{"id":726,"date":"2018-07-18T13:24:05","date_gmt":"2018-07-18T11:24:05","guid":{"rendered":"http:\/\/wp7.ipk.fraunhofer.de\/?p=726"},"modified":"2018-07-18T13:37:30","modified_gmt":"2018-07-18T11:37:30","slug":"5th-global-benchmarking-award","status":"publish","type":"post","link":"https:\/\/www.globalbenchmarking.org\/index.php\/2018\/07\/18\/5th-global-benchmarking-award\/","title":{"rendered":"5th Global Benchmarking Award"},"content":{"rendered":"<h2>Review of the 5th Global Benchmarking Award<\/h2>\n<p>The finalists of the GBN Global Benchmarking Award each gave a presentation on their individual benchmarking approach. They were then judged by the GBN\u2019s jury on leadership commitment to benchmarking, the pervasiveness of benchmarking, the formality of benchmarking and results achieved.<\/p>\n<p>With recent winners being Watson Real Estate Ltd., winner of the 1st Global Benchmarking Award in 2012, KHDA, winner of the 2nd award in 2013 and the OCBC Bank, winner of the 3rd award in 2014 and last years winner The Medical City, winner of the 4th award, this years finalists were the Narsee Monjee Institute of Management Studies, Nanjing Metro and Al Jazeera International Catering LLC.<\/p>\n<h3>The Narsee Monjee Institute of Management Studies (NMIMS)<\/h3>\n<p>The mission of the NMIMS is to provide the nation good quality trained human resources who, are socially sensitive, have inquisitive minds and the persistence to change their own and organization&#8217;s lives and contribute to making India a knowledge superpower and the world a better place to live.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone wp-image-729 size-full\" style=\"-webkit-user-drag: none; display: inline-block; margin-bottom: -1ex;\" src=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Narsee-Monjee-Institute-of-Management-Studies_NMIMS.png\" alt=\"Dr. Debashis Sanyal &amp; Ms. Varuna saksena from the Narsee Monjee Institute of Management Studies\" width=\"700\" height=\"365\" srcset=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Narsee-Monjee-Institute-of-Management-Studies_NMIMS.png 700w, https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Narsee-Monjee-Institute-of-Management-Studies_NMIMS-300x156.png 300w\" sizes=\"auto, (max-width: 700px) 100vw, 700px\" \/><\/p>\n<p>Dr. Debashis Sanyal &amp; Ms. Varuna Saksena from the Narsee Monjee Institute of Management Studies<\/p>\n<p>These high goals the NMIMS is seeking to achieve through<\/p>\n<ul>\n<li>Educational Excellence<\/li>\n<li>Innovative and Relevant Research<\/li>\n<li>Promoting Social Equity and<\/li>\n<li>An outreach program to ensure Global Access of their Learning Resources to all Students and Faculty<\/li>\n<\/ul>\n<p>The NMIMS, therefore, established a philosophy being based on five pillars of excellence:<\/p>\n<figure id=\"attachment_730\" aria-describedby=\"caption-attachment-730\" style=\"width: 565px\" class=\"wp-caption alignnone\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-730 \" src=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/NMIMS_Five-Pillars-of-Excellence.png\" alt=\"NMIMS Five Pillars of Excellence\" width=\"565\" height=\"438\" srcset=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/NMIMS_Five-Pillars-of-Excellence.png 691w, https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/NMIMS_Five-Pillars-of-Excellence-300x233.png 300w\" sizes=\"auto, (max-width: 565px) 100vw, 565px\" \/><figcaption id=\"caption-attachment-730\" class=\"wp-caption-text\">NMIMS Five Pillars of Excellence<\/figcaption><\/figure>\n<h3>The Nanjing Metro Operation Corp Ltd.<\/h3>\n<p>The Nanjing Metro specializes in operation management, train travel, supervision, construction and facilities, maintenance of vehicle and equipment. It is one of the subsidiaries of Nanjing Metro Group Company that serves Nanjing and Nanjing metropolitan area. The Nanjing\u00a0Metro is the sixth subway that was successfully built and operated across the mainland of China.<br \/>\nIn order to meet their\u00a0<b>Vision<\/b>\u00a0of becoming the most influential subway with a human touch, they aggregated.<\/p>\n<p>Metro is the sixth subway that was successfully built and operated across the mainland of China.<\/p>\n<p>In order to meet their\u00a0<b>Vision<\/b>\u00a0of becoming the most influential subway with a human touch, they aggregated.