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This paper succinctly critiques the benchmarking literature and the performance measurement literature in regards to the novel concept of lead benchmarking as a possible means of achieving increased radical and innovative transformation in organizations. For the purposes of the paper, a working definition of lead benchmarking and performance measurement is: benchmarking and performance measurement, which focuses on analysing forward looking, predictive and future performance comparisons. This critique distinctly highlights that the currency of benchmarking and performance measurement needs a radical and indeed innovative transformation to adhere to the dynamics of the business environment. This critique raises various questions of interest. These issues will be investigated later through further research by conducting rich empirical research, whereby descriptions and explanations will be developed of the what, where, who, how and why of the benchmarking concept and the extent to which organizations carry out lead benchmarking

Environmental turbulence including rapid changes in technology and markets has resulted in the need for new approaches to performance measurement and benchmarking. There is a need for studies that attempt to measure and benchmark upstream, leading or developmental aspects of organizations. Therefore, the aim of this paper is twofold. The first is to conduct an in‐depth case analysis of lead performance measurement and benchmarking leading to the further development of a conceptual model derived from the extant literature and initial survey data. The second is to outline future research agendas that could further develop the framework and the subject area.

A multiple case analysis involving repeated in‐depth interviews with managers in organisational areas of upstream influence in the case organisations.

It was found that the effect of external drivers for lead performance measurement and benchmarking was mediated by organisational context factors such as level of progression in business improvement methods. Moreover, the legitimation of the business improvement methods used for this purpose, although typical, had been extended beyond their original purpose with the development of bespoke sets of lead measures.

Examples of methods and lead measures are given that can be used by organizations in developing a programme of lead performance measurement and benchmarking.

There is a paucity of in‐depth studies relating to the theory and practice of lead performance measurement and benchmarking in organisations.

This aim of this paper is to explore the understanding and use of lead benchmarking and performance measurement as a possible means of achieving increased organisational change.

An empirical research methodology is used to survey 800 UK organisations, with 157 responses, in relation to their approach to lead benchmarking and performance measurement. A working definition of lead benchmarking and performance measurement is developed within the paper.

The findings indicate that new lead, forward looking, predictive benchmarks will need to be developed to support lead benchmarking and performance measurement activities. Furthermore, it was found that currently larger organisations are more likely to adopt these practices, with considerable variation across organisational sectors.

Focuses on ensuring that benchmarking and performance measurement remain at the leading edge of organisational change rather than becoming adhoc business improvement initiatives.

The aim of this paper is to explore both the development and reconceptualisation of benchmarking and performance measurement within UK organisations, using a brief literature review, theoretical reconception and an empirical study of UK organisations.

An empirical study was conducted involving UK organisations (n=156) across a wide range of organizational sizes and sectors. Analysis included the use of descriptives, chi‐square tests and one‐way ANOVA between and within groups.

The findings show how, firstly, organisations are progressing towards benchmarking and performance measurement maturity as traditionally defined. Secondly, the findings show how organisations that have reached this stage are reconceptualising benchmarking and performance measurement to meet fundamentally changing market and operational conditions.

The paper gives a structured outline for organisations seeking to design and implement advanced performance measurement and benchmarking methodologies.

The concept of lead performance measure and benchmarking is an emergent area of study. This paper shows current developments and makes suggestions for further research.

This paper describes a benchmarking framework applied to medium-sized urban public bus agencies in the United States, which has overcome the challenges of data quality, comparability, and understanding.

The benchmarking methodology described in this paper is based on lessons learned through seven years of development of a fixed-route key performance indicator (KPI) system for the American Bus Benchmarking Group (ABBG). Founded in 2011, the ABBG is a group of public medium-sized urban bus agencies that compare performance and share best practices with peers throughout the United States. The methodology is adapted from the process used within international benchmarking groups facilitated by Imperial College and consists of four main elements: peer selection, KPI system development, processes to achieve high-quality data, and processes to understand relative performance and change.

The four main elements of the ABBG benchmarking methodology consist of 18 subelements, which when applied overcome three main benchmarking challenges: comparability, data quality, and understanding. While serving as examples for the methodology elements, the paper provides specific insights into service characteristics and performance among ABBG agencies.

The benchmarking approach described in this paper requires time and commitment and thus is most suitably applied to a concise group of agencies.

