1. What is benchmarking?
Benchmarking is the continuous search for and adaptation of significantly better practices
that leads to superior performance by investigating the performance and practices of other
organisations (benchmark partners). In addition, it can create a crisis to facilitate the
change process.
Benchmarking goes beyond comparisons with competitors to understanding the practices that lie
behind the performance gaps. It is not a method for 'copying' the practices of competitors, but a
way of seeking superior process performance by looking outside the industry. Benchmarking
makes it possible to gain competitive superiority rather than competitive parity. The term
benchmark refers to the reference point by which performance is measured against. It is the
indicator of what can and is being achieved. The term benchmarking refers to the actual activity
of establishing benchmarks and 'best' practices.
It must be noted, however, that there will undoubtedly be difficulties encountered when
benchmarking. Many of them are detailed in the corresponding document "Guide to
Benchmarking" under "factors to be aware of". Significant effort and attention to detail is
required to ensure that problems are minimised.
Why do you need to benchmark?
There are many benefits of benchmarking. The following list summarises the main benefits:
provides realistic and achievable targets
prevents companies from being industry led
challenges operational complacency
creates an atmosphere conducive to continuous improvement
allows employees to visualise the improvement which can be a strong motivator for
change
creates a sense of urgency for improvement
confirms the belief that there is a need for change
helps to identify weak areas and indicates what needs to be done to improve.
For example, quality performance in the 96 to 98% range was considered excellent in the early
1980's. However, Japanese companies, in the meantime, were measuring quality by a few
hundred parts per million by focusing on process control to ensure quality consistency.
Thus, benchmarking is the only real way to assess industrial competitiveness and to determine
how one company's process performance compares to other companies'.
Types of Benchmarking
There are four types of benchmarking. They are not mutually exclusive and companies can
choose any one or a combination to meet their objectives. It is recommended that strategic
benchmarking is conducted first to create a context and rationale that will enhance all other
benchmarking efforts.
Strategic Benchmarking
Concerned with comparing different companies' strategies and assessing the success of those
strategies in the marketplace.
Analyses the strategies with particular reference to:

2. strategic intent
core competencies
process capability
product line
strategic alliances
technology portfolio
Should begin with the needs and expectations of the customer. This can be achieved through
surveys to measure customer satisfaction and the gaps between a company's performance and its
customers' standards.
Ensures a co-ordinated strategic direction regarding benchmarking and reduces the possibility
that one improvement project will cancel out the effect of another. Benchmarking candidates are
normally direct competition.
The main difficulty is persuading the benchmark partner to discuss their strategy. However, there
is a great deal of information which can be obtained from customers, common suppliers and
public domain information.
Functional Benchmarking
Investigates the performance of core business functions.
Does not need to focus on direct competition but, depending on the function to be
benchmarked, the benchmark partner may need to be in a similarly characterised industry
for useful comparisons to be made.
Best Practices Benchmarking
Applies to business processes.
It breaks the function down into discrete areas that are the targets for benchmarking and
is therefore a more focused study than functional benchmarking.
Some business processes are the same regardless of the type of industry.
Attempts to benchmark not only work processes, but also the management practices
behind them.
Product Benchmarking
Commonly known as reverse engineering or competitive product analysis.
Assesses competitor costs, product concepts, strengths and weaknesses of alternative
designs and competitor design trade-offs, by obtaining, stripping down and analysing
competitors' products.
The four different types of benchmarking are evolutionary beginning with product, through to
functional, process and strategic. For the purposes of this document and the corresponding
document 'Guide to Benchmarking' best practice benchmarking will be used due to its focus on
processes. As benchmarking is becoming more widespread and companies are more proficient in
its use, best practice benchmarking is becoming increasingly popular. This is also reinforced by
the move away from functionality in organisations towards business processes. For further
information on the other types of benchmarking, see the references to Watson, Camp and Miller.

3. Conclusion
Benchmarking must be a continuous process with the extent and scope of the project being
dependent on the resources that the company has available.
The above key steps to benchmarking are detailed further along with a list of factors to be aware
of in the companion document "Guide to Benchmarking". (Available on request)
Key steps to benchmarking
Based on our research and experience we would recommend the following stages in your
Benchmarking projects:
1. Identify what to benchmark
2. Ensure management support and involve all stakeholders
3. Select the benchmarking team
4. Analysis of internal processes
5. Identify companies to benchmark
6. Decide on method(s) of data collection
7. Collect public domain information
8. Analyse collected information to establish what other information needs to be collected
9. Establish contacts with benchmark partners
10. Plan the actual visits
11. Conduct the benchmarking visits
12. Establish whether a performance gap exists
13. Predict future performance levels
14. Communicate benchmark findings
15. Establish targets and action plans
16. Gain support and ownership for the plans and goals
17. Implement the action plans, measure performance and communicate progress
18. Re-calibrate benchmarks
19. Adopt benchmarking on a company-wide scale

4. Hydro Electric Power Stations
1.Mettur Dam
2.Papanasam
3.Lower Bhavani
4.Cauvery
5.Vaigai
6.jeyamkondam Perambalur District-Commission Appointed
Mini Hydro Power Plants
1.Aliya
2.Lower Bhavani
3.Pechiparai
4.Sathanur
India was the 7th largest producer of hydroelectric power in 2008 after Norway: 114 TWh and
3.5% the world total in 2008.[1] The potential for hydroelectric power in India is one of the
greatest in the world.
In this system of power generation, the potential of the water falling under gravitational force is
utilized to rotate a turbine which again is coupled to a Generator, leading to generation of
electricity. India is one of the pioneering countries in establishing hydro-electric powerplants.
The power plants at Darjeeling and Shimsha (Shivanasamudra) were established in 1898 and
1902 respectively and are among the first in Asia.
India is endowed with economically exploitable and viable hydro potential assessed to be about
84,000 MW at 60% load factor. In addition, 6780 MW in terms of installed capacity from Small,
Mini, and Micro Hydel schemes have been assessed. Also, 56 sites for pumped storage
schemes with an aggregate installed capacity of 94,000 MW have been identified. It is the most
widely used form of renewable energy. India is blessed with immense amount of hydro-electric
potential and ranks 5th in terms of exploitable hydro-potential on global scenario. The present
installed capacity as on 30-06-2011 is approximately 37,367.4 MW which is 21.53% of total
Electricity Generation in India.[2] The public sector has a predominant share of 97% in this
sector.[3] National Hydroelectric Power Corporation (NHPC), Northeast Electric Power
Company (NEEPCO), Satluj jal vidyut nigam (SJVNL), Tehri Hydro Development Corporation,
NTPC-Hydro are a few public sector companies engaged in development of Hydroelectric
Power in India.
Bhakra Beas Management Board (BBMB), an illustrative state owned enterprise in north India,
has an installed capacity of 2.9 GW and generates 12000-14000 million units per year. The cost
of generation of energy after four decades of operation is about 20 paise/kWh.[citation needed] BBMB
is a major source of peaking power and black start to the northern grid in India. Large reservoirs
provide operational flexibility. BBMB reservoirs annually supply water for irrigation to 125 lac

5. (12.5 million) acres of agricultural land of partner states, enabling northern India in its green
revolution.