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标杆管理(benchmarking)产生于上世纪70年代末80年代初美国企业学习日本经验的运动中,施乐是标杆管理的鼻祖,实施标杆管理在其再造辉煌的过程中起到了主要作用。随后,在西方企业中掀起了标杆管理浪潮,据统计全球500强中有近90%的企业应用了标杆管理。目前,我国也有越来越多的企业实施标杆管理,不少企业在标杆管理的过程中获得了重生。本文首先介绍了标杆管理的内涵和操作流程,并根据笔者在企业中的实地调研总结了四大标杆管理误区,以期为企业标杆管理实践提供些许的参考。一、标杆管理的概念及思想内涵对于标杆管理的定义,基本可以总结为,标杆管理是不断评估一流组织的最佳实践,以此为基准与本企业进行比较、判断、分析,并把这些最佳实践纳入到公司本身的业务流程中,
Benchmarking arose from the movement of American companies to learn Japanese experience in the late 1970s and early 1980s, Xerox was the originator of benchmarking and benchmarking was playing a major role in its remanufacturing success. Subsequently, the wave of benchmarking was set off in Western companies, and nearly 90% of the global top 500 companies applied benchmarking. At present, more and more enterprises in our country also implement benchmarking management, and many enterprises have been rebirth in the process of benchmarking management. This paper first introduces the connotation and operation process of Benchmarking, and summarizes the four Benchmarking errors based on the author’s field research in the field of business, in order to provide some reference for the benchmarking practice. I. Concept and Concept of Benchmarking The definition of benchmarking can be basically summarized as follows: benchmarking is the best practice of continuously evaluating first-class organizations, and comparing and judging, analyzing and comparing these enterprises Good practice into the company’s own business processes,