This methodology provides transit agencies, authorities, and benchmarking practitioners a framework for effective benchmarking. It will lead to high-quality comparable data and a strong understanding of the performance context to serve as a basis for organizational changes, whether for policy, planning, operations, stakeholder communication, or program development.

The methodology, while consistent with recommendations from literature, is unique in its scale, in-depth validation and analysis, and holistic and multidimensional approach.

The paper aims to outline benchmarking and performance monitoring practice developed by the New Zealand Health Information Service at a diagnosis‐related group (DRG) level.

The indicators are calculated from the routine hospital discharge data in the National Minimum Dataset. The benchmarks are set at either the 20th or 80th centile as a cut‐point that can alert to possible issues or a target for which to aim. Benchmarks can be used to highlight variations by making comparisons with other health‐care providers or the same provider over time.

This approach provides an indication of which DRGs and outcome variables may be worth looking at in more detail. Using comparative measures across providers allows the identification of areas of health care with the most potential for gain.

There is strong evidence of changed clinical practice and improved health outcomes following systematic evaluation of some patient management practices.

This overview of benchmarking practice using routine data with some distinctive features would be of interest to those with similar undertakings.

The total productive maintenance concept provided a quantitative metric – overall equipment effectiveness (OEE), for measuring the effectiveness of individual equipment in a factory, which is significant but insufficient since world class manufacturing (WCM) system focus on product line involving machines in series. This paper aims to present an approach to measure the overall line effectiveness (OLE) in continuous line‐manufacturing system.

Systematic methodology, based on OEE metrics, is developed to model the productivity of a line manufacturing system in terms of OLE. The general and step‐by‐step method of OLE measurement in the line consisting of n number of processes is explained using a flow chart.

Computer simulation has been carried out for the evaluation of OLE in product line manufacturing system with n number of machines. It also identifies the bottle‐neck machines and the effect of specific contributing parameter for improvement.

The result of this research makes it possible to represent the overall product line effectiveness as a benchmark for WCM to compare the performance of the various continuous product line manufacturing‐based industries.

This paper presents a successful and effective evaluation of OLE which will provide a useful guide to aspects of the production process where inefficiencies can be targeted for doing improvements in the product line.

Explores some of the misconceptions surrounding benchmarking, examining what benchmarking is not, before examining what it is. Answers many of the frequently asked questions about benchmarking. Lists four main ways of finding best practice: internal, competitor, functional and generic benchmarking.

To describe a new approach to the performance evaluation and benchmarking of analytical laboratory services and their associated supply chains.

Life cycle and industrial process approaches are adapted for consideration of the environmental performance of multidisciplinary laboratories as found in large multifunctional facilities. Models are developed to facilitate performance evaluation.

The laboratory product model (LPM) considers laboratory service delivery from a whole‐of‐life perspective. It defines an information product as a standard unit of production that facilitates performance evaluation of laboratories using both normalised and absolute values. Performance evaluation boundaries are extended beyond the internal laboratory processes to incorporate the supply chain, i.e. from sample collection to the end use of the information product.

Application of the research is limited by the availability of relevant corporate data. Future work could address routine collection of data appropriate to environmental performance evaluation so as to reduce the need for extensive life cycle inventories.

Focus is on a practical approach to improving the environmental performance of laboratory services through objective evaluation of laboratory and facility performance. The research provides a means of comparing laboratories founded in different disciplines, e.g. chemistry and microbiology.

Addresses laboratory supply chain issues by providing new tools for performance evaluation and benchmarking of laboratories. It uses new approaches to laboratory performance evaluation that help achieve sustainability.

The paper aims to help identify the best logistical practices and to implement them with minimal organizational resistance in an environment with relatively similar business units utilizing an internal benchmarking approach.

A stepwise benchmarking process, where the use of basic inventory control practices is complemented with benchmarking analysis among business units that are of the same kind, but not entirely similar. The viewpoint is that of a supply chain specialist, and the main objective of the paper is to present how the analysis should be carried out.

Four principles were found useful when carrying out the analysis for internal benchmarking: refining stepwise the precision of the analysis, accepting the practical limitations of the data, disaggregating the task to be benchmarked to manageable sub‐areas, and engaging the management and key implementers in the analysis work.

The approach is a complementary approach to the traditional inventory models, which often rely on more or less arbitrary parameter values. The analysis provides realistic, individual inventory objectives and gives suggestions for focused improvement actions.