اصول الگو برداری

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Cll Benchmarking. | Objectives | ‎aol Tay definitions —‏ ایجاد تعاریف ‏عمومی ‎norms‏ 8 + ‎°Determi he 7 e of best‏ ‎practices ‎ ‎ ‎ ‎ ‎ ‎ 

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Benchmarking - a systematic process o measuring one’s performance against recognized leaders for the purpose of determining best_practices that lead to It is part of a continuous improvement ۴۲۵۵55 ‎one‏ تیان ل نا مه طم ‎ph‏ قي و0 ‎organization‏ 

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18/2 ‏تست‎ ‎Proce La -“ ‏معو‎ ime Tae [2] 2S. ‏توجه به نیع‎ of company — ‏ا‎ conducting a particular business rocess ارتقا یک پر‌وسه ویخره بای متال پرروسه ت ©0666 ميدن ea. Process —- Chanqe ۱ CG 

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07 performed by ۵0 benchmarking analysts Low - Can use trained company personnel or consultants 4 سس ‎High —‏ ۰ industries to determine opportunities for strategic change initiatives in core business processes. The analysis of relative اک سا زا تس competito Suc) conducted as “blind” studies ‏كلا للك لانن‎ ak SSSI The analvsic of nerformance Types of Benchmar of Performance ۳ —_ 

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ure 10 Determine critical success factors i= 200۳00۲۱۵16 ۵ صح 300۳00۲۱39 1060۲5 (representative) tossetvey Identify appropriate populatia compare to Obtain data for comparisor Determine performance and process Determine 2001 ١ ‏فك‎ _ 2 arr) S| | I Select.best practices to narrow procesg& au 7. ۳ gaps ~8\l lmplement best practices& ‏لاسي‎ 

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8 رضایت مشتری أکلحت وت زوو(ه» 61۳2 7 Planned | 7 - CG, BF, absolute SG, SF, RIR, LWCIR, ‏يل‎ ‎Accidents Quality performance ‏ةا‎ cost . Achieving d 7 ۲ . Cost perfo © 

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Basis for 56۱۲-۸۵۷ 5 a ‏ل نالك‎ here should ‏نالا‎ 6005 your effor ‏كجا بايد تلاشتان را متم كن كنيد ؟‎ Cost Performance Schedule ‏و2119‎ ' 85 نی ۳۳۳۰ ۳ Quality? Cll 

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Cost BA are -Cost a a. ec -Phase cr ۳ 1 

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Performance Metric NORMS | Cost Performan ۳ Compare to Metric 59 [Value Quartile “sy orowate [Project Cost Growth 091 [Delta Cost Growth . vailable Soon [Design Cost Growth [Procurement Cost Growth rruction Cost Growth 63۳13۳۲3 [Pre-Project Planning Phase Cost Factor [Design Phase Cost Factor ‘rocurement Phase Cost Factor |Construction Phase Cost Factor Startup Phase Cost Factor 

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oup: Heavy Indust Project Cost Growth for Project O51: Respondent Type: Owner Database: Domestic gory: SISMM Industry Project Type; All Project Nature: Grass Roots Project Cost Growth Score: 

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حل ‎A)‏ ‎W‏ ‏0 ‎W‏ ‎W‏ ‏5 ‏لك ‏5 ‏او ‎fe)‏ ‏لو : 0( Schedule -Schedule Grow: -Schedule Facto -Phase eo 1 Factors | 5۳5۵ ra cil” 

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‘Delta Schedule Growth Pre-Project Planing Phas Factor Design Phase Duration Factor Procurement Phase Duration Factor ‘Construction Phase Duration Factor Startup Phase Duration Factor 

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Project Schedule ‘Respondent Type: Cost Category: Al Project Type: All Project Schedule Growth S Beat 100% 90% boy ase 8 27 

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۱ ‏کت[‎ ee Te Factor Le ‏ل‎ ‎Rework Ps 3 4 “Tol Field Rework Festor 058 (2 

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stage... MN ات مه ‎Continual analysis & reassess‏ Objective results BM methodology must be a Significance of results must be ۳ must be justified by 0| ‏عات‎ ‎26 2 ‏وتزد۱‎ aoc integrity 0 sake of findings Paes ‏با‎ 0 eon 2 ‏خلاقی:‎ 3 Avhigh code of ethics is essential “10. Successful SEN ins ob ana sls, nlanned annroach ‎aay ise ee‏ ی ‎ ‎ 

