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How Intel Rewards Continuous Improvement and Connects Employees to Best Practices

Intel is the world’s largest semiconductor chip maker, designing and manufacturing a range of computing and communications products.

Type: Case Studies  Topics: Benchmarking, Business Excellence, Continuous Improvement, Process, Local/State/National Quality Awards, Quality, Quality Assessment, Recognition and Rewards Programs, Human Capital Management, Rewards and Recognition Programs, Portals and Collaboration, Knowledge and Information Management, Information Technology  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.2 Develop benchmarking capabilities, 12.2.3.3 Measure performance against benchmarks, 12.2.3 Conduct process benchmarking, 12.2.4 Conduct competitive benchmarking, 12.3.4.3 Identify specific IT requirements, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 6.4.1.6 Reward and motivate employees, 6.4 Reward and retain employees, 6.4.1 Develop and manage reward, recognition, and motivation programs  Industry: Computers, Electronics, Semiconductors, Telecommunication 
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Introducing Clients to Benchmarks

Organizations often want hard data to back up their improvement choices, but when consultants offer benchmarking data, some clients balk at the comparisons.

Type: Articles and White Papers  Topics: Assessment and Auditing, Business Excellence, Measurement, Benchmarking, Measurement Analytics, Measurement  Processes: 1.1.1.1 Analyze and evaluate competition, 1.1 Define the business concept and long-term vision, 1.1.1 Assess the external environment, 1.1.3.1 Analyze organizational characteristics, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.2 Develop benchmarking capabilities, 12.2.3.2 Establish benchmarks, 12.2.3 Conduct process benchmarking, 12.2.3.3 Measure performance against benchmarks, 12.2.4 Conduct competitive benchmarking, 12.2.4.2 Establish benchmarks, 12.2.4.3 Measure performance against benchmarks  Industry: Consulting/Consultants, Professional Services/Business Services 
  • Relevance: 73%
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State of Process Management 2011 (Slides)

APQC conducted a survey to learn more about the process management challenges organizations are facing and what their current capabilities are.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Process Management  Processes: 1.1.1.1 Analyze and evaluate competition, 1.1 Define the business concept and long-term vision, 1.1.1 Assess the external environment, 1.1.3.1 Analyze organizational characteristics, 1.1.3 Perform internal analysis, 12.2.2 Develop benchmarking capabilities, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.4.1 Compile and update list of processes and organizations to benchmark, 12.2.4 Conduct competitive benchmarking, 12.2.5 Conduct gap analysis to understand need for change and degree needed 
  • Relevance: 68%
  • Member Price: FREE
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State of Process Management 2011

APQC conducted a survey to learn more about the process management challenges organizations are facing and what their current capabilities are.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Process Management  Processes: 1.1.1.1 Analyze and evaluate competition, 1.1 Define the business concept and long-term vision, 1.1.1 Assess the external environment, 1.1.3.1 Analyze organizational characteristics, 1.1.3 Perform internal analysis, 12.2.2 Develop benchmarking capabilities, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.4.1 Compile and update list of processes and organizations to benchmark, 12.2.4 Conduct competitive benchmarking, 12.2.5 Conduct gap analysis to understand need for change and degree needed 
  • Relevance: 68%
  • Member Price: FREE
  • Nonmember Price: Download FREE
A Catalyst for Continuous Improvement: The Intel Quality Award (Slides)

Increasing quality and growing a quality-oriented mindset within an organization requires a comprehensive, well-rounded approach.

Type: Presentations  Topics: Benchmarking, Business Excellence, Continuous Improvement, Process, Local/State/National Quality Awards, Quality, Quality Assessment, Recognition and Rewards Programs, Human Capital Management, Rewards and Recognition Programs, Portals and Collaboration, Knowledge and Information Management, Information Technology  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.2 Develop benchmarking capabilities, 12.2.3.3 Measure performance against benchmarks, 12.2.3 Conduct process benchmarking, 12.2.4 Conduct competitive benchmarking, 12.3.4.3 Identify specific IT requirements, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 6.4.1.6 Reward and motivate employees, 6.4 Reward and retain employees, 6.4.1 Develop and manage reward, recognition, and motivation programs  Industry: Computers, Electronics, Semiconductors, Telecommunication 
  • Relevance: 68%
  • Member Price: FREE
  • Nonmember Price: Download FREE
A Catalyst for Continuous Improvement: The Intel Quality Award

Increasing quality and growing a quality-oriented mindset within an organization requires a comprehensive, well-rounded approach.

Type: Presentations  Topics: Benchmarking, Business Excellence, Continuous Improvement, Process, Local/State/National Quality Awards, Quality, Quality Assessment, Recognition and Rewards Programs, Human Capital Management, Rewards and Recognition Programs, Portals and Collaboration, Knowledge and Information Management, Information Technology  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.2 Develop benchmarking capabilities, 12.2.3.3 Measure performance against benchmarks, 12.2.3 Conduct process benchmarking, 12.2.4 Conduct competitive benchmarking, 12.3.4.3 Identify specific IT requirements, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 6.4.1.6 Reward and motivate employees, 6.4 Reward and retain employees, 6.4.1 Develop and manage reward, recognition, and motivation programs  Industry: Computers, Electronics, Semiconductors, Telecommunication 
  • Relevance: 68%
  • Member Price: FREE
  • Nonmember Price: Download FREE
Absolute Musts When Designing a Data Collection Tool

Whether a benchmarking team uses a survey, questionnaire, or structured interview to collect data from other organizations, it needs to keep certain data collection guidelines in mind.

Type: Best Practices and Business Drivers  Topics: Benchmarking, Business Excellence, External Relationships, Organization and Management  Processes: 12.2.2 Develop benchmarking capabilities, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.4 Conduct competitive benchmarking 
  • Relevance: 53%
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The Value of Site Visits in Benchmarking

Seeing best practices firsthand can enhance your understanding of why a practice works and can increase the momentum of change within your organization.

Type: Presentations  Topics: Benchmarking, Business Excellence, Partnerships, Organization and Management, External Relationships  Processes: 12.2 Benchmark performance, 12.0 Manage Knowledge, Improvement, and Change, 12.2.2 Develop benchmarking capabilities, 12.2.3 Conduct process benchmarking, 12.2.4 Conduct competitive benchmarking 
  • Relevance: 50%
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Distributing Your Benchmarking Survey or Questionnaire

How a survey or questionnaire is distributed often determines the rate and quality of the responses received.

Type: Presentations  Topics: Benchmarking, Business Excellence  Processes: 12.2 Benchmark performance, 12.0 Manage Knowledge, Improvement, and Change, 12.2.2 Develop benchmarking capabilities, 12.2.3 Conduct process benchmarking, 12.2.4 Conduct competitive benchmarking 
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Tips for Conducting Interviews

Interviews often provide detailed information that can help an organization identify key performance benchmarks.

Type: Presentations  Topics: Benchmarking, Business Excellence  Processes: 12.2 Benchmark performance, 12.0 Manage Knowledge, Improvement, and Change, 12.2.2 Develop benchmarking capabilities, 12.2.3 Conduct process benchmarking, 12.2.4 Conduct competitive benchmarking 
  • Relevance: 50%
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