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Performance Benchmarking (Measuring Success)

This presentation, delivered by William Schoen and Sam Chandler at the Municipal Waste Management Association Fall Summit 2005, explores the pivotal role of benchmarking in measuring and managing success. It covers the basics of benchmarking, its significance, and various types—and offers insights on how organizations can validate, diagnose, and improve their operations. The discussion emphasizes the importance of safety, customer service, and identifying best management practices. Participants are encouraged to engage, share their experiences, and track meaningful benchmarks for continuous improvement.

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Performance Benchmarking (Measuring Success)

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  1. Performance Benchmarking(Measuring Success) Validate/Diagnose/Improve Presentation to:Municipal Waste Management Association2005 Fall Summit Thursday, October 20, 2005Presented By: William Schoen & Sam Chandler R3 Consulting Group Inc.

  2. Benchmarking “That which cannot be measured cannot be managed” - Peter Drucker; Management Consultant “That which is not measured is not managed” - R3 Validate / Diagnose / Improve

  3. Presentation Outline • What is Benchmarking • Why Use Benchmarking • Who Uses Benchmarking • Types of Benchmarking • Validation vs. Diagnostic • Internal vs. External • Organizing Benchmarking Efforts • Cultivating a Relationship with Safety [End of R3 formal presentation] Validate / Diagnose / Improve

  4. Presentation Outline (continued) • Open Discussion / Sharing of Ideas • Questions • What Benchmarks Are You Tracking (Internal / External) • What Additional External Benchmarks Would be of Value to You • MWMA Benchmarking Project • Identify Interested Member Agencies • Development of Qualified External Benchmarks • Identification of Best Management Practices Validate / Diagnose / Improve

  5. What is Benchmarking? A Process Involving Some or All of the Following Steps: • Define Operational Characteristics • Identifying Operational & Financial Benchmarks • Documenting Current Baselines • Documenting Historical Trends for Benchmarks • Ongoing Tracking of Performance vs. Baselines Validate / Diagnose / Improve

  6. What is Benchmarking? A Process Involving Some or All of the Following Steps: • Comparing Performance to Industry Standards (External Benchmarks) • Targeting / Prioritizing Areas for Improvement • Identifying Best Management Practices (BMPs) • Incorporating BMPs into Operations • Review / Refine / Repeat Validate / Diagnose / Improve

  7. Why Use Benchmarking? Simply stated, Benchmarking is one of the most powerful tools for initiating and sustaining continuous improvement! Validate / Diagnose / Improve

  8. Who Uses Benchmarking? • Bank of America • Xerox • U.S. Army • NASA • Your Colleagues • Your Competition (WMI / Allied / Republic) Validate / Diagnose / Improve

  9. Types of Benchmarking • Validation • Big Picture • “How are we doing?” • Diagnostic • Fine Print • “Where and How can we improve?” Validate / Diagnose / Improve

  10. Types of Benchmarking • Internal • How does Current Performance Compare to Historical Performance • External • How does Our Performance Compare to Others Validate / Diagnose / Improve

  11. Organizing Benchmarking Efforts • Safety • Customer Service • Productivity • Cost Validate / Diagnose / Improve

  12. Safety Cultivating a Relationship with Safety Validate / Diagnose / Improve

  13. Safety To paraphrase one of the greats: “A community cannot buy its way to Safety” - W. Edward Deming Validate / Diagnose / Improve

  14. Safety Key Elements of an Enduring Benchmarked Safety System • Leadership • Commitment • Resources • Patience • Vision Validate / Diagnose / Improve

  15. Safety Measurable Positive Outcomes • Elimination of Wasted Time and Motion • Work Flow Optimization • Standardization of the Work Flow • Continuously Improving Customer Services • Improved Bottom Line for the Cost Center or Public Business Unit Validate / Diagnose / Improve

  16. Safety Benchmarking is a Safety Tool • Measurement – To Improve and Control Outcomes • Measurement – To Design and Verify Outcomes • Measurement – To Complete Accident Reviews (Lookbacks) and Develop New Processes Validate / Diagnose / Improve

  17. Safety Benchmarking Accident Records by: • Type • Equipment Type • Staff Member • Location • Resolution Time • Severity (Cost) • Frequency • Detection Time Validate / Diagnose / Improve

  18. Safety Benchmarking • On-the-Job Injuries by: • Type • Frequency • Severity (Cost) • Resolution Time • Accident Review History (Lookbacks) Validate / Diagnose / Improve

  19. Safety Management Systems • Safety Standards • Administrative Controls • Scheduling • Deficiencies • Incentives • Hiring Practices Validate / Diagnose / Improve

  20. Safety Administration • Workplace Layout Records • Risk Assessment Records • Training Records Validate / Diagnose / Improve

  21. Safety System Maintenance • Collect Baseline Data • Create Preliminary Quantification • Set Up Tracking Logs Validate / Diagnose / Improve

  22. Safety Some Long-Term Keys • Asset Analysis • Safety Work Plans • Staff Capabilities or Knowledge • Opportunities • Motivation • Reward Success Validate / Diagnose / Improve

  23. Benchmarking Open Discussion / Sharing of Ideas Validate / Diagnose / Improve

  24. Closing Thoughts • If You Are Not Benchmarking Get Started! • Safety • Customer Service • Productivity • Cost • If You Are An Experienced Benchmarker • Take the Next Step • Dig deeper • Keep Measuring Success! Validate / Diagnose / Improve

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