Bank branch benchmarking with quality as a component

Abstract

One of the favorite tools of managers is a relative measure to a “benchmark” which is arrived at either empirically or theoretically. In many cases, industry best practices in terms of quality, time, and cost dimensions are used. In this way, their DMUs are measured against a standard to which both top managers and unit managers had agreed. Benchmarking has disadvantages also; typically, it just assists the user to find activities which need improvement. What it does not do is to help to solve the issues identified.