How to implement benchmarking management
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Today, advertising appears in different scenes of life, such as subways, supermarkets, and outdoor buildings. The in-depth planning of advertising form creation and advertising engineering production under “specific scenes”, the “perfect” combination of the two has become the “new darling” in the form of advertising. “Small workshops” are no longer synonymous with printing companies. Scale, integration and standardization have become the labels of many printing companies. For large-scale printing companies, even for small and medium-sized printing companies, the management model of the thick lines does not match the development model of the enterprise, and lean management is more concerned by managers. This article will talk about the benefits of benchmarking for printing companies.
What is benchmarking? The benchmarking method was first created by Xerox in the United States in 1979. It is one of the most important management methods to support enterprises to continuously improve and gain competitive advantage in the management activities of modern Western developed countries. Western management scholars together with corporate reengineering and strategic alliances. And called the three major management methods in the 1990s.
In layman's terms, benchmarks are role models. The achievements of these examples in business processes, production processes, equipment, products and services are the benchmarks for the followers to aim and catch up. There is an old saying in China, "Take copper as a mirror, you can dress your clothes; learn from history, you can know how to replace it; people can learn from others, you can lose sight of it." In fact, printing companies should also be like this, often set up a mirror in front of their own, to understand the gains and losses, to find the gap, and then to progress, to achieve long-term development.
In order to implement benchmarking management, the printing company must first define the elements of benchmarking:
1. Benchmarking implementers, that is, organizations that initiate and implement benchmarking management.
2. Benchmarking partners, also known as benchmarking objects, are organizations that are designated as “standards” to learn from. They are any internal and external organizations or units that are willing to cooperate through information and data exchange with standard management implementers.
3, benchmark management project, also known as benchmark management content, that is, there are deficiencies, through the benchmark management to learn from others to seek to improve the field.
Then, taking the printing company as an example, the implementer of the benchmarking management can be the boss of the company, or other functional departments; the benchmarking partner can be an excellent employee or department within the enterprise, or other enterprises in the same industry; Benchmarking projects can be part of equipment operation issues, logistics warehousing issues, workflow issues, etc. that can be learned from others. Among the large-scale printing companies in China, Shanghai Tongjie Graphic Production Co., Ltd. has considerable experience in benchmarking management. Tongjie will inspire other employees by establishing “personal benchmarks” within the company to improve the overall business level of the company.
In the implementation of benchmarking management, printing companies can divide benchmarking into five categories according to the choice of benchmarking partners.
1. Internal benchmark management
Set an example by using individuals or departments within the company as benchmarks. By developing internal benchmarking, it also promotes internal communication and fosters a learning atmosphere. However, it also has limitations, a small field of view, it is difficult to find best practice cases, and it is difficult to achieve innovative breakthroughs.
2. Competitive benchmark management
Benchmarking partners are direct competitors within the industry. Because the product structure and industrial processes among competitors in the same industry are similar, the market opportunities are quite equal. The competitors' operation methods will directly affect the target market of the company. Therefore, the competitors' information is very important for the company to conduct strategic analysis and market positioning. With great help, the collected data is highly correlated and comparable. But because benchmarking partners are direct competitors, information is highly commercially sensitive, it is difficult to get the positive cooperation of competitors, and to obtain truly useful or accurate information, which is very likely to make the benchmark management flow or failure.
3. Non-competitive benchmarking
Benchmarking partners are non-direct competitors in the same industry, that is, those companies that are in the same industry but do not have direct competition due to geographical differences. Non-competitive benchmarking has overcome the disadvantages of the difficulty of collecting and collaborating with competitive benchmarking data to a certain extent, and inherits the advantages of strong correlation and comparability of competitive benchmarking information. However, the cost of data collection may increase due to geographical location and the like.
4, functional benchmark management
Benchmarking partners are companies that have different industries but have the same or similar functions and processes. The rationale is that there are some identical or similar functions or processes in any industry. Cross-industry selection benchmark partners, the two sides have no direct conflicts of interest, it is easier to obtain the cooperation of the other side; but the investment is large, the information correlation is poor, the best practice requires a more complicated adjustment and conversion process, and implementation is more difficult.
5, universal benchmark management
Benchmarking partners are organizations with different functions and processes in different industries, that is, organizations that look completely different. The theoretical basis is that even the completely different industries, functions, and processes will have the same or similar core ideas and commonalities. The best choice for enterprises is to implement comprehensive benchmarking management according to their needs. It is to combine various benchmark management methods according to the requirements of the company's own conditions and benchmarking management projects, and learn from each other's strengths to achieve efficient benchmarking.
Benchmarking is great for printing companies. The fundamental reason is that it can bring huge effects to the printing industry. In other words, the power of benchmarking will enable enterprises to form a culture of continuous learning. The business performance of printing companies will always be dynamic. Only by continuing to pursue the best to achieve sustainable competitiveness can we be in the highly competitive printing market. The land of defeat.
This direct and effective management method enables companies to find overall best practices, as well as to find excellent “snippet” for benchmarking. Because of the different lengths of different companies in reality, this “segment” benchmark can make enterprises The comparative perspective is more open, and it is easier for the printing companies to gather hundreds of products.