<\/p>\n<h4><b>4 Steps<\/b><\/h4>\n<ul>\n<li>\u00a0Formulate strategies<\/li>\n<li>\u00a0Establish objectives<\/li>\n<li>\u00a0Set middle and short-term plans<\/li>\n<li>\u00a0Conduct benchmarking activities,<\/li>\n<\/ul>\n<p>set<\/p>\n<h4><b>3 Directions<\/b><\/h4>\n<ul>\n<li>\u00a0Domestic-counterparts-advanced indicators and methods<\/li>\n<li>\u00a0Domestic-counterparts-advanced concepts and tools<\/li>\n<li>\u00a0Successful practices supplied by domestic cross-industries<\/li>\n<\/ul>\n<p>and formulated<\/p>\n<h4><b>2 goals<\/b><\/h4>\n<p>Strive to achieve the goal of \u201creaching ten top-classes in the industry\u201d<br \/>\nReach the leading level in more than five indicators internationally within five years<br \/>\nThe Nanjing Metro Team perceives benchmarking not only as a comparison of data or rankings but rather as a set of structured KPI-indicator comparisons that can be used for<\/p>\n<ul>\n<li>\u00a0Stimulating productive \u201cwhy\u201d questions, identifying areas for further analysis\/studies<\/li>\n<li>\u00a0Identifying high priority problems, strengths, and weaknesses<\/li>\n<li>\u00a0Identifying and monitoring trends and best practices behind them<\/li>\n<li>\u00a0Internal motivation \u2013 setting challenging but achievable targets<\/li>\n<li>\u00a0Understanding what \u201cWorld Class\u201d is and recognizing their own status in the global community<\/li>\n<\/ul>\n<figure id=\"attachment_728\" aria-describedby=\"caption-attachment-728\" style=\"width: 513px\" class=\"wp-caption alignnone\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-728 size-full\" src=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Nanjing-Metro-Operation-Corp.png\" alt=\"XU JIANGUO \u2013 Chief Engineer of the Nanjing Metro Operation Corp. Ltd. on their philosophy of benchmarking\" width=\"513\" height=\"217\" srcset=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Nanjing-Metro-Operation-Corp.png 513w, https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Nanjing-Metro-Operation-Corp-300x127.png 300w\" sizes=\"auto, (max-width: 513px) 100vw, 513px\" \/><figcaption id=\"caption-attachment-728\" class=\"wp-caption-text\">XU JIANGUO \u2013 Chief Engineer of the Nanjing Metro Operation Corp. Ltd. on their philosophy of benchmarking<\/figcaption><\/figure>\n<p>They understand benchmarking as an upward spiral of progress, rather than a conclusive task,<br \/>\nand in order to ensure the outputs of their organization are perfect, asking steadily: \u201cwhat are you going to do,<br \/>\nif your competitor can achieve these by using half of your time and cost?\u201d.<br \/>\nThey are convinced that believing a project cannot be improved anymore will quickly get an organization into trouble.<\/p>\n<h3>Al Jazeera International Catering LLC<\/h3>\n<p>The JIC (Jazeera International Catering) is a catering, housekeeping and laundry service company specialized on customer segments as oilfields,<br \/>\nremote sites, labor camps and institutions across the middle east which is, therefore, identify best practices from various industries to ensure continuous improvement and organizational excellence.<\/p>\n<p>They presented benchmarking as their mantra for consistent innovation and started with a vision of JIC<br \/>\nbeing a market leader in the hospitality industry with a couched and written down the philosophy of work-ethic.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone wp-image-732 size-full\" src=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Al-Jazeera-IC-LLC_Mantra-Consistent-Innovation-Benchmarking.png\" alt=\"Consistent Innovation\" width=\"700\" height=\"303\" srcset=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Al-Jazeera-IC-LLC_Mantra-Consistent-Innovation-Benchmarking.png 700w, https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Al-Jazeera-IC-LLC_Mantra-Consistent-Innovation-Benchmarking-300x130.png 300w\" sizes=\"auto, (max-width: 700px) 100vw, 700px\" \/><\/p>\n<p>They have nurtured best practices from various industries and individuals across the world, modified them to suit their business,<br \/>\nclaiming that \u201cfrom the boardroom to the basement, JIC\u2019s Teams are all on board\u201d, with excellence and innovation through benchmarking.<\/p>\n<p>To grasp Benchmarking as an inseparable part of their culture, their benchmarking varies from performance benchmarking to best practices \u2013 to informal benchmarking.<\/p>\n<p>Updated industry trends, a strong connection with the sector, leading conversations through management and specialized forums and<br \/>\n\u201cCoffee with the MD\u201d translates into their leadership sharing excellence projects that create surprising innovation.<\/p>\n<p>With the staff provided access to benchmarking portals as bpir.com and training in the TRADE benchmarking methodology, the JIC LLC<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone wp-image-733 size-full\" src=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Al-Jazeera-IC-LLC_Objectives-teams-outcomes.png\" alt=\"clear objectives\" width=\"700\" height=\"314\" srcset=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Al-Jazeera-IC-LLC_Objectives-teams-outcomes.png 700w, https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Al-Jazeera-IC-LLC_Objectives-teams-outcomes-300x135.png 300w\" sizes=\"auto, (max-width: 700px) 100vw, 700px\" \/><\/p>\n<p>encourages their teams to sharpen their existing skill set and add new ones through site visits.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone wp-image-734 size-full\" src=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Al-Jazeera-IC-LLC_Trade-Methodology.png\" alt=\"TRADE methodology\" width=\"700\" height=\"363\" srcset=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Al-Jazeera-IC-LLC_Trade-Methodology.png 700w, https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Al-Jazeera-IC-LLC_Trade-Methodology-300x156.png 300w\" sizes=\"auto, (max-width: 700px) 100vw, 700px\" \/><\/p>\n<p>Identifying formal benchmarking projects through the TRADE methodology across the organization;<br \/>\nstarting with employee empowerment, corporate social responsibility to food safety processes.<\/p>\n<h4>SPEAR<\/h4>\n<p>Naming SPEAR as one of their invaluable formal benchmarking projects, aiming to improve employee empowerment, organizational excellence.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone wp-image-727 size-full\" src=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Al-Jezeera-IC-LLC_Spears.png\" alt=\"SPEAR methodology\" width=\"641\" height=\"332\" srcset=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Al-Jezeera-IC-LLC_Spears.png 641w, https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Al-Jezeera-IC-LLC_Spears-300x155.png 300w\" sizes=\"auto, (max-width: 641px) 100vw, 641px\" \/><\/p>\n<p>They determined improvement in employee focus, eradicating delayed decision making and increased levels of staff empowerment,<br \/>\nleaving their clients delighted. With an overall sharp rise in the performance and career development of their employees.<\/p>\n<p>Key results showed how much benchmarking increased innovation within the company.<br \/>\nFurthermore, these results were used to encourage further benchmarking and innovation.<br \/>\nKnowledge sharing internally and with stakeholders via meeting forums, newsletters, and stakeholder portals<br \/>\nhave been key to gaining support and involvement in these change initiatives.<\/p>\n<h3>Award Presentation and Winner<\/h3>\n<p>The presentations were judged by the GBN\u2019s jury- on Leadership Commitment to Benchmarking, Pervasiveness of Benchmarking, Formality of Benchmarking and Results achieved.<\/p>\n<figure id=\"attachment_735\" aria-describedby=\"caption-attachment-735\" style=\"width: 508px\" class=\"wp-caption alignnone\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-735 size-full\" src=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Al-Jazeera-IC-LLC_GBA-Winner-1.png\" alt=\"Al Jazeera IC LLC_GBA Winner\" width=\"508\" height=\"271\" srcset=\"https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Al-Jazeera-IC-LLC_GBA-Winner-1.png 508w, https:\/\/www.globalbenchmarking.org\/wp-content\/uploads\/2018\/07\/Al-Jazeera-IC-LLC_GBA-Winner-1-300x160.png 300w\" sizes=\"auto, (max-width: 508px) 100vw, 508px\" \/><figcaption id=\"caption-attachment-735\" class=\"wp-caption-text\">Al Jazeera IC LLC_GBA Winner<\/figcaption><\/figure>\n<p><i><b>Al Jazeera International Catering LLC<\/b>\u00a0\u2013Winner of the 5<sup>th<\/sup>\u00a0GBN Benchmarking Award<\/i><\/p>\n<p>After each of the finalists gave their presentation, the jury selected and announced the winners of the 5<sup>th<\/sup>\u00a0Global Benchmarking Awards 2016.<\/p>\n<p>With the runner-ups being the Narsee Monjee Institute of Management (NMIMS) (India) and the Nanjing Metro (China), the winner of 2016 Award was the Al Jazeera International Catering LLC.<\/p>\n<p><b>We congratulate the winner and wish all the best to the runner-ups.\u00a0<\/b><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Review of the 5th Global Benchmarking Award The finalists of the GBN Global Benchmarking Award each gave a presentation on their individual benchmarking approach. 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They were then judged by the GBN\u2019s jury on leadership commitment to benchmarking, the pervasiveness of","_links":{"self":[{"href":"https:\/\/www.globalbenchmarking.org\/index.php\/wp-json\/wp\/v2\/posts\/726","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.globalbenchmarking.org\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.globalbenchmarking.org\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.globalbenchmarking.org\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.globalbenchmarking.org\/index.php\/wp-json\/wp\/v2\/comments?post=726"}],"version-history":[{"count":1,"href":"https:\/\/www.globalbenchmarking.org\/index.php\/wp-json\/wp\/v2\/posts\/726\/revisions"}],"predecessor-version":[{"id":736,"href":"https:\/\/www.globalbenchmarking.org\/index.php\/wp-json\/wp\/v2\/posts\/726\/revisions\/736"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.globalbenchmarking.org\/index.php\/wp-json\/wp\/v2\/media\/735"}],"wp:attachment":[{"href":"https:\/\/www.globalbenchmarking.org\/index.php\/wp-json\/wp\/v2\/media?parent=726"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.globalbenchmarking.org\/index.php\/wp-json\/wp\/v2\/categories?post=726"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.globalbenchmarking.org\/index.php\/wp-json\/wp\/v2\/tags?post=726"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}