Benchmarking at Xerox

BENCHMARKING
AT
XEROX
What is
Benchmarking
Benchmarking is the process of comparing one's business processes
and performance metrics to industry bests or best practices from other
companies. Dimensions typically measured are quality, time and cost.
Business process reengineering (BPR) is a management approach aiming at

improvements by means of elevating efficiency and effectiveness of the
processes that exist within and across organizations.
The essence of benchmarking is the continuous process of comparing a

company’s strategy, products, processes with those of the world leaders and
best-in-class organizations.
Types of Benchmarking
Strategic :- Long term strategies, not industry specific.
Competitive :- compare product and services, same sector.

Process :- identifying and observing the best practices, objective
is to benchmark cost and efficiency, similar work or service.
Functional : Comparing specific business function, same of

different sector.
Types of Benchmarking (contd.)
Internal : benchmarking against its own units, different
group, teams or branches.
External: comparing performance with companies in a

specific industry or across industries.
Xerox - background
In 1938, Chester Carlson, a patent attorney and part-time
inventor, made the first xerographic image in US.
In 1944, the Battelle Memorial Institute in Columbus, Ohio,
contracted with Carlson to refine his new process, which
Carlson called 'electrophotography.
Three years later, The Haloid Company, obtained all rights to
Carlson's invention and registered the 'Xerox' trademark and to
The Xerox Corporation in 1961.

Xerox – background (contd.)
The strong demand for Xerox's products led the company from
strength to strength and revenues soared from $37 million in 1960 to
$268 million in 1965.
In the early 1980s, Xerox found itself increasingly vulnerable to
intense competition from both the US and Japanese competitors.
The company's operating cost was high.
Average manufacturing cost of copiers in Japanese companies was 40-
50% of that of Xerox.
Products were of relatively inferior quality in comparison to its

competitors.
Xerox – background (contd.)
As a result of this, return on assets fell to less than 8% and market
share in copiers came down from 86% in 1974 to just 17% in 1984.
Between 1980 and 1984, Xerox's profits decreased from $ 1.15

billion to $ 290 million.
For Xerox ,benchmarking sprang from a competitive crisis.

David T. Kearns (CEO ) launched a program 'Leadership Through
Quality‘ which emphasized on reduction of manufacturing cost and
to improve quality.
Benchmarking at Xerox
The 'Leadership through Quality' program encouraged Xerox to
find ways to reduce their manufacturing costs.
Benchmarking against Japanese competitors helped Xerox to find the
following issue:
a. Time taken to bring product to market.
b. Number of engineers required.
c. Number of design changes.
d. Design costs.
Benchmarking at Xerox
e. Total cost.
f. Defects as compared to competitors.
g. Required productivity growth rate to catch up with the Japanese.

Xerox’s Benchmarking Model
Xerox defined benchmarking as 'the process of measuring its
products, Services, and practices against its toughest
competitors, identifying the gaps and establishing goals. Our
goal is always to achieve superiority in quality, product
reliability and cost.
Xerox developed its own Benchmarking model which involved

tens steps categorized under five stages - planning, analysis,
integration, action and maturity.
Xerox’s Benchmarking Model (Cont.)
The five-stage process involved the following activities:
Planning: Determine the subject to be benchmarked, identify the
relevant best practice organizations and select/develop the most
appropriate data collection technique.
Analysis: Assess the strengths of competitors (best practice
companies) and compare Xerox's performance with that of its
competitors. This stage determines the current competitive gap and the
projected competitive gap.

Xerox’s Benchmarking Model (Cont.)
Integration: Establish necessary goals, on the basis of the data collected, to attain
best performance; integrate these goals into the company's formal planning processes.
This stage determines the new goals or targets of the company and the way in which
these will be communicated across the organization
Action: Implement action plans established and assess them periodically to

determine whether the company is achieving its objectives. Deviations from the plan
are also tackled at this stage.
Maturity: Determine whether the company has attained a superior performance

level. This stage also helps the company determine whether benchmarking process
has become an integral part of the organization's formal management process.
Benchmarking
model
Implementatio
n
Xerox began by implementing competitive benchmarking, the company found this
type of benchmarking to be inadequate as the very best practices, in some processes
or operations were not being practiced by copier companies.
The company then adopted functional benchmarking as it involves study of the best
practices regardless of the industry.
Xerox zeroed in on various other best practice companies to benchmark its other
processes like
a. American Express (for billing and collection)
b. Cummins Engines and Ford (for factory floor layout),
c. Florida Power and Light (for quality improvement),
d. Honda (for supplier development),
e. Toyota (for quality management),
f. Hewlett-Packard (for research and product development),
g. Saturn (a division of General Motors) and Fuji Xerox (for manufacturing operations)
h. DuPont (for manufacturing safety).
Implementation (Cont.)
Supplier Management System: all the Japanese copier companies
put together had only 1,000 suppliers, while Xerox alone had 5,000.
To tackle this Xerox took the following steps:

a. Standardized many parts which helped Xerox reduced the number of
vendors for the copier business from 5,000 to just 400.
b. Created a vendor certification process in which suppliers were either
offered training or explicitly told where they needed to improve.

c. Vendors were consulted for ideas on better designs and improved
customer service.
Inventory Management: Xerox's drew inspiration from the
innovative spare parts management practices of its European
operations.
Xerox European operations focused on Actual usage, rather than mere

withdrawal from the stocking point, was used to determine inventory
levels
In the late 1980s, Xerox replicated the system in the US and saved
tens of millions of dollars in the process
To minimize inventory-carrying costs, Xerox delays the assembly of

the product into the final configuration.
Manufacturing system: Each family unit (manager and his direct
subordinates) was encouraged to identify its internal as well as
external customers and to meet their needs to improve operational
efficiency of the work groups.
Xerox introduced a Customer Satisfaction Measurement System that

integrated customer research and benchmarking activities.
The company sent out over 55,000 questionnaires monthly to its

customers to measure customer satisfaction and record competitors'
performance and benchmarked against competitors who scored
highest.
Reaping the
benefits
Customer complaints declined by more than 60%.
Customer satisfaction with Xerox's Sales processes improved by 40%.
Service processes by 18%.
Administrative processes by 21%.
Overall customer satisfaction was rated at more than 90% in 1991.
Number of defects reduced by 78 per 100 machines.
Service response time reduced by 27%.
Inspection of incoming components reduced to below 5%.

Reaping the benefits
(Cont.)
Defects in incoming parts reduced to 150ppm.
Inventory costs reduced by two-thirds.
Marketing productivity increased by one-third.
Distribution productivity increased by 8-10 %.
Notable decrease in labour costs.
Errors in billing reduced from 8.3 % to 3.5% .

Reaping the benefits
(Cont.)
Leader in the high-volume copier duplicator market segment.
Country units improved sales from 152% to 328%.

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 Baldridge National Quality Award in 1989,
The European Quality Award in 1992.

Conclusions
Benchmarking enables decision-makers to understand
exactly how much improvement they will need to
accomplish in order to achieve superior performance.
Frequent and regular benchmarking helps us to create

specific and measurable short-term plans that are
based on current reality rather than historical
performance, and which can support step- by-step
improvements in performance over time.
The objective is to overtake the top performers,

turning a performance deficit into performance

Benchmarking at Xerox

Uploaded by

Copyright:

Available Formats

Benchmarking at Xerox

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Benchmarking at Xerox

Uploaded by

Copyright:

Available Formats

BENCHMARKING

Business process reengineering (BPR) is a management approach aiming at

The essence of benchmarking is the continuous process of comparing a

Competitive :- compare product and services, same sector.

Functional : Comparing specific business function, same of

External: comparing performance with companies in a

inventor, made the first xerographic image in US.

In 1944, the Battelle Memorial Institute in Columbus, Ohio,

contracted with Carlson to refine his new process, which

Carlson called 'electrophotography.

Three years later, The Haloid Company, obtained all rights to

Carlson's invention and registered the 'Xerox' trademark and to

The Xerox Corporation in 1961.

Products were of relatively inferior quality in comparison to its

Between 1980 and 1984, Xerox's profits decreased from $ 1.15

For Xerox ,benchmarking sprang from a competitive crisis.

a. Time taken to bring product to market.

b. Number of engineers required.

c. Number of design changes.

f. Defects as compared to competitors.

g. Required productivity growth rate to catch up with the Japanese.

Xerox developed its own Benchmarking model which involved

Planning: Determine the subject to be benchmarked, identify the

relevant best practice organizations and select/develop the most

appropriate data collection technique.

Analysis: Assess the strengths of competitors (best practice

companies) and compare Xerox's performance with that of its

projected competitive gap.

Action: Implement action plans established and assess them periodically to

Maturity: Determine whether the company has attained a superior performance

To tackle this Xerox took the following steps:

vendors for the copier business from 5,000 to just 400.

b. Created a vendor certification process in which suppliers were either

offered training or explicitly told where they needed to improve.

Xerox European operations focused on Actual usage, rather than mere

To minimize inventory-carrying costs, Xerox delays the assembly of

Xerox introduced a Customer Satisfaction Measurement System that

The company sent out over 55,000 questionnaires monthly to its

Customer satisfaction with Xerox's Sales processes improved by 40%.

Service processes by 18%.

Administrative processes by 21%.

Overall customer satisfaction was rated at more than 90% in 1991.

Number of defects reduced by 78 per 100 machines.

Service response time reduced by 27%.

Inspection of incoming components reduced to below 5%.

Inventory costs reduced by two-thirds.

Marketing productivity increased by one-third.

Distribution productivity increased by 8-10 %.

Notable decrease in labour costs.

Errors in billing reduced from 8.3 % to 3.5% .

Country units improved sales from 152% to 328%.

The Deming Award (Japan) in 1980,

The Malcolm Baldridge National Quality Award in 1989,

The European Quality Award in 1992.

Frequent and regular benchmarking helps us to create

The objective is to overtake the top performers,

You might also like