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ra ees ran commitment 12.Must establish & enfo; 13. Must report-indings fe management : ۱۳۱ ‏هت اروت زر‎ 06۲50۳۳6۱ 15.Access to a benchmarking 16.Use of a good MIS - manag | 1 15101191361011 51/566151 8 ۱۳۵۱۱۵۹/۰ ۰ ‏ام سای ساني مطانمت )8ت حقلع؟ | كع‎ & external) 

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ste] Agee 3 Benchmarking J 1. ۳۵۵۲ 0۲ 06۱۳۵ 566۱ ۶5 / ۷۵038 2. Fear of losing competitive a, sharing ۳ ‏ات‎ 3. Arrogance - a are the best, why benchmark?” Response - 1 “How do ‘ou know?” 1 4 Pee ١ 06۳6۳۱۵۲۲ ۲۰۵*657 Which is convenient, but may ‏عم كاسن‎ 5 

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Benchmarking = Observations mm لت 00/9 دراوراه رت ال ‎requires deep self-assessment-and the‏ ‎doing to the‏ نو ‎ability to adapt what others‏ ‎context of your organization.‏ 2. Benchmarking is the application of scientific methods to process improvement 3. Key is to “Adapt not adopt” - ۷ ‏0ع‎ 10 Deming 4. 2۱ ۵9 065 206۲ 60۴9۲6 95 3 ۵۲۷۲۵۱ process for Americans - competitiveness doessbutnot benchmarking, because 9 Yenchmarking requires a ‏كني‎ - atson 95 

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Soe | antec L | prefer to profit by others’ ‏هون‎ and to control and eventually to improvement.” reel OM Cte Tei aaa much less:than those ‏شید‎ no data ۳9 0, ‎ee Sapte‏ 0۵ ۳5 ۱6 ذأ أمع دوع يمجع الا“ ‎ ‎2 

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Benchmarking E 2 OUG 5 ۳ ۳ being humble enough to admit that someone else is better at something and wise enough:to try and learn how 2 to match and even surpass them at ‏و‎ ite” - ; you are not keeping score only practicing.” Phe bs ۳۳5: ۲۳۲۲ ۵ ‏تفت‎ ‎Schneiderman ‎Journal of Strategic وتاي یات روت زو رازه 2-۱ ‎ij January 1999‏ 

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Benchmarking Bb alele " ۱۳ imble of data is worth more than ‏ا‎ ‎- Slaughter Overcoming ‏د‎ to copying can be difficult: Bm “From kindergarten onward, we have been punished fo ‏ایا سا‎ and rewarded for individual ‏رع ممع باع تطاعة‎ 4 keamwork in the classroom is called 

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Gil Benchmarking Code: of Conduct = 110g 0] 0)=\ = ee oo -to guide Committee, staff, and participant activities -to promote 7a 36 ‏نت و ور رت رورت‎ overall effectiveness of the program | ] ‏آ آ‎ "۲ ۲ | ۲۱ ۲ ] 055 Cla ‏ی تا ری رت ار »راز‎ lalali ‏سيد به‎ in the Cll Benchmarking and trics Program. 

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6۱۱ Benchmarking Code: ey eK ate eam || Committee & Staff Principles: - Confidential treatment of data " Publishing of aggregated data only . " Use of confidentiality ‏لت تت كت‎ =, aan SS s fro companies 2 aU eee) of ‏م‎ 3 9۹ 5 benchmarking, research, and ‏ال ارت زر با‎ activities ۹ 

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of Conduct “Ba Participant Principles: ۱... ‏سر‎ - Avoid activities that might lea to bid rigging, restraint of trad etc. - Agreement to input em representative, complete, and accurate data |- ‘Will not'séek confidential data Es from.Committee or staff Gil” ‏لوي لتك‎ to attendance at annual trainina and data 

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average, you're just as close to the عم 'ناملا سك 0 LInbnnawin 

