PRESENTATION ON

Xerox- The Benchmarking Story

Submitted to : Submitted by :
Resp. Sham Sharma Sir Group no - 7
INTRODUCTION
What is benchmarking?
'A positive, proactive process by which a company
examines how another company performs a specific
function in order to improve how it performs the same, or
similar function.

'Improving by learning from others - i.e. - benchmarking is

simply about making comparisons with other
organizations and then learning the lessons that those
comparisons throw up'
 What it is not
Although benchmarking involves making comparisons of
performance, it is not:
• just competitor analysis - benchmarking is best when it involves
collaboration

• comparison of league tables - the aim is to learn about the

circumstances and processes that strengthen superior performance

• a quick fix, done once for all time

• copying - the fact that others are doing things differently does not
necessarily mean they are better

• spying or espionage - openness and honesty are vital for successful

benchmarking
 ANS: 3:
Xerox benchmarking model
IMPLEMENTATION:

 Supplier Management system

 Inventory
 Marketing
 Quality
 Ans : 4:
The benefits Xerox derived from the implementation of benchmarking practices :

 Highly satisfied customers for its copier/duplicator and printing systems

increased by 38% and 39% respectively.
 Customer satisfaction with Xerox's sales processes improved by 40%, service
processes by 18% and administrative processes by 21%.
 The financial performance of the company also improved considerably through
the mid and late 1980s.
 Number of defects reduced by 78 per 100 machines
 Distribution productivity increased by 8-10 %
 Increased product reliability
 Xerox went on to become the only company worldwide to win all the three
prestigious quality awards: the Deming Award (Japan) in 1980, the Malcolm
Balridge National Quality Award in 1989, and the European Quality Award in
1992.
 The success of benchmarking at Xerox motivated many companies to adopt
benchmarking.
The causes of failed benchmarking projects:
• Lack of sponsorship
• Wrong people on team
• Teams don’t understand their work completely
• Lack of long-term management commitment
• Focus on metrics rather than processes
• Not positioning benchmarking within a larger strategy
• Misunderstanding the organization’s mission, goals, and
objectives
• Failure to monitor progress
 ENSURING THE SUCCESS OF THE
BENCHNARKING INITIATIVES UNDERTAKEN BY
THE COMPANY
CONCLUSION