![]() These steps are also central to the benchmarking process defined in this chapter.īenchmarking is an integral part of the continuous improvement cycle shown in Figure 3.1 (CII, 2004). The Six Sigma methodology comprises five integrated steps: define, measure, analyze, improve, and control (DMAIC). The role of benchmarking in process improvement is similar to that of the Six Sigma 1 process improvement methodology. ![]() As Gregory Watson noted in his Benchmarking Workbook, 12 of the 32 criteria for the Malcolm Baldrige National Quality Award refer to benchmarking as a key component of quality assurance and process improvement (Watson, 1992). ![]() Benchmarking is a core component of continuous improvement programs. The objectives and process for construction and construction project management create a good environment for the effective use of benchmarking for measuring and improving performance. If the right objectives and measures are identified, successful implementation will likely occur.” (Kaplan and Norton, 1996, p. “The scorecard creates a holistic model of the strategy that allows all employees to see how they contribute to organizational success…. The Balanced Scorecard is one such approach that assesses an organization and its programs from four different perspectives: customer, employee, process, and finance. One approach is to use an array or scorecard composed of multiple measures. Performance measures used as a management tool need to be broadened to include input and process measures. The emphasis of GPRA performance measures is on output and outcome measures at the program level. The Government Performance and Results Act of 1993 (GPRA) established the requirement for performance measures to assess how well departments and agencies are achieving their stated goals and objectives. The comparisons may evaluate progress in achieving given goals or targets, assess trends in performance over time, or weigh the performance of one organization against another (Poister, 2003). For performance measures to have meaning and provide useful information, it is necessary to make comparisons. The effectiveness of any given performance measure depends on how it will be used. Management theory and practice have long established a link between effective performance measures and effective management (Drucker, 1995).
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