. Freytag, Svend Hollensen, (2001) "The process of benchmarking, benchlearning and benchaction", The TQM Magazine, Vol. 13 Iss: 1, pp.25 - 34
Keywords:	Benchmarking, Improvement, Organizational change, TQM
Article type:	Conceptual Paper
DOI:	10.1108/09544780110360624 (Permanent URL)
Publisher:	MCB UP Ltd
Abstract:	Benchmarking is more than giving marks. It is a way of measuring a firm’s strategies and performance against "best-in-class” firms, both inside and outside the industry. The aim is to identify best practices that can be adopted and implemented by the organization with the purpose of improving a company’s performance. The process of benchmarking is divided into seven phases: which functions to benchmark; importance of each subject area; whom to benchmark against; gather the benchmarking information; identify performance gaps; how to learn from the “best-in-class” (benchlearning); and implementation of the changes (benchaction). Benchmarking, benchlearning and benchaction is not a one-time project. It is a continuous improvement strategy and a change management process. Thus benchmarking is a part of the total quality management (TQM) system, and it relates well to other TQM initiatives.