In 2008, a comprehensive survey on benchmarking was commissioned by The Global Benchmarking Network, a network of benchmarking centres representing 22 countries. The rifled weapon was fixed in a bench, making it possible to fire several identical shots at a target to measure the spread. Now, with standardized production of both the high-precision rifle, as well as the cartridge, the marksman was now the uncertain variable, and with different qualities and specifications on both rifle as well as ammunition, there was a need for a method of finding the best combination. With the industrialization of the weapon-industry in the mid-1800s, The mass production of ammunition as a cartridge replaced the manual of loading of black-powder and bullet into the gun. The gun was improved already in the early beginning, with rifling of the barrel, and the rifle was born. The new weapon left only a mark on the target, where the arrow used to be visible, and with the bow gone, the soldiers title changed to marksman, the man who put the mark. The archer now had to adapt to the new situation, and learn to handle the gun. The introduction of gunpowder arms replaced the bow and arrow from the archer, the soldier who used the bow. The term benchmark, originates from the history of guns and ammunition, in regards to the same aim as for the business term comparison and improved performance. In 1994, one of the first technical journals named Benchmarking was published. These also are known as interim government. According to National Council on Measurement in Education, benchmark assessments are short assessments used by teachers at various times throughout the school year to monitor student progress in some area of the school curriculum. In this way, they learn how well the targets perform and, more importantly, the business processes that explain why these firms are successful. In the process of best practice benchmarking, management identifies the best firms in their industry, or in another industry where similar processes exist, and compares the results and processes of those studied (the "targets") to one's own results and processes. In project management benchmarking can also support the selection, planning and delivery of projects. Benchmarking may be a one-off event, but is often treated as a continuous process in which organizations continually seek to improve their practices. This then allows organizations to develop plans on how to make improvements or adapt specific best practices, usually with the aim of increasing some aspect of performance. Īlso referred to as "best practice benchmarking" or "process benchmarking", this process is used in management in which organizations evaluate various aspects of their processes in relation to best-practice companies' processes, usually within a peer group defined for the purposes of comparison. Dimensions typically measured are quality, time and cost.īenchmarking is used to measure performance using a specific indicator (cost per unit of measure, productivity per unit of measure, cycle time of x per unit of measure or defects per unit of measure) resulting in a metric of performance that is then compared to others. For other uses, see Benchmark (disambiguation).īenchmarking is the practice of comparing business processes and performance metrics to industry bests and best practices from other companies. For the geolocating activity, see Benchmarking (geolocating).
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