Benchmarking Presentation Final

8/7/2019 Benchmarking Presentation Final

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A Case Study

onBenchmarking

By: The Team from

Dubai Technology & Media Free Zone Authority (TECOM)

A member ofDUBAI HOLDING


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TECOM at a glance

Our vision :Making Dubai a location of choice for Knowledge Based

industries.

Established as one of the milestone in Dubais 2010 Vision for a

knowledge economy.

Launched as a commercial tax free zone

One of the largest fully managed free zones in the world thatoperates under six separate clusters: Value added real estate,IT & Telecom, Media, Biotechnology, Energy and Education.


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How we understand Benchmarking:

The search for best practices

Aiming for superior performance.

Follow a structured process of measuring & comparing anorganization's performance against comparable processes

Target leading organizations to obtain information that willhelp the identification & implementation of improvements.

Source: Benchmarking Definition; American Society for Quality


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Two forms of benchmarking:

Internal Benchmarking; studying the practices andperformance among our departments.

i.e. Dubai Internet City with Central Procurement.

External Benchmarking; determining the performance ofothers preferably world-class, companies.

i.e. DIC Sales Department with DAFZA


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Targeted types of benchmark:

Three types:

Metric Benchmark

Process Benchmark Practice Benchmark

An organization could deploy each type independently or as

one package.


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Metric Benchmark

A quantitative comparative assessment

Enables departments to track internal performance over time

Compare departments performance against their past

performance baseline or to that of similar functions.


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Process Benchmarking

Involves the following steps:

Identifying specific work procedures

Improve procedure via a step-by-step process mapping Locating external examples of excellence process for

standard setting and/or emulation.


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Business Practices Benchmarking

Focuses on seeking out, gathering and studying profiles of

best business practices that produces superior business

performance.

The outcomes of practice benchmarking typically are

histograms profiles

Using surveying techniques with a consortium of participants,

the resulting metrics or findings of the practice can be used toidentify best practice case studies.


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Our Approach to Benchmark

10 steps


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1. Raising the Awareness

20sessions in a quarter to introduce the concept and go through the methodology


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2. Referring to the DGEP Model


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3. Generating buy- in &

Approval by Top Management

Draft statement & send it for approval by Top

Management

Using the organizations meeting platforms

Departmental Meetings

General Meetings

Conducting workshops

Publishing informative article on the portal

Group e-mail

One-to-one meetings i.e. Heads; Managers


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4. Inviting the Team:

Develop minimum team selection criteria

Develop a draft Team Charter

Request nomination from Chiefs

Call for voluntarily participation

Ensure participation from the supporting functions


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5. Internal Opening Meeting & Plan

Proper scheduling of the meeting

Develop a specific agenda

Appoint a Chairperson for the meeting & a Minutes

coordinator Discuss & agree the charter

Identify the counterpart

Develop a simple template to share with counterpart

Agree clear action plan with dates Distribute the tasks

Agree the following meeting

Microsoft Word

Document


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6. External Opening Meeting & Plan

Exchange Top Management Approvals

Communicate Charter

Generate Consensus & signatures

Minutes the Meeting Agree the plan including:

Function to function meetings

Potential areas to benchmark

Counterparts or touch points executives Draft Schedule

The Group meeting (review meeting)Microsoft Word

Document

Microsoft Word

Document


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7. Signing the Charter

It is a sort of an agreement describing:

1. Purpose

2. Mission

3. Team Membership

4. Members Roles & Responsibilities

5. Attitude

6. Voting Rights & Procedures

7. Role of Observers

8. Frequency & Time & Venue of meetings

9. Clerking of meetings

10. Appointment of Chair & Vice- Chair

11. Replacement & dismissal

12. New Joining Organizations

13. Best Values

14. Agreement

M

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8. Agree the counterparts

One overall focal point representative from eachorganization

One focal point representative from each department

Involvement of middle to senior managers


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9. Communicate MM and update

MM should be developed and communicated after each

meeting.

Representative from each department to ensure action plan is

completed.

Report Completion and/or delays

Overall representative from each organization to update thecorp. about the meeting and activities.

Microsoft Word

Document


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10. Consolidate the reports

Create a Shared Folder

Categorize the folder:

Agendas

Minutes M

Charter (& version)

Announcements

Direction from Top Management

Shared Data

Outcome and benchmarking results


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DIC Sales vs. DAFZA Sales

Process1. Inquiries

2. Identify the Client

3. Sales Pack

4. Application + Business Plan5. Screening Process

6. Approval / Rejection

7. Final Confirmation

Type of companies Sales Structure

Pricing & Capital

Value added services

External benchmarking Exercise


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Process Inquiries:

Flow of inquires:

URL

Walk-ins

Call Center

Opportunities

Exhibitions

Proactive approach (Mainly Large companies).


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Process- Identify the client

Segments

Activities

Value to DIC Community


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Process Sales Pack:

Standardized letters

Legal Documents Check Lists

Applications & DIC BP template

Cost Sheet

Process of Setting Up @ DIC


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Process - Initial Submission

Application for License

Business Plan

Financial Plan


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Process Screening:

Enter Application & Business Plan into CRM

RSM & Directors evaluation

Approval / Rejection on Points basis


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Process - Provisional Approval / Rejection

Approval / Rejection letter sent

Legal documents to be submitted

Legal documents forwarded to R&LD for

verification


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Process - Final Confirmation:

RSM assigns office space to Business Partner

Business partner accepts office space by signingCustomer Confirmation Letter (CCL)

Payments made by Business Partner

CCL is forwarded to R & LD for preparing Lease &License.


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Type of Companies

Branch

New FZ-LLC owned by Corporate entity

New FZ-LLC owned by Individual(s)


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Sales Structure

Director of Sales

Regional Sales Managers

First Steps Manager

Sales Coordinator


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Org. Chart of DIC Sales


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Pricing & Capital

120 AED /sq.ft / annum inclusive of Utilities & Service

Charges

15,000 AED Trade License/ Annum

3,500 AED Registration/ One Time

AED 2500/Visa as a PSA Deposit

50,000 AED minimum capital only for FZ-LLC (BP

evaluation).


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Value added services

IP Telephony

Structured Cabling

High Bandwidth Connection (minimum 2mbps)

24-hour Government Services

Hospitality Team

Partner Relations Management


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DIC vs.Procurement

Practice Benchmarking in deploying ISO 9001:2000

standard

To help staff from both departments learn more their

Quality Operating Procedures (QOPs)

Shared Areas included:

Management Reviews Process

Corrective and Preventive Action process Setting Departmental Objectives

Internal benchmarking Exercise


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The benefits we got:

Overcame barriers between organizations and improvesnetworking

Increased awareness of what we are doing and how well we aredoing it

Fostered process understanding for more effective management

Removed blinkers and learn to see outside the box

Assisted our organization in making quantum leaps

Created a good objective evidence forExcellence


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In the race towards excellence, there is no

finish lineHHSheikh Mohamed Bin Rashid Al Maktoum; Ruler of Dubai, Prime Minister and Vice

President of the UAE