Benchmarking-measuring and comparing for continuous improvement

Information Outlook,  July, 2002  by Sue Henczel

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Before a special library embarks on a benchmarking project, it is critical that its strategic processes are identified--those processes that actually contribute to the achievement of its goals and objectives. The boundaries of those processes must be clearly defined so that accurate comparisons can be made with benchmarking partners.

To demonstrate how important the boundaries are, take for example, a library that defines its acquisitions process as inclusive of resources acquired for the organization but not retained within the library. A potential partner may define its acquisition process as exclusive of those resources. Difficulties arise when comparing these processes, as one has a much broader scope than the other and is considerably more complex.

Once the processes and their boundaries have been defined and you are investigating what others are doing and how they are doing it, it is important to understand that not all "best practice" is appropriate for your situation. Best practice in one environment is not always best practice in another, as the situation is different, the people are different and most importantly the relationship with other processes may be different. Take care that you don't adapt processes that are not entirely suitable for you situation.

Is anything that you are currently doing innovative and unique? If so, you will be unlikely to find benchmarking partners for these processes. It will, however, demonstrate these processes as being unique.

The key to benchmarking is to see what is being done differently and to have the ability to assess the value of those differences to your library.

The pitfalls and problems associated with benchmarking are many and varied, and most will impact the success of a benchmarking project if not fully understood. If used correctly and for the right reasons, benchmarking can result in improved productivity impacting competitiveness, internal and external relationships, support networks and resources.

References and Further Reading:

In addition to the following references, a bibliography is available on the SLA Web site at http://www.sla.org/content/membersonly/electrinfo/qa.cfm.

Balm, Gerald J. Benchmarking: A Practitioner's Guide for Becoming and Staying Best of the Best. Schaumburg, Ill.: QPMA, 1992.

Bogan, Christopher E. and English, Michael J. Benchmarking for Best Practices: Winning Through Innovative Adaptation. New York: McGraw Hill, 1994.

Cassell, Catherine; Nadin, Sara and Older Gray, Melanie. "The Use and Effectiveness of Benchmarking in SMEs," Benchmarking: An International Journal, (8) 3 2001; 212-222.

Corrall, Sheila. Strategic Management of Information Services: A Planning Handbook. London: Aslib, 2000.

Foot, Jane. How to do Benchmarking: A Practitioner's Guide. London: Inter-Authorities Group, 1998.

Gohlke, Annette. Law Library Resource Exchange, 1998. http://www.llrx.com/features/bench.htm [accessed 25 March 02]

Hinton, Matthew; Francis, Graham and Holloway, Jackie. "Best Practice Benchmarking in the UK," Benchmarking: An International Journal, (7) 1 2000; 52-61.