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Results for: 12.2.3.3 Measure performance against benchmarks (x)
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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: 77%
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Using Metrics that Drive Bottom-Line Value: An Introductory Webinar (Slides)

Learn the basics of choosing and using metrics to improve your business performance.

Type: Presentations  Topics: Performance Measurement, Business Excellence, Measurement, Process Measures, Measurement  Processes: 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.3 Set performance targets, 12.1.2 Measure process productivity, 12.0 Manage Knowledge, Improvement, and Change, 12.1.3 Measure cost effectiveness, 12.1.4 Measure staff efficiency, 12.1.5 Measure cycle time, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.4.3 Measure performance against benchmarks, 12.2.4 Conduct competitive benchmarking, 12.4.1.14 Identify resources and develop measures, 12.4 Manage change, 12.4.1 Plan for change 
  • Relevance: 76%
  • Member Price: FREE
Using Metrics that Drive Bottom-Line Value: An Introductory Webinar

Learn the basics of choosing and using metrics to improve your business performance.

Type: Presentations  Topics: Performance Measurement, Business Excellence, Measurement, Process Measures, Measurement  Processes: 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.3 Set performance targets, 12.1.2 Measure process productivity, 12.0 Manage Knowledge, Improvement, and Change, 12.1.3 Measure cost effectiveness, 12.1.4 Measure staff efficiency, 12.1.5 Measure cycle time, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.4.3 Measure performance against benchmarks, 12.2.4 Conduct competitive benchmarking, 12.4.1.14 Identify resources and develop measures, 12.4 Manage change, 12.4.1 Plan for change 
  • Relevance: 76%
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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: 71%
  • Member Price: FREE
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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: 71%
  • Member Price: FREE
  • Nonmember Price: Download FREE
The Role of Benchmarking in Client Engagements (Slides)

Benchmarking is a powerful tool for consulting and professional services firms.

Type: Presentations  Topics: Benchmarking, Business Excellence, Project Management, Organization and Management  Processes: 1.1.2.2 Capture and assess customer needs, 1.1 Define the business concept and long-term vision, 1.1.2 Survey market and determine customer needs and wants, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.4.2 Establish benchmarks, 12.2.4 Conduct competitive benchmarking, 12.2.4.3 Measure performance against benchmarks, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.0 Manage Knowledge, Improvement, and Change, 4.1.2.2 Collaborate with customers, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.4.3 Provide service to specific customers, 4.0 Deliver Products and Services, 4.4 Deliver service to customer  Industry: Consulting/Consultants, Professional Services/Business Services 
  • Relevance: 70%
  • Member Price: FREE
The Role of Benchmarking in Client Engagements

Benchmarking is a powerful tool for consulting and professional services firms.

Type: Presentations  Topics: Benchmarking, Business Excellence, Project Management, Organization and Management  Processes: 1.1.2.2 Capture and assess customer needs, 1.1 Define the business concept and long-term vision, 1.1.2 Survey market and determine customer needs and wants, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.4.2 Establish benchmarks, 12.2.4 Conduct competitive benchmarking, 12.2.4.3 Measure performance against benchmarks, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.0 Manage Knowledge, Improvement, and Change, 4.1.2.2 Collaborate with customers, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.4.3 Provide service to specific customers, 4.0 Deliver Products and Services, 4.4 Deliver service to customer  Industry: Consulting/Consultants, Professional Services/Business Services 
  • Relevance: 70%
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Using Quality Tools and Principles in K12 Education: Montgomery County Public Schools' Success for Every Student Initiative

Any large organization considering a process-based approach to improvement has a lot at stake. Imagine if your organization was one of the largest school districts in the United States.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Local/State/National Quality Awards, Quality, Performance Measurement, Measurement, Process Measures, Measurement, Quality Measurement, Process Management  Processes: 12.4.1.1 Select process improvement methodology, 12.4 Manage change, 12.4.1 Plan for change, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.3 Set performance targets, 12.1.2 Measure process productivity, 12.0 Manage Knowledge, Improvement, and Change, 12.1.3 Measure cost effectiveness, 12.1.4 Measure staff efficiency, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement  Industry: Education (K-12) 
  • Relevance: 70%
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Metrics for New Product Development Processes

Because measurement can be tricky business, organizations often ask for lists of metrics commonly used to monitor and improve new product development (NPD).

Type: Best Practices and Business Drivers  Topics: New Product Development, Product Development, Measurement, Business Excellence, Measurement  Processes: 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 2.2.1.9 Identify design/development performance indicators, 2.2 Develop products and services, 2.2.1 Design, build, and evaluate products and services 
  • Relevance: 68%
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