Kıyaslama
Benchmarking
- Tez No: 66625
- Danışmanlar: DOÇ. DR. FÜSUN ÜLENGİN
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1997
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Mühendislik Yönetimi Bilim Dalı
- Sayfa Sayısı: 143
Özet
ÖZET Günümüz iş dünyasında tüm sektörlerde yaşanan yoğun rekabet ve hızlı değişim firmaların birbirleriyle bilgi alışverişini ve bilgi paylaşımım şart kılmıştır. Aynı sektörde veya farklı sektördeki şirketler konsorsiyumlar oluşturarak her alanda piyasadaki en iyi uygulamaları araştıran komiteler kurmuşlardır. Bu ve bunun benzeri ihtiyaçlar“Benchmarking”kavramını ortaya çıkarmıştır. Benchmarking Türkçeye Kıyaslama, Örnek Edinme, Karşılaştırma, Örnek Alma, Bilgileşim olarak çevrilmiştir. Bu beş tanım içerisinde Benchmarking'ı en iyi tanımlayan Kıyaslama olduğu için projemin bundan sonraki kısmında“Benchmarking”kavramı yerine türkçesi olan“Kıyaslama”kelimesi kullamlmıştır. Kıyaslama; basit bir tanımla, sistematik ve sürekli olarak en iyi uygulamaları, düşünceleri, yöntemleri araştırarak kendi işinizde sıçrama yapabilmenin zeminini oluşturmaktır. Toplam Kalite Yönetiminde amaç çalışanları aktive etmek, kendi yaptıktan işler hakkında görüş bildirerek süreçlerin iyileştirilmesi için katkıda bulunmaktır. Toplam Kalite Yönetimi daha çok kuruluşun içine dönüktür. Şirketler kendi iç potansiyelleri ile varolan süreçleri geliştirme çabasındadırlar. Kıyaslama, Toplam Kalite Yönetiminin dışa dönük bir uygulaması olarak görülebilir. Kuruluşun kendi departmanlanndaki uygulamaları, kendi sektöründeki kuruluşların uygulamaları, farklı sektörlerdeki kuruluşların uygulamalarını karşılaştırarak en iyiyi bulma çabasıdır. Kıyaslama ve Toplam Kalite Yönetimi uygulamaları bitimsiz süreçlerdir. Tez altı bölümden oluşmaktadır. İkinci bölümde Toplam Kalite Yönetimi ve Kıyaslama çalışmaları üçüncü bölümde Değişim Mühendisliği ve Kıyaslama çalışmaları kavranılan birbiriyle içice olduğu düşünüldüğünden Toplam Kalite Yönetimi ve Değişim Mühendisliği hakkında teorik bilgiler anlatılmıştır. Dördüncü bölümde Kıyaslama Kavramı, Kıyaslama' nın Kullanım Amaçlan, Kıyaslama Çalışmalannın Uygulama alanlan hakkında bilgi verilmiştir. Beşinci bölümde Beş aşamalı Kıyaslama modeli adım adım anlatılmış Kıyaslama çalışmalarının başanya ulaşması için uygulanması gerekli püf noktalan açıklanmıştır. Altıncı bölümde ülkemizdeki Kıyaslama çahşmalan hakkında genel bilgiler verilmiş, örnek bir Kıyaslama vakası Best Oto Kiralama ve Türk özel sektöründen DUŞA örnekleri Kıyaslama modelinin adımlanna uygun olarak karşılşatınlmıştır. Sonuç ve Öneriler kısmında ise bütün teorik bilgilerin ve uygulamalara! ışığında elde edilen sonuçların genel bir değerlendirilmesi yapılmıştır. vuı
Özet (Çeviri)
SUMMARY BENCHMARKING The aim of this study is to investigate how benchmarking is a valuable and competitive tool for the management of firms. This study has six sections. After the Introductory part, Total Quality Management and the future of the Quality is discussed in the second section and Re - Engineering is discussed in the third section because Benchmarking is not a practice that can be successfully adopted in isolation ; it is linked to Re - Engineering and Total Quality Management process. Benchmarking is only effective if it is used as a major tool at many stages along with the road to total quality. As a result of the benchmarking project ; the benchmarking team proposes more than one solution related to the study. They may propose to improve the processes with the help of total quality management tool or they may propose radical changes with which they need to use Re-engineering. Both total quality and Re-engineering projects focus on processes. There are many sources for measuring organizations' and processes' performance :. Market research. Competitive analysis. Quality assesments. Benchmarking Among these four, benchmarking is the most effective one, because benchmarking helps defining our current performance since the data gathered through benchmarking organizational self-assesment can help to make the organizations current situation clear. The gap between vision and performance can then be defined more clearly. Before an organization can decide on the adoption of a benchmarking practice, first of all, it has to understand what benchmarking is and what can be the advantages of it. In the fourth section of the study, Benchmarking is described. It is stated that Benchmarking is an activity an organization uses to establish a leadership position. By IXidentifying world-class organizations, products (both goods and services) and business practices and then evaluating the reasons of their world - class status, the organization can use the benchmarking process systematically and continuously to integrate the valuable knowledge into its products and processes. Benchmarking requires that our minds be open to new ideas and that we learn from others' best practices, whether they are inside or outside the industry, domestic or foreign. We have to understand the competition's strengths and how they operate. By using Benchmarking, we improve our organization's effectiveness and make the changes required to be the world - class leader. In Benchmarking, the term“competiton”takes on a new, broader definition which includes: a direct competitor, an admired organization in the same industry, an admired organization in any industry. The identity of the organization to benchmark may not always be obvious. Xerox was one of the first companies to benchmark, and it identified L.L. Bean, a mail catalog organization, as the best organization which can be found anywhere in the area of distribution and warehousing. Understanding the best practices in any industry help the benchmarking organization identify what must be changed to become a world - class