The Public Service Enterprise Group (PSEG), a 6-division US utility, used a benchmarking process to improve financial procedures and reduce electrical line repair costs. Managers met regularly for discussions on process improvement and helped each identify best practices. In one case an employee in one division invented a tool that reduced costs of repairing broken electrical mains by 75%. The division benchmarked the process and spread the information throughout the company. Another division wa...

BPIR Categories

6.4.1 Improve process/service performance
14.2.4 Conduct best practice/ process benchmarking
15.6.14 Benchmarking/performance measurement/survey design

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