Construc Construc tion tion Industry Industry Institute Institute Benchmarking اصول الگوبرداريBasics اصول الگو برداري d October 19, 2001 Austin, Texas TM CII Benchmarking اهداف الگو برداري ‏Objectives برداري برداري برداري الگو الگو الگو اهداف اهداف اهداف برداري الگوبرداري الگو اهداف اهداف • Establish common definitions • Establish metric norms ايجاد تعاريف عمومي ايجاد قواعد • Determine گيري اندازه گيري the value of bestايجاد قواعد اندازه ‏practices • Provide member companies a basis تخمين ارزش بهترين تمرين ها ‏for self-analysis آماده سازي كمپاني ‏TMبراي خود هاي عضو سنجي Benchmarking Definition Benchmarking - a systematic process of measuring one’s performance against recognized leaders for the purpose of determining best practices that lead to when and تعريف شناخته شدهsuperior در مقابل رهبرانperformance اندازه گيري عملکرد يك نفر سيستميadopted يك پروسه: الگوبرداري و سودمندutilized در–حليكه پذيرفتهCII عالي1995 به منظور تخمين بهترين اعمالي كه هدايت مي كند بسوي عملكرد است. It is part of a continuous improvement process باعث انتقال ايده ها از يك سازمان به سازمان ديگر مي شود It involves the transfer of ideas from one organization to another TM Benchmarking of metrics بتواند براي مقايسه و توسعه عملrequires ساده و قابل فهم كهthe ، كيفيuse اندازه گيري الگوبرداري نياز به استفاده quantifiable, simple, and understandable Types of Benchmarking انواع الگو برداري Strategic Benchmarking استراتژي الگو برداري – Focuses on potential changes in a بدون رغيب- روي تغييرات توانمندي در يك حرفه business تمركز روي – Non competitive شركت هاي بدمن صنعت – Examines non industry companies  Performance Benchmarking انجام الگو برداري مطالعه رقبا – Study of competitors – Measures performance company’s ديگرانofدرمقابل ازه گيري پروسه هاي شركت processes against others –TM Analysis of industry trends through تمايالت صنعت از طريق آناليز Watson 1992 database interrogations and surveyszz Typesبرداريof Benchmarking انواع الگو  Process پروسه –“Face to face” observation of بدون توجه به نوع هدف پروسه- صورت” رويت ”صورت به targetشركت process regardless of type of company حرفه ويژه و بهترين كار براي هدايت پروسه يك –Seeks best practice for conducting a particular business process TM –Purpose is to improve a پروژه تغيير- - ف ارتقا يك پروسه ويژه براي مثال پروسه تغيير مديريت particular process Watson 1992 Types of Benchmarking Types برداري نوع الگو of Definition Resource منبع نياز تعريف Benchm Requirem arking ents آناليز كالس جهاني صنايع بي رغيب را به منظور تخمين فرصت Strategic analysis world-class كند شاهمي دروني مقايسهThe ابتكار استراتژيof تغيير ها براي انجام Performance پروسه پروسه TM companies in noncompetitive industries to determine opportunities for strategic change initiatives in core business processes. The analysis of relative business performance among competitors. Uses openliterature analysis or conducted as “blind” studies with 3rd party assistance. رداري شكل مي گيرد Medium-Low – Usually performed by trained benchmarking analysts Low – Can use trained company personnel or consultants Watson 1992 Benchmarking Steps لگوبرداري 1. Determine critical success factors and appropriate metrics خمين فاكتورهاي موفقيت بهراني ومقايسات متريك اختصاصي 2. Identify appropriate sample شناسايي نمونه اختصاصي ( نماينده ) براي بازديد (representative) to survey مقايسه 3. Identify appropriate population toي شهرت اختصاصي براي compare to ت آوردن اطالعات براي مقايسه 4. Obtain data for comparisonوقفه هاي پروسه تخمين انجا م و Joldk 5. Determine performance and process gaps شه اي وقفه كار 6. Determine root cause of performanceكردن پروسه و وقفه هاي كار gaps 7. Select best practices to narrow process & ي موسسه اي TM performance gaps كار راي ارتقا Adapted from Watson 1992 8. Implement best practices & متريك عامل Factor امل 1. Customer satisfaction رضايت مشتري survey انجام طراحي پايه 2. Achieving design هزينه كارbasis Planned انجام برنامه ريزي 3. Cost performance برنامه ريزي cost امنيت اتفاقات كار 4. Schedule performance absolute كار schedule رضايت كيفيت 5. Safety performance Accidents TM 6. Quality performance متريك Metric Customer بررسي مشتري عي Actual vs ه كامل CG, BF, absolute SG, SF, عي صفر مشتري، ه RIR, LWCIR, Zero Rework, Basis for Self-Analysis مبنا براي خود سنجي Where should you focus your effort كجا بايد تالشتان را متمركز كنيد ؟ Cost Performance? Schedule ايمني ؟ Performance? Safety? كيفيت ؟ Quality? هزينه كار ؟ TM ريزي ؟ Assess Performance تشخيص كار پيش بيني اوليه Actual Total Project Cost - Initial Predicted Project Cost Cost Initial Predicted Project Cost هزينه – Cost Growth رشد هزينه پروژه Actual Total Project Cost – Budget Initial Predicted Project Cost + Approved Changes بودجهFactor عامل واست تغييرات هزينه پيش بيني اوليه – Phase Cost مرحله هزينه Factors قعي مرحله Actual Phase Cost عوامل TM Actual Total Project Cost هزينه واقعي كل پروژه Cost Performance هزينه هاي انجام متريك ‏Metrics قواعد انجام متريك هزينه انجام متريك رشد هزينه پروژه رشد هزينه دلتا رشد هزينه پروژه رشد هزينه تهيه رشد هزينه ساخت فاكتور هزينه مرحله پيش برنامه پروژه فاكتور هزينه مرحله ط`راحي فاكتور هزينه مرحله آماده سازي فكتور هزينه مرحله ساخت ‏TM Cost Growth Comparison TM Assess Performance شناسايي الگو برداري مدت پيش بيني اوليه پروژه- مدت واقعي كل پروژه Actual Total Project Duration - Initial Predicted Project Duration Schedule Initial Predicted Project Duration زمان پيش بيني اوليه پروژه – Schedule Growth رشد برنامه – Schedule Factor – Phase Duration Factors Actual Total Project Duration ل پروژه Initial Predicted Project Duration + Approved Changes عوامل زمان مرحله زمان پيش بيني اوليه پروژهActual Phase Duration Actual پروژهOverall واقعيProject اورهالDuration زمان TM ز م قعي مرحله Schedule Performance ‏Metrics متريك هاي انجام برنامه انجام برنامه متريك مقايسه با پيشرفت برنامه دلتا رشد برنامه پروژه فاكتور زماني نقشه طراحي فاكتور زماني مرحله ساخت فاكتور زماني تهيه نقشه فاكتور زماني مرحله ساخت -+فاكتور زماني مرحله شروع ‏TM Schedule Growth مقايسه رشد برنامه مقايسه مقايسه ‏Comparison صنايع نوع پاسخگويي :مالك گروهبومي اطالعاتي : پايهسنگين : صنايع :طبيعت پروژه ريشه هاي سبز نوع رده :همه نوع پر`وژه :همه ‏TM Safety Performance امنيت كار امنيت Safety Total Number of Recordable Cases x 200,000 Total Site Work-Hours ل گزارش كل ساعات كار كارگاه شماره كل تعداد روزهاي از دست رفته حالت هاي ايگس – RIR – LWCIR Total Number of Lost Workday Cases x 200,000 Total Site Work-Hours نرخ حوادث قابل ذكر TM ارگاه Quality Performance كار /اجرا كيفي جمع هزينه مستقيم اجرا مجدد جمع عامل اجرا مجدد ‏Total Field Rework ‏Factor ‏Total Direct Cost of Field Rework ‏Actual Construction Phase Cost هزينه مرحله دائم ساختماني اجرا كارمجدد مقايسه مجموع نمودار ارزش متريك جمع عامل اجرا مجدد ‏TM 1. 2. 3. 4. 5. 6. Benchmarking ضروريات الگو برداري هدف تعريف شده واضح Essentials Clearly defined purpose آناليز مستمر Continual analysis & reassessment Objective results نتايج عيني ختصاصي باشد BM methodology must be appropriate يج بايد روشن باشد ج Significance of results must be clear Conclusions must be justified by theاطالعات data 7. Never compromise integrity for the ق بايد سيستماتيك باشد sake of findings 8. Investigation must be systematic اخالقي ضروري است خالقي 9. A high code of ethics is essential TM 10. Successful benchmarkingداردrequires معبر طراحي شدهaق نياز به Benchmarking ضروريات الگو برداري Essentials 11. Requires senior management مديريت متعهد commitment ايجاد و عالمت گذاري 12. Must establish & enforce milestones يافته ها به مدير باال گزارش شود 13. Must report findings to senior ي براي كاركنان شركت management دستيابي بهپايگاه اطالعات الگو برداري 14. Internal training for company personnel از يك سيستم اطالعات مديريت خوب 15. Access to a benchmarking database خارجي ) ا، طالعات ( داخلي 16. Use of a good MIS – management information system مطالعات ي ام براي پشتيباني 17. Networks to facilitate studies (internal & external) TM 18. Cadre of professional BM analysts to Barriers to Benchmarking نگراني از كپي به نظر رسيدن 1. Fear of being seen as “copying” 2. Fear of losing competitive advantage by زاياي رقيب توسط مشاركت sharing information 3. Arrogance – “we are the best, why benchmark?” ما بهترين هستيم- خود ستايي از كجا مي دانيد ؟