Achieving internal process benchmarking: guidance from BASF

Mario Binder · Ben T. Clegg · W. Egel-Hess

14 citations0/0 files storedBenchmarking An International Journal

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Quality and Supply Management Management and Optimization Techniques Management Systems and Quality Improvement

Abstract

Purpose The purpose of the work discussed in this paper is to understand, analyse and benchmark the “Packing and Filling” processes within BASF. A benchmarking project is described in detail which aimed to cover sites in different countries that supplied many different variants of finished goods in order to establish best practice and then to generate some options for their implementation. Design/methodology/approach The project used an adaptation of accepted benchmarking methodology combined with other techniques (such as rich picture generation, and cluster analysis) to maximise the insight generated. Findings The findings of the research showed that one of the main factors effecting the process was how third parties were used (e.g. extent and nature of out‐sourcing, and its degree of centralisation). Research limitations/implications The exercise was challenged by the selection of suitably similar benchmarking candidates because the environment was complex and highly varied; the paper explains practical solutions for dealing with this challenge. Practical limitations Strategic and tactical options are outlined at the end of the paper and will have applicability to other organisations and industries that are looking to find the answers to frequently asked questions about how to successfully implement an internal process benchmarking project in a large complex organisation that has high variety in end products and delivery methods. Originality/value The methodology described in this paper is of a proprietary and unique nature. The paper is structured around some key questions commonly asked of benchmarking, and the answers are provided via a real in‐depth case study from BASF that spans 4 sites in 3 countries using 15 different filling lines.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 14 citations exist upstream.

References

1968The Discovery of Grounded Theory: Strategies for Qualitative Research.1968The Discovery of Grounded Theory; Strategies for Qualitative Research 1985Competitive Advantage: Creating and Sustaining Superior Performance 1987Qualitative Analysis for Social Scientists 1997The balanced scorecard: Translating strategy into action 1998Competitive advantage: creating and sustaining superior performance 1990Longitudinal Field Research on Change: Theory and Practice 2000Marketing Research: An Applied Approach

Cited by

2009A synergistic performance management model conjoining benchmarking and motivation

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.