A theoretical model, which describes continuous improvement and benchmarking processes, was developed. The model was based on the concepts that improvements in management inputs should produce organizational benefits and that management inputs are limited by budget constraints. The model was developed using health and safety as an example of operational management issues. In this example, organizational benefits related to reductions in the number and costs of accidents and management inputs referred to the provision and costs of accident prevention control measures. The utility of the model was demonstrated with five health and safety scenarios, which tested the model against the continuous improvement philosophy and benchmarking with respect to reducing costs, improving performance, minimising organizational change and assessing performance within different work environments.
Fuller, C. (2000), "Modelling continuous improvement and benchmarking processes through the use of benefit curves", Benchmarking: An International Journal, Vol. 7 No. 1, pp. 35-51. https://doi.org/10.1108/14635770010314945
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