- پاسخ Response – Classic Deming question: “How do you know?” 4. Benchmarking trap – benchmark that ب الگو برداري TM which is convenient, but may not be Adapted from Watson 1992 important. Barriers to Benchmarking 6. Excuses are too easy: معذرت خواهي خيلي آسان است – We are too small ما خيلي كوچك هستيم – We are too busy سر ما خيلي شلوغ است – We are too differentما متفاوت هستيم ي – Nobody else does what we doري نمتواند انجام دهد – We do it better than anyone else ما از هر كس ديگري بهتر انجام مي دهيم TM Adapted from Watson 1992 Benchmarking م Observations مشاهدات الگو برداري ش 1. Benchmarking is far more than اcopying – it requires deep self-assessmentهand the دdoing to the ability to adapt what others are ا context of your organization. ت 2. Benchmarking is the application of scientific methods to process improvement ا ل 3. Key is to “Adapt not adopt” – W.Edward گ Deming وa natural 4. Benchmarking does not come as process for Americans – competitiveness ب does, but not benchmarking, because ر TM benchmarking requires a team دapproach. – Watson 95 Benchmarking انديشه هاي الگو برداري Thoughts “Fools you are… to say you learn by your سيله تجربه ياد مي گيريد experiences… I prefer to profit by others’ mistakes and avoid the price of my own.”ديگران سود كنم زخود مايه بگذارم - Otto Von “Measurement is the first step that leads Bismarck هدايت مي كند to control and eventually to پيشرفت كنيم improvement.” - Harrington “Errors using inadequate data are افي خيلي في much less than those using no data at ات است all.” چارلز بجاج TM Benchmarking Thoughts الگوبرداري “Benchmarking is the practice ofانديشه هاي being humble enough to admit that someone else is better at something and wise enough to try and learn how to match and even surpass them at it.” “If you are not keeping score, you’re - APQC, 1998 only practicing.” Schneiderman Performance Measurement TM - Arthur M. Journal of Strategic January 1999 ذيريم عاقل گيريم يريم ده ايد Benchmarking انديشه هاي الگو برداري Thoughts imble of data is worth more than a ocean of o - Slaughter از يك اقيانوس نظر است Overcoming resistance to copying can be difficult: “From kindergarten onward, we have been punished for working together and rewarded for individual achievement” Watson 95 “ يم سوب مي شود “Teamwork in the classroom is called TM cheating.” CII Benchmarking Code of Conduct هدايت كردن هدف Purpose: –to guide Committee, staff, and participant activities توسعه باور –to promote acceptance برنامهand سري كردن فعاليت هاي –to enhance the professionalism overall effectiveness of the program براي Compliance with this code is a requirement for دن در participation in the CII Benchmarking and رنامه TM Metrics Program. CII Benchmarking Code i of Conduct Committee & Staff Principles: – Confidential treatment of data  Publishing of aggregated data only  Use of confidentiality agreements  Permissions from companies – Use of data to support benchmarking, research, and implementation activities TM CII Benchmarking Code هدايت of Conduct مديران شركت كننده Participant Principles: – Avoid activities that might lead گاني و غيره to bid rigging, restraint of trade, etc. صحيح – Agreement to input representative, complete, and ستجو نكنيم accurate data رزش – Will not seek confidential data from Committee or staff – Commitment to attendance at TM  به انتها نزديك مي شويد، ي مسن هستيد در صورتيكه در راس قرار داريد “When you're average, you're just as close to the bottom as you are the top.” TM ناشناخته -