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Fraunhofer IPK, Berlin
6th International Benchmarking Conference
Trends and Strategies for Benchmarkingand Best Practice Sharing
Dubai, 06th March 2012
Dr.-Ing. Holger KohlDeputy Director Corporate ManagementHead of Department Business Excellence MethodsFraunhofer IPKBerlin - Germany
Fraunhofer IPK, Berlin
Agenda
3 Framework Benchmarking
The Fraunhofer Gesellschaft1
4 Diagnostic Benchmarking for SMEs
5 Benchmarking of Intellectual Capital
Benchmarking Introduction2
Fraunhofer IPK, Berlin
The Fraunhofer-Gesellschaft
The Fraunhofer-Gesellschaft undertakes appliedresearch of direct utility to private and publicenterprise and of wide benefit to society.
Our Customers:
Industry
Service sector
Public administration
Fraunhofer IPK, Berlin
The Fraunhofer-Gesellschaftin Germany
60 Institutes
München
Holzkirchen
Freiburg
Efringen-Kirchen
FreisingStuttgart
PfinztalKarlsruheSaarbrücken
St. Ingbert Kaiserslautern
DarmstadtWürzburg
Erlangen
Nürnberg
Ilmenau
Schkopau
Teltow
Oberhausen
Duisburg
EuskirchenAachen St. AugustinSchmallenberg
Dortmund
PotsdamBerlin
RostockLübeck
Itzehoe
Braunschweig
Hannover
Bremen
Bremerhaven
Jena
Leipzig
Chemnitz
Dresden
CottbusMagdeburg
Halle
Fürth
Wachtberg
Ettlingen
Holzen
© Fraunhofer
From a small association to the leading organization forapplied research in Europe
0 2 8 17 52 95 180350
580710
1069
1617
0,2
49 54 59 64 69 74 79 84 89 94 99 04 09
3 20
135 700 1 25
0
1 67
5
2 21
3
3 47
7 6 39
0
7 98
0
9 20
0 12 8
00 17 1
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49 54 59 64 69 74 79 84 89 94 99 04 09
0 19
19 1927 27
3337
47 47
58 60
49 54 59 64 69 74 79 84 89 94 99 04 09
Budgetin € (millions)
Number of institutes Staff
Fraunhofer IPK, Berlin
7 Groups:• Information and Communication Technology• Life Sciences• Microelectronics• Light & Surfaces• Production• Materials and Components - MATERIALS• Defense and Security
The Profile of the Fraunhofer-Gesellschaft
60 Institutes
18.500 Employees
ca. 1,9 billion EuroBudget
Fraunhofer IPK, Berlin
Fraunhofer IPK in Berlin
München
Holzkirchen
Freiburg
Efringen-Kirchen
FreisingStuttgart
PfinztalKarlsruheSaarbrücken
St. IngbertKaiserslautern
DarmstadtWürzburg
Erlangen
Nürnberg
Ilmenau
Schkopau
Teltow
Oberhausen
Duisburg
EuskirchenAachen St. AugustinSchmallenberg
Dortmund
PotsdamBerlin
RostockLübeck
Itzehoe
Braunschweig
Hannover
BremenBremerhaven
Jena
Leipzig
Chemnitz
Dresden
CottbusMagdeburg
Halle
Fürth
Wachtberg
Ettlingen
Holzen
Oldenburg
Freiberg
Paderborn
Kassel
GießenErfurt
Augsburg
Oberpfaffenhofen
Garching
Straubing
Bayreuth
Bronnbach
Prien Corporate Planning and Logistics
Sustainability Management
Management of Innovation Systems
Balanced Scorecard
Process Management Knowledge Management
Benchmarking
Corporate Management Management of Intellectual Capital
Fraunhofer IPK, Berlin
Fraunhofer Research Units Worldwide
Fraunhofer IPK, Berlin
Fraunhofer USA CentersHeadquarters: Plymouth, Michigan
Laser Technology (CLT)
Coatings and Laser Applications (CCL)
Experimental Software Engineering (CESE)
Manufacturing Innovation (CMI)
Molecular Biotechnology (CMB)
Plymouth, MINewark, DE
Digital Media Technologies
Sustainable Energy Systems (CSE) Boston,MA
College Park,MD
East Lansing, MI
Fraunhofer IPK, Berlin
Fraunhofer USA partners withleading Academic Institutions