organization. The goal of our firm is to satisfy our customer and if our customer is another organization, we want to help them to become successful. By focusing externally and searching out the best industry practices we gain a better understanding of customer needs. If we then adopt those best practices into our own organization, we will meet our customer's needs and improve customer satisfaction. One of the important key areas of bencmarking is measuring“customer loyalty”. It means measuring what the best companies are doing to make their customers satisfied. Areas to explore include: quality, product reliability, cost, market share, service, asset management, time to market and delivery. In the fifth section Benchmarking Process is described. It has five basic steps :. Determine what to benchmark. Form a benhcmarking team. Identify benchmarking partners. Collect and analyze benchmarking information. Take action1 - Determine what to benchmark : Every team needs a clear understanding of what to benchmark which is a statement of exactly what the team sould investigate during the benchmarking project. The team will need to decide whether the benchmarking topic requires modification or can be implemented as written. For example, the benchmarking topic of customer satisfaction may be too broad for a benchmarking project. Benchmarking topics often are derived from the organization's strategic quality planning process. Other benchmarking projects are derived from a quality improvement or quality planning project. Still other benchmarking topics are the result of a departmental or functional problem area. 2 - Form a benchmarking team : The optimal size for a benchmarking team is five to seven members but depending on the project this number can be increased up to ten. The benchmarking team may be members of a quality improvement or planning team or may be a separate team commisioned by a quality council. The responsibilities of benchmarking team members are :. Search for information. Contact partners. Conduct site visits. Analyze site visits. Make recommendations. Implement changes Also every benchmarking team has a sponsor which should be at a senior organizational level. The sponsor is the owner of the process. He/She provides coordination between the Quality Council and the benchmarking team. 3 - Identify benchmark partners : In this step; we should think of the“competitor”in the broadest sense. We can choose our benchmark from among the following:. Sister partners that are best in the functional area in which we are interested.. Direct competitors that have the highest profitability and market share.. Organizations outside our industry that are considered best in their class where their manufacturing technique, specific function, products or market are similar to ours. 4 - Collect and analyze benchmarking information : The project groups can collect benchmarking information from internal and external sources. XIInternal sources are :. Market research. Competitive analysis. Old benchmarking studies. Functional experts. Customer satisfaction surveys. Operational audits External sources are :. Library. Consultants. Customers. Suppliers and distributors. Colleges and Universities After the data collection has been completed, it is time for the benchmarking team to analyze the data which they received from the partners. The step of this analysis are:. Identify smallest common component. Describe practices for each component. Identify best practices. Determine metrics for each component. Determine the best in breed. Determine the gap between you and the best in breed. Determine the reasons for gap. Identify benchmark enablers. 5 - Take actions : Recommendations are developed by the benchmarking team as a result of the benchmarking analysis. Quality Council evaluates the recommendations and allows to practice suitable solutions. Parallel to these suitable recommendations, short-term and long-term targets are determined. We should add the monitoring and recalibrating step to these five steps. The Benchmarking team can need this step because of a newly emerging competitor, newly arising innovations, technologies and practices or discovering the new benchmark organization. In the sixth section of this study, the benchmarking project of Best Rent a Car Firm and DUSA producing 6.6 Industrial Nylon fiber is compared according to the steps of the benchmarking model. In each step various kinds of criteria are determined to evaluate these two benchmarking studies. Best's benchmarking project subject is“Preparing cars for use”process, DUSA' s is“Decreasin the non-confirming bobbin proportion to 0.01 %”. DUSA and Best benchmarking teams measure the gap between their processes and the benchmark's; then take action and determine the short-term and long-term targets. xiiTurkish companies should use benchmarking to measure the critical areas of the business against the competition. Looking externally has made Turkish companies realize how improvement is required in many of their own key business processes. Also they may learn benchmarking from“Applying Benchmarking CD - ROM”that is based on the four phase model from the International Benchmarking Clearinghouse. This CD - ROM allows the user to :. Develop the depth of benchmarking expertise in our organization economically,. Introduce new team members to the concept,. Refine the skills with immediate feedback and practice. With all the above information it could be said that Total Quality Management, Re- Engineering and Benchmarking are valuable tools for the managers. Good practices of these studies give the organization advantage in integrating with the global market, high customer satisfaction, efficiency and competitive advantage. xiu
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