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Quality Management > Chapter 6 - The Voice of the Market > Flashcards

Chapter 6 - The Voice of the Market Flashcards

1
Q

A Benchmark is…?

A

An organization recognized for its excellent operational performance.

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2
Q

Benchmarking is…?

A

The sharing of information between companies so that both can improve.

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3
Q

What are the 6 types of benchmarking?

A
  1. Process
  2. Financial
  3. Performance
  4. Product
  5. Strategic
  6. Functional
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4
Q

Process benchmarking

A

The initiator firm focuses its observation and investigation on the target firms business processes.

(process flow, operating systems, process technology)

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5
Q

Financial benchmarking

A

To perform financial examination and to compare the results in an effort to assess your overall competitiveness.

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6
Q

Performance benchmarking

A

Allows initiator firms to assess their competitive position by comparing products and services with those of target firms.

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7
Q

Product benchmarking

A

A type of benchmarking that firms employ when designing new products or upgrades to current products.

Usually involves reverse engineering, or dismantling competitors’ products to understand the strengths and weaknesses of their design.

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8
Q

Strategic benchmarking

A

A type of benchmarking that involves observing how others compete.

This type of benchmarking typically involves target firms that have been identified as “world class”.

Used to identify the mix of strategies that makes these firms successful competitors.

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9
Q

Functional benchmarking

A

Involves the sharing of information among firms the are interested in the same functional areas.

A company focuses its benchmarking efforts on a single function to improve the operation of that function.

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10
Q

The first step a benchmarking firm must do is to…?

A

Document current performance

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11
Q

What are the two parties to each benchmarking relationship?

A

Initiator firm and target firm (aka benchmarking partner)

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12
Q

What are the 7 primary purposes for benchmarking?

A
  1. Learning from success
  2. Borrowing ideas
  3. Best-in-firm
  4. Beating industry standards
  5. Best-in-class
  6. National leadership
  7. Best-in-world
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13
Q

What are 3 difficulties of monitoring and measuring performance?

A
  1. Limitations of accounting systems
  2. Computing productivity
  3. Comparisons between US firms with foreign companies
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14
Q

Key business factors

A

Those measures or indicators the are significantly related to the business success of a particular firm. (i.e. customer satisfaction => market share)

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15
Q

What are the 8 categories of measures gathered in benchmarking studies?

A
  1. Financial ratios
  2. Productivity ratios
  3. Customer-related results
  4. Operating results
  5. Human resources measures
  6. Quality measures
  7. Market share data
  8. Structural measures
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16
Q

Financial ratios

A

Numerical ratios of firm performance

such as return on equity, return on assets, and earnings per share.

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17
Q

Productivity ratios

A

Ratios that are used in measuring the extent to which a firm effectively uses its resources.

These include single-factor, multi-factor, and total-factor productivity measures.

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18
Q

Customer-related results

A

Outcomes that indicate customer satisfaction with a product or service.

These measures may be in the form of retention, gains, losses, customer-perceived value, competitive awards, competitive customer ratings, and independent organization evaluations.

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19
Q

Operating results

A

Measures that are important to monitoring and tracking the effectiveness of a company’s operations.

These might relate to cycle times, waste-reduction measures, value measures, lead times, time from concept to market, setup times, percent reduction in setup times, and other operating results.

20
Q

Human resources measures

A

Measures that provide important insight into how effectively the business is being run.

This includes data from employee satisfaction measures, training expenditures, work system performance, turnover, absenteeism, and safety statistics.

21
Q

Quality measures

A

Ratios the are used to measure aa firm’s performance in the area of quality management.

These measures include reject rates, percentage of defects, field repairs, and average response time for phone inquiries.

22
Q

Market share data

A

A comparative measure that determines relative positions of firms in the marketplace.

23
Q

Structural measures

A

Measures that include objectives, policies, and procedures that are followed by a firm. These include safety, production accounting, financial, and engineering.

24
Q

Management by fact

A

A core value of the Baldrige award that focuses on dat-based decision making.

25
Q

What are some examples KBFs

A 
Mission
Vision
Values
Key customer segments
Core capabilities
Culture
Governance
Other facets of a business
26
Q

Key measure

A

The metrics that need to be monitored to gauge the health of the business.

27
Q

Critical success factors

A

Factors that help to determine the success of the firm.

28
Q

Business process benchmarking is based on…

A

5w2h

29
Q

5w2h

A

Developed by Alan Robinson

Results in the answer of seven questions

Who, what, when, where, why) (How, and how much)

30
Q

What are examples of some inputs?

A

Equipment, people, machines, materials, and design.

Combine to form a product or service

31
Q

Conversion process

A

Aligning the inputs of a process together to form a product or service.

32
Q

Control process

A

A process involving gathering process data, analyzing process data, and using this information to make adjustments to the process.

33
Q

What are the 3 feedback loops in a process model

A
  1. Control process (gathering data from the process)
  2. Customer feedback (gathering data from customer)
  3. Benchmarking (gathering data from competitors)
34
Q

What is the order of the process model?

A

Inputs -> Conversion process -> Output -> After-sale processes

35
Q

Who developed the benchmarking process?

A

Robert Camp

36
Q

What are the 10 steps to benchmarking?

A
  1. Decide what to benchmark
  2. Identify whom to benchmark
  3. Plan and conduct the investigation
  4. Determine the current performance gap
  5. Project future performance levels
  6. Communicate benchmarking findings and gain acceptance
  7. Revise performance goals
  8. Develop action plans
  9. Implement specific actions and monitor progress
  10. Recalibrate the benchmarks
37
Q

Benchmarking is a ________ _________.

A

Managed process

38
Q

Managing the benchmarking process involves __________, ___________, and ___________ the benchmarking process.

A

Establishing
Supporting
Sustaining

39
Q

Management sets expectations for performance relating to the ___________ __________.

A

Benchmarking process

40
Q

Reengineering

A

A fundamental rethinking and redesign of business processes.

41
Q

What are the two critical factors to achieving success through reengineering?

A

Breadth

Depth

42
Q

Breadth

A

Refers to the impact of reengineering process to the entire organization

43
Q

Depth

A

Refers to organizational elements such as responsibilities, measurements, IT, and skills.

44
Q

Baselining

A

The process of monitoring key internal performance measures over time to identify trends such as improvement (or decline) to inform managerial decision making.

45
Q

What are the 4 steps involved in the baselining process?

A
  1. Identify measures
  2. Establish time frames
  3. Gather data
  4. Analyze data to identify trends
46
Q

What are the 4 key problems with benchmarking?

A
  1. Cooperation from other firms
  2. Functional benchmarking with firms in non-competing industries makes it difficult to benchmark these firms
  3. Fully understand your own process before you benchmark someone else
  4. Benchmarking is time consuming and costly

Quality Management (3 decks)

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