Center for Coatings and Laser Applications Michigan State University,East Lansing, MI
Center for Experimental Software Engineering University of Maryland,College Park, MD
Center for Laser Technology University of Michigan,Ann Arbor, MI
Center for Manufacturing Innovation Boston University,Boston, MA
Center for Molecular Biotechnology University of Delaware,Newark, DE
Center for Sustainable Energy Systems Massachusetts Institute ofTechnology (MIT), Cambridge, MA
Fraunhofer IPK, Berlin
Representative Office Middle East
Since April 2007 in Dubai
Tasks:
Building up business relations andcooperations in the Middle East
Strategic priority regions:The United Arab Emirates and Egypt
Fields of technology:Energy, construction and logistics
Fraunhofer IPK, Berlin
Selected References in MENA CountriesCountry Project Name Customer
Development of the Dubai medium–term economic plan forthe period 2011-2015
Department ofEconomicDevelopment Dubai(DED)
Strategic Planning for the Dubai Institute of Technology(DIT) and Development of its Business Plan
Dubai Institute ofTechnology (DIT) /Dubai TechnoPark(TP)
Implementation Plans and Concepts for the Dubai Instituteof Technology (DIT)
Dubai Institute ofTechnology (DIT) /Dubai TechnoPark(TP)
Masdar is partnering with Fraunhofer, to build a facade testcentre within Masdar City, the low-carbon, low-energy citybased in Abu Dhabi
MASDAR City, AbuDhabi
Evaluation and International Benchmarking of the ArabicRepublic of Egypt’s Innovation System
Ministry of HigherEducation andScientific Research(MHESR)
Development of the long-term Innovation Plan for the ArabicRepublic of Egypt
Ministry of HigherEducation andScientific Research(MHESR)
Fraunhofer IPK, Berlin
Planning and Implementation of self-financing research eco-system in Dubai(> 100 Research Institutes)
In the first phase of establishment(2009-2015) , DIT will cover an area ofca. 1 sqkm²
For the second phase (2015+) anoverall area of > 5 sqkm² is planned
Overall Investment > 2 billion € Return on Investments < 10 years
Dubai Institute of Technology (DIT)
Fraunhofer IPK, Berlin
Dubai Institute of Technology (DIT)Location
Fraunhofer IPK, Berlin
Development of the Dubai Institute ofTechnology (DIT)
W ater
Logistics/Mobility Intell igent Transport Systems Global Logistics Logistic Management
Energy
Engineering Production Technology Sustainable Manufacturing Engineering Management
Renewable Sources of Energy Sustainable Fossil Fuels Energy Efficiency Management
Health Medical Technologies Biotechnology Health Management
Research Area M ajor Topics
W ater Desalination . W ater Treatment Integrated W ater Management
W
L
E
E
H
Univ
ersi
ties
Rese
arch
Inst
itute
s
DIT was founded in 2008 to support Dubai in becoming a leading place in the worldfor R&D activities. Fraunhofer IPK supported DIT in creating an Ecosystem thatsupports Science, Technology & Innovation to lead the region towards a value-basedsustainable knowledge economy.
Fraunhofer IPK, Berlin
Agenda
3 Framework Benchmarking
The Fraunhofer Gesellschaft1
4 Diagnostic Benchmarking for SMEs
5 Benchmarking of Intellectual Capital
Benchmarking Introduction2
Fraunhofer IPK, Berlin
Benchmark
Participant 1“Best Practice”
P 3
Perf
orm
ance
P 2 P 4
Benchmarking is a systematic and – frequently – continuous processfor measuring own performance against Best Practicein order to identify improvement potential.
Potential forimprovement=
Common Definition of Benchmarking
Fraunhofer IPK, Berlin
Management Trends and Practices 2009
Source: Bain & Company: Management Tools and Trends 2009
Fraunhofer IPK, Berlin
Early applicationof the main idea
early 20th century
Henry Ford(assembly line)
First usage inother spheres1950 - 1970
Ohno Toyota(JIT)
Current BMDevelopment1979 - 1999
Xerox(BM as a mgmtconcept)
Historic milestones in Benchmarking
Fraunhofer IPK, Berlin
Early applicationof the main idea
early 20th century
Henry Ford(assembly line)
First usage inother spheres1950 - 1970
Ohno Toyota(JIT)
Current BMDevelopment1979 - 1999
Xerox(BM as a mgmtconcept)
Historic milestones in Benchmarking
Fraunhofer IPK, Berlin
Agenda
3 Framework Benchmarking
The Fraunhofer Gesellschaft1
4 Diagnostic Benchmarking for SMEs
5 Benchmarking of Intellectual Capital
Benchmarking Introduction2
Fraunhofer IPK, Berlin
Prices of selected Working Material andLand within the GCC (2010 average prices)
Fraunhofer IPK, Berlin
Prices of selected Working Material withinthe GCC (2010 average prices)
Fraunhofer IPK, Berlin
International Comparison of Change ofContainer Traffic
Fraunhofer IPK, Berlin
Logistics Performance Index
Fraunhofer IPK, Berlin
LPI 2010 - Changes in the LogisticsEnvironment since 2005
Fraunhofer IPK, Berlin
Logistics Global InfrastructurePerformance Index
Fraunhofer IPK, Berlin
Agenda
3 Framework Benchmarking
The Fraunhofer Gesellschaft1
4 Diagnostic Benchmarking for SMEs
5 Benchmarking of Intellectual Capital
Benchmarking Introduction2
Fraunhofer IPK, Berlin
Productivity Crisis at SMEs
Main Productivity-Problems in Germany
74% management failure
- 45% deficient planning and control
- 17% deficient surveillance and leadership
- 12% deficient communication
as well as
- deficient qualification
- IT problems
- deficient working moral
The Added Value at German SMEs could annuallybe improved by € 200 billion
Source: Czipin & Proudfoot Consulting GmbH
Fraunhofer IPK, Berlin
The BenchmarkIndexBenchmarking for SMEs
Analysis of the overall enterprise
worldwide largest SME-Benchmarking-Database(> 100.000 SMEs)
Validation of Data
Report and Plan for To do´s
Criteria for using theBenchmarkIndex
max. 100 Mio. €annual turnover
max. 500 employees all branches are
possible
Benchmarking-Criteria:
annual turnover number of employees location standard industrial
classification code(SIC-Code)
Finance-perspective
Innovation-perspective
Customer-perspective
Process-perspective
Fraunhofer IPK, Berlin
The balanced scorecard used in theBenchmarkIndex
Financials
Customers Processes
Learning &Growth
Business….Current performance ?Vision & goals ?Strategy ?Plans ?
Business….Current performance ?Vision & goals ?Strategy ?Plans ?
Fraunhofer IPK, Berlin
Is the company innovative ?
Customers
Financials
Innovation
Processes
Fraunhofer IPK, Berlin
UK
Ireland
GermanyNetherlands
Poland
CzechRepublic
Slovak Republic
PortugalSpainItaly
Greece
Austria
AustraliaSouth-Africa
USA
Singapore
South-Korea
BenchmarkIndexDistribution Worldwide 2011
Malaysia
China - Beijing
BiH
Lithuania
> 80.000 Financial Data> 25.000 Benchmarking-Data
Fraunhofer IPK, Berlin
Agenda
3 Framework Benchmarking
The Fraunhofer Gesellschaft1
4 Diagnostic Benchmarking for SMEs
5 Benchmarking of Intellectual Capital
Benchmarking Introduction2
Fraunhofer IPK, Berlin
Why Measuring Intellectual Capital (IC)?
Microsoft Corporation 1978
Would you have invested? The organizational value
consists of tangible andintangible assets, which aremostly undocumented intraditional accountingsystems
Investors (Rating accordingto Basel II) demand plausibleevidence of corporate values.Companies in knowledge-intensive fields havedifficulties in proving theirvalue to investors.
Legal regulations commitorganisations to legitimatetheir intangible assets.(Austrian UOG, IAS 38, DRS12 and 5)
Fraunhofer IPK, Berlin
What is an Intellectual Capital Statement?
Definition Intellectual Capital Statement (ICS):An Intellectual Capital Statement is an instrument forthe focused description and development of theIntellectual Capital in an organisation.
It shows the interdependencies between theorganisational aims, the business processes, theIntellectual Capital (IC) and the business success anddescribes these elements by means of indicators.
Intellectual capital (IC) is defined as “existingknowledge of an organisation that contributes to futuresuccess” and is subdivided into three categories: Human Capital (HC), e.g. qualification, leadership, motivation
Structural Capital (SC), e.g. innovation, knowledge transfer
Relational Capital (RC), e.g. relations to customers, partners
D
Fraunhofer IPK, Berlin
The InCaS Framework: ICS Structural Model
Business environment(Possibilities & risks)
Business processesBusiness-
Strategyknowledge
Vision Businesssuccess
Knowledge processes
Otherresources
Initialsituation
Humancapital
Structuralcapital
Relationalcapital
Intellectual capitalExternal
impact
Measures
Organization
Fraunhofer IPK, Berlin
Standard IC Factors
Human Capital Professional Competence Social Competence Employee Motivation Leadership Ability
Structural Capital Internal Co-operation and Knowledge Transfer Management Instruments IT and Explicit Knowledge Product Innovation Process Optimisation and Innovation Corporate Culture
Relational Capital Customer Relationships Supplier Relationships Public Relationships Investor Relationships Relationships to Co-operation PartnersPatente
Fraunhofer IPK, Berlin
Main Results of the German ICS Pilot Project
Efficient method to start IC Management inSMEs.
Intellectual Capital Statements (ICS) wereimplemented in 50 SMEs from differentregions and sectors.
Guideline for ICS implementation inGerman and English language published,more than 100.000 copies distributed.
Software “Wissensbilanz-Toolbox”available since July 2006, more than 50.000copies distributed.
Financial Times and CommerzbankAward 2005 for one of the first 14 Pilot-SME
30 Roadshows for entrepreneurs with morethan 1.000 participants.
More than 500 users and trainers trained
www.akwissensbilanz.org
Fraunhofer IPK, Berlin
Fields of Use and Benefits of ICS
Diagnosis:ICS as an instrument for analysing strengthsand weaknesses of strategic IC factors.
Decision Support :ICS as an instrument for prioritising fields ofimprovement with highest impact.
Optimisation & Innovation:ICS as an instrument for implementingactions for organisational development.
Internal Communication:ICS as an instrument for enhancingtransparency and employees’ involvement.
Monitoring & Risk Management:ICS as an instrument for controlling strategicrisks and measuring success of actions.
Reporting:ICS as an instrument for communicatingcorporate value to stakeholders.
Fraunhofer IPK, Berlin
SC-4A
SC-1SC-2
SC-3
SC-4
SC-5SC-6
SC-1A
SC-3ASC-5A
SC-6A
SC-4B(Best in Class)
0%
7%
13%
18% 56% 93%
Average Assessment
Rel
ativ
e In
fluen
ce
SC-4
SC-4A
SC-4B (Best in Class)
no need for action
develope
analyse
stabilise
IC Management Portfolio (Sector Service, N=27)Structural Capital
SC-1 Internal co-operation and knowledge transferSC-2 Management instrumentsSC-3 Information technology and explicit knowledgeSC-4 Product innovationSC-5 Process optimisation and innovationSC-6 Corporate culture
Structural Capital
Intellectual Capital BenchmarkingFinding Best in Class Performers
SC-4A Company A
SC-4B Company B (Best inClass)
SC-4 Ø Sector Services
Fraunhofer IPK, Berlin
Impact of ICS on Financial Analysts’Assessment of Future Earnings Potential
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Positive Neutral
Neutral
Neutral NeutralNegative
Case A Case B
With intellectual capitalreport
Without intellectual capitalreport
With intellectual capitalreport
Without intellectual capitalreport
Positive Positive
Negative
Fraunhofer IPK, Berlin
Summary of Results inIC Benchmarking Report
Structural Capital - ViewYour assessment compared to your peer group based on standard IC Factors (N=42)
82,50
70,00
86,67
23,33
90,00
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Internal co-operationand knowdege transfer
Managementinstruments
Information technologyand innovation
Product innovation
Process optimisationand innovation
Corporate culture
Chart SC-1 SC-2 SC-3 SC-4 SC-5 SC-6Your Assessment 70,0 N.v. 86,6 23,3 90,0 82,5Your Rank 10/37 N.v. 4/27 25/25 1/31 6/31Upper result 86,67 90,00 91,67 92,50 90,00 95,00Upper Quartile limit 70,00 70,75 84,17 76,67 73,33 70,00Median 58,33 64,17 63,33 65,83 58,33 60,00Lower Quartile limit 46,67 50,42 55,83 52,50 43,33 55,00Lower result 23,33 25,00 30,00 23,33 23,33 34,50
Internal co-operation andknowledge transfer
(SC-1)
Management Instruments(SC-2)
Information technology andinnovation
(SC-3)
Product innovation(SC-4)
Process optimisation andinnovation
(SC-5)
Corporate culture(SC-6)
Fraunhofer IPK, Berlin
WissensbilanzenIntellektuelles Kapital erfolgreichnutzenund entwickeln
Hrsg.: Mertins, Alwert, HeisigBeiträge von über 20 namhaftenExperten!
BenchmarkingGuideline for Best PracticeComparisons
Eds.: Mertins, Kai; Kohl, HolgerMit Beiträgen namhafterExperten!
Thanks for Attention
Dr.-Ing. Holger KohlDeputy Director Corporate ManagementHead of Department Business ExcellenceMethodsFraunhofer IPKPascalstraße 8-910587 Berlin, Germany
[email protected] +49(0)30 / 390 06 168 +49(0)30 / 393 25 03http://www.benchmarking.fhg.dehttp://www.um.ipk